ATC150511: Report of the Portfolio Committee on the 2015/16 Budget Vote 23, Annual Performance Plan and 2014-2019 Strategic Plan of the Department of Police (SAPS), dated 07 May 2015

Police

 

REPORT OF THE PORTFOLIO COMMITTEE ON THE 2015/16 BUDGET VOTE 23, ANNUAL PERFORMANCE PLAN AND 2014-2019 STRATEGIC PLAN OF THE DEPARTMENT OF POLICE (SAPS), DATED 07 MAY 2015
 

The Committee examined the Budget Vote of the Police (Vote 23) for the 2015/16 financial year, as well as the projections of the Medium-Term Expenditure Framework (MTEF) for 2014-2019, which were included in the Estimates of National Expenditure (ENE) 2015. The budget was examined in conjunction with Department’s Strategic Plan 2014-2019 and the Annual Performance Plan 2015/16. The Committee reports as follows:

 

1. INTRODUCTION

 

1. Structure

 

The Report provides an overview of the 2015/16 Budget Hearings of the Department of Police. The Report is structured as follows:

 

• 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.
• Section 3: Strategic Priorities of the Department of Police for the 2015/16 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 2015/16. 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 2015/16 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 2015/16 budget hearings and subsequent responses by the Department of Police.
• Section 6: Recommendations and additional information. This section summarises the recommendations made by the Portfolio Committee on Police, as well as the additional information requested from the Department of Police.

 

1. Meetings held

 

In preparation for meetings with the Department of Police, the Portfolio Committee on Police held a preparatory hearing on 14 April 2015 and the following submissions were received:

 

• Parliamentary Budget Office;
• Parliamentary Research Unit;
• Institute for Security Studies (ISS);
• The Police and Prisons Civil Rights Union (POPCRU);
• The South African Police Union (SAPU);
• African Policing Civilian Oversight Forum (APCOF); and
• Social Justice Coalition (SJC) and Ndifuna Ukwazi.

 

The Committee received the following briefing from the Department of Police and a total of three (3) meetings were held in which the budgets and annual plans were discussed with the Department:

 

• The Department of Police: Briefing on the Strategic and Annual Performance Plan and 2015/16 Budget Vote 23 (15, 17, and 21 April 2015).

 

1. SUMMARY OF STAKEHOLDER CONCERNS

 

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

 

1. Parliamentary Budget Office

 

The presenter from the Parliamentary Budget Office indicated that the performance analysis of the SAPS shows that most of the performance indicators and targets presented in the 2015 Budget are output driven and reflect statistical data. The presenter recommended that performance indicators and targets reflecting the efficiency and effectiveness of the SAPS should be considered. Further, the selected performance indicators in the 2015 Budget are not completely aligned to the indicators and targets of the MTSF. Most of the targets are based on average outcomes, except for the number of network operations conducted, which are based on planned operations. Good practice, however, is to utilise a baseline to guide target setting.

 

The presenter indicated that the main cost drivers for the SAPS is Compensation of employees, Computer services, Fuel, oil and gas, Operating leases and Machinery and equipment. Constant under and over expenditure within the programmes as well as on an item level was a significant aspect of the 2014 Budget of the Police. Medium term expenditure estimates are in several instances not based on actual outcomes. Medium term estimates on selected items show willingness to implement cost containment measures.

 

In conclusion, it was stated that in order to align the budget with the MTSF, expenditure on Training and development, Computer services and Infrastructure development should be prioritised.

 

1. Parliamentary Research Unit

 

The Parliamentary Researcher focussed on the following key issues:

• Expenditure trends of the SAPS during the 2014/15 financial year;
• Shifts made to the budget allocation during the 2014/15 adjustments period;
• Concerns raised by the Committee during the 2014/15 budget hearings;
• Possible misalignment between the strategic objectives of the SAPS and those contained in the 2015-2019 Medium Term Strategic Framework (MTSF) as Government priorities;
• Proportional allocation of the SAPS compared to other National Votes;
• Comparative analysis of the 2015/16 budget allocation against the allocation of 2014/15; and
• Alignment of the 2015/16 budget to performance indicators of the SAPS.  

 

1. Institute for Security Studies (ISS)

 

The Institute for Security Studies (ISS) raised the following key areas of concern regarding the 2015/16 SAPS Budget and Annual Performance Plan:

• Crime trends in South Africa between 1994/95 and 2013/14.
• Breakdown of violent crime categories in South Africa, which showed that assault GBH (29 per cent) and common assault (27 per cent) are the largest contributors to violent crime in South Africa.
• Murder rate at provincial level, which showed that the Eastern Cape (52.2 per cent) has the largest murder rate per province, followed by the Western Cape (48.3 per cent).
• The national murder and attempted murder rate showed a steady decrease between 2003/04 and 2011/12 after which the rate started to increase in 2012/13 continuing the upwards trend in 2013/14.
• The national assault (including assault GBH and common assault) has been showing a downward trend since 2004/05.
• Focus was placed on the increase in aggravated robbery cases between 2004/05 to 2013/14. In terms of sub-categories of aggravated robbery, street robberies was proportionally the highest (58 per cent), followed by house robbery (16 per cent) and business robbery (15.5 per cent). A provincial breakdown of aggravated robbery showed that the Gauteng Province has the highest rate of aggravated robbery, followed by the Western Cape Province. Further focus was placed on the successes of the Gauteng Aggravated Robbery Strategy, which was jointly developed by the Gauteng SAPS and the Department of Community Safety in 2008. The Strategy significantly decreased the rate of aggravated robbery between 2009/10 and 2011/12, after which the Strategy was discontinued. In 2012/13, the rate of aggravated robbery in the Gauteng Province increased significantly. During the discussion session, it became clear that the Strategy was largely implemented for the benefit of the 2010 FIFA Soccer World Cup. 
• Focus was placed on police operations and capacity, including public violence, roadblocks and cordons, and person and vehicle searches.
• The discrepancy between arrests and cases finalised by the National Prosecuting Authority (NPA) was also shown. The graph indicated that while the number of arrests fluctuated between 2002/03 and 2013/14, the number of cases finalised by the NPA remained stable. For instance, in 2012/13, the SAPS made 1 682 763 arrests of which 323 390 cases was finalised by the NPA. This is against the 2013/14 figures, which shows that the SAPS effected 1 392 856 arrests of which 329 153 cases was finalised by the NPA.
• There were also a decrease shown in most of the outputs of the Crime Intelligence Programme of the SAPS.
• Scientific evidence supports the hypothesis that the less respectful police are towards suspects and citizens generally, the less people will comply with the law, thus emphasising the link between police performance and police conduct.
• The link between conduct and performance was further illustrated with the discrepancy between the decrease in cases being reported to the Independent Police Investigative Directorate (IPID) and the significant increase in civil claim pay-outs against the SAPS between 2011/12 and 2013/14.
• The indicators of police abuse of power were shown as: the high number of assault cases opened with the IPID, the high proportion of the public considering corruption as a widespread problem in the SAPS, and the low level of trust in the SAPS.    
• Focus was put on the prominence of the SAPS Code of Conduct in the NDP.  
• The challenge of perceived police impunity was also highlighted as 39 per cent of all disciplinary cases were withdrawn in 2013/14 and of the cases reaching finalisation, 24 per cent had a “not guilty” verdict.

 

The ISS recommended the following as focus areas for the Committee, amongst others:

• The Committee should ascertain whether the SAPS has a specific strategy to reduce robberies through increasing the arrest and conviction of perpetrators and how the effectiveness of these strategies will be assessed.
• Steps taken to improve the performance of the Crime Intelligence Programme in relation to key crime challenges.
• Members of all police oversight agencies and structures must become familiar with the SAPS Code of Conduct and Code of Ethics and use them in their interactions and engagements with the SAPS.
• Explanations of how SAPS plans and strategies specifically promote the values and principles contained in these Codes.
• Focus on the plans to improve the functioning of the disciplinary system in the SAPS and the indicators that will be used to measure the continuous improvement.
• Implementation of various recommendations of the NDP in order to improve leadership within the SAPS.

 

1. Police and Prisons Civil Rights Union (POPCRU)

 

The Police and Prisons Civil Rights Union (POPCRU) raised the following key areas of concern regarding the 2015/16 SAPS Budget:

 

• Resources: In terms of resources, the Union stated that the lack of a geographic breakdown of the 1 138 police stations poses a challenge, as rural areas are not being serviced equally and need greater visibility of the SAPS. The equitable distribution of resources is of critical importance. The POPCRU welcomed the initiative to ensure that all police stations have victim friendly infrastructure, especially for victims of traumatic crimes such as rape, sexual offenses and abuse. The Union urged the SAPS to prioritise previously disadvantaged communities. The Union urged the Department to allocate key resources such as vehicles at station level as it impacts negatively on service delivery.  
• Community Policing Forums (CPFs): The Union also raised concern regarding the non-functioning of many Community Policing Forums (CPFs) and that the forums need sufficient funding to enhance their effectiveness. The Union disagreed with the statement which says that at the end of March 2014, approximately 90 percent of police stations were implementing sector policing and had functioning CPFs.
• Demilitarisation: The Union raised concerns regarding the demilitarisation process of the SAPS and that despite the commitment of the Minister of Police to demilitarise the SAPS, little progress have been made. Due to the military culture of the SAPS, the majority of citizens have lost faith in the ability of the police to serve and protect them. The Union indicated that increased cooperation between the police and the community is a priority to POPCRU. The recommendation of the NDP to professionalize the SAPS must be developed into a clear plan of action and be implemented as a priority. 
• Killing of SAPS members: A further concern raised by the POPCRU was the recent spate of attacks and killings of SAPS members. The Union called on the SAPS to improve training on self defence and provide the members with relevant protective equipment to augment the protection of their members. The Union raised concern about the number of police officers committing suicide and the quality of support offered to members after traumatic events.
• Promotion policy: The POPCRU stated that the SAPS has not had a promotion policy for about five years, which resulted in a backlog in the middle management and junior ranks being deprived of upward mobility in terms of promotions. The reintroduction of military ranks in 2010 resulted in a serious challenge as the Department introduced these ranks without proper criteria to promote members to these ranks. A new promotion policy was then introduced as a signed agreement in order to ease challenges of promotion within the Department. The agreement was signed mainly to ensure fair and equitable promotion amongst all employees and members across all levels within the Department. The agreement also addresses the backlog of approximately 45 000 Inspectors who had spent more than 20 to 30 years in the same rank without promotion to senior level.

 

However, the Union stated that the promotions had little impact on clearing the blockages, as the SAPS is still experiencing challenges with the proper implementation of this policy due to unavailability of a revised salary structure. POPCRU has therefore made the following recommendations:

• There should be a budget set aside for promotion to new ranks;
• There should be a budget for grade progression;
• A new salary structure must be developed to accommodate this new development; or a new dispensation similar to the one of 2006.
• There must be a new salary structure for Public Service Act employees who are supposed to be incorporated into the SAPS;
• A clear promotion programme for each financial year should be developed; and a revised pay progression in line with all public servants (1.5 per cent) be implemented by 2016/17 financial year.
• The Department must fill all vacant funded positions; urgently, as this hampers service delivery.

• Organisational structure: The Union stated that little has been done to reduce the SAPS top heavy structure. The reduction of the number of Deputy National Commissioners is only the starting point and more reductions are needed, especially at the level of Deputy Director General.
• Leadership: The leadership of the SAPS should ensure that sufficient funds are invested in the field of training and development of officers at all levels.
• Cooperation: The Union called for the increased prioritisation of cooperation within the Criminal Justice System, as the fight against crime is not the sole responsibility of the SAPS. The Union further stated that building safety using an integrated approach and an active citizenship is essential.

 

1. South African Police Union (SAPU)

 

The South African Police Union (SAPU) raised the following key areas of concern regarding the 2015/16 SAPS Budget and Annual Performance Plan:

 

• Crime: The Union stated that the SAPS seems to be “planning to have increase in crime.” This statement was substantiated through a comparison between the performance indicators and targets stated in the 2014/15 and 2015/16 Annual Performance Plans. In 2014/15, the SAPS tabled the plan promising that by the year 2015/2016, it shall reduce serious crime by 2 per cent to 1 683 827. However, in the 2015/16 APP, the SAPS plans to have serious crime reduced to 1 790 428, which is an increase by 106 601 cases that represent an increase of 6.3 per cent. Similar examples were provided in the Detective Services Programme.
• Professionalisation: Appreciation was expressed for the commitment by the SAPS to professionalise the police, but commitment must be followed by practice. The recruitment of graduates would assist in attracting the right kind of people to the SAPS. However, it was stated that the SAPS should not send conflicting messages by reducing the requirements for appointment in top positions to grade 12, which is also a requirement for clerical work in the SAPS. The Union stated that they have observed this in the filling of the posts of Provincial Heads, as well as Crime Intelligence at the rank of a Major General.

• Appointments: The Union stated that they also observed a trend where senior management structure (SMS) posts were not advertised as required. They alleged that many posts, including Divisional Commissioners, Provincial Commissioners and Component Heads were filled through Regulation 45(9) of the South African Police Service Employment Regulation, 2008. This provision was supposed to be deployed only in exceptional cases. As a result of this method of filling posts, many potential candidates are not given an equal opportunity to compete for these positions. The Union further stated that this practice creates a challenge as posts are head hunted, which “is a recipe for an unholy allegiance on the part of the hunters and the hunted.”
• Vacancies: Concern was raised on critical vacancies in the SAPS especially that of Divisional Commissioner of Finance and Administration which is vacant and funded. This position has not been filled since the 1 September 2013.
• Seniority and discipline: Top management erroneously believes that there is no seniority amongst managers on the rank levels of Lieutenant General (appointed as Deputy National Commissioner), Lieutenant General (appointed as Divisional Commissioner) and Lieutenant General (appointed as Provincial Commissioner). Senior managers are being shifted between different categories as if they are placed laterally, and this is a move that has resulted in seniors reporting to juniors. The Union also stated that they have seen some managers appointed as Lieutenant General, a rank that was abolished by the regulations in 1995. This has also seen two senior managers being retrenched against the existing protocols in the SAPS. If discipline has to be sustained, Regulation 8 of the South African Police Service Regulations, 1964, must be respected.

 

1. African Policing Civilian Oversight Forum (APCOF)

 

The African Policing Civilian Oversight Forum (APCOF) raised the following issues regarding the 2015/16 SAPS Budget and Annual Performance Plan:

• Accountability: The quality of accountability can be enhanced through proper reporting. The Committee should prescribe the criteria for reporting to ensure detailed reporting, with appropriate and relevant data, in order to discharge its oversight mandate effectively.
• National Development Plan: There is insufficient detail on the manner in which the recommendations of the NDP will be implemented. In order to address this, the APCOF recommended that the SAPS and Civilian Secretariat should develop an implementation plan, which should form part of their reporting obligations to the Committee. The recommendations of the NDP, especially in terms of the establishment of the National Police Board, SAPS Code of Conduct and demilitarisation should be implemented.
• Community policing: Focus should be placed on community centred approaches to reduce levels of crime and achieving long-term sustainable safety. In terms thereof, it is crucial that the roles of Community Policing Forums (CPFs) and Community Safety Forums (CSFs) must be clarified and augmented from both a policy, regulatory and funding perspective.      
• Performance indicators: The performance indicators for ‘addressing contributors to crime’ and ‘reducing levels of serious crimes against women and children’ are inadequate. It was recommended that barriers to reporting sexual offences and domestic violence must be addressed together with a review of the performance management system. The CSP policy on Reducing Barriers to Reporting Crimes on Gender Based Violence should be institutionalised.
• Domestic violence: It was recommended that the loss of a domestic violence complaints mechanism following the new legislative dispensation of the IPID should be addressed. It was also recommended that the SAPS should develop a policing strategy around policing domestic violence and not only focus on compliance to the provisions of the IPID Act.
• Police impunity: The challenge around perceived police impunity should be addressed through an investigation into the reasons for the low prosecution of police members.  Strategies to address systemic challenges should be developed. Engagements with the National Prosecuting Authority should be prioritised.
• Resource allocation: The methodology of resource allocation should be reviewed to ensure equitable distribution of resources at all levels, including station, cluster, provincial and national.
• Information systems: A need to improve the interface between information systems was identified. Data collection, capturing of disaggregated information and reporting of crime statistics should be addressed and used as a management tool to inform policy development.
• Oversight and accountability: Oversight and accountability should be improved through the development of a comprehensive monitoring and evaluation framework by the CSP. There should also be improved coordination and collaboration with provincial legislatures, provincial secretariats and provincial departments of community safety to enhance accountability mechanisms at provincial levels.
• Torture: Focus should be placed on the prevention and combatting of torture by the SAPS and the IPID. The SAPS strategy and the IPID classification for torture should be reviewed together with the capacitation of IPID investigators.    
• Public order policing: The current policy on ‘Public Order Management’ must be reviewed and aligned with regional and international best practice. Various challenges found in the implementation of the Regulations of Gatherings Act must be investigated and addressed.
• Use of force: The Use of Force Policy being developed by the CSP should be finalised and institutionalised.       

 

1. Social Justice Coalition (SJC) and Ndifuna Ukwazi

 

The joint presentation from the Social Justice Coalition (SJC) and Ndifuna Ukwazi (NU) raised the following key areas of concern regarding the 2015/16 SAPS Budget and Annual Performance Plan:

• Resource allocation: There are discrepancies within the resource allocation methodology of the SAPS. The presentation illustrated the effect of an ‘irrational’ allocation of human resources in the greater Cape Town area as demonstrated in the Khayelitsha Commission of Enquiry. The distribution showed that areas with the lowest police to population ratio have the highest number of murders. It further showed that the fifteen ‘safest’ stations with a total of twenty-one murders in 2013/14, have on average one police officer for every 232 people. In contrast, the fifteen most ‘unsafe’ stations with a total of 1 478 murders in 2013/14 have on average only one police officer for every 1 153 people. It was recommended that the SAPS should develop a new strategy to reallocate available resources equitably.
• Performance indicators: The SJA and NU raised concern on the use of a performance indicator to reduce reported incidents of crime. It was recommended that focus should be placed on targets measuring detection and conviction rates as these points towards actual performance.  
• Vehicles: Evidence submitted to the Khayelitsha Commission showed that there are insufficient operational vehicles in the area and that there is often only one officer and one vehicle available to a sector. Although Khayelitsha has since received additional vehicles, it is unclear whether other communities with similar challenges have received additional resources. It was recommended that an assessment of the visible policing needs of stations should be done. Additionally, an audit should be done on the operational status of vehicles.  
• Facility projects: The SAPS has consistently been unable to complete planned facility projects on time (police stations), for example the Makhaza station in Khayelitsha. The Khayelitsha Commission found that urgent attention needs to be given to physical infrastructure. It was recommended that the SAPS should make information available on the current condition of stations and that projects must be prioritised in areas with increased ratios of crime, and which may not benefit from other safety layers, such as private security. 
• Information technology: Concern was also raised about the lack of performance on information technology projects, especially regarding the e-docket system. It was recommended that budgets needs to be conditional on consequences for violations of the Public Finance Management Act (PFMA), 1999.  
• Community policing: Community Policing Forums (CPFs) in Khayelitsha and Manenberg do not fully understand their roles. CPFs are under-resourced and politicised. It was recommended that community score cards should be introduced to measure community satisfaction. Additionally, it was recommended that the SAPS, in collaboration with other local structures, should update the sector profiles, including updated maps of the areas.   
• Detective services: Detective services in Khayelitsha are severely under-resourced with detectives carrying on average 150 dockets. It was recommended that resources need to be allocated to stations which need additional support due to high crime levels.   
• Family Violence, Child Protection and Sexual Offences (FCS) Units: The resourcing of Family Violence, Child Protection and Sexual Offences (FCS) Units were also raised as a concern. It was recommended that an audit needs to be conducted to assess the needs of FCS Units in areas most affected by these crimes. It was further recommended that FCS Commanders need to have the same rank as Station Commanders.  

 

1. STRATEGIC PRIORITIES OF THE SAPS FOR 2015/16

 

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

 

The aim of the SAPS is to prevent, combat and investigate crime, maintain public order, protect and secure the inhabitants of South Africa and their property, and uphold and enforce the law. It derives its mandate from the following:

• Constitution of the Republic of South Africa, Section 205;
• South African Police Service Act, 1995 (Act No. 68 of 1995);
• White Paper on Safety and Security, 1998;

• National Development Plan: Vision for 2030; and
• National Crime Prevention Strategy, 1996

 

The vision of the SAPS is to create a safe and secure environment for all people in South Africa. The mission of the SAPS is to:

• Prevent and combat anything that may threaten the safety and security of any community;
• Investigate all crimes that threaten safety and security of any community;
• Ensure offenders are brought to justice; and
• Participate in efforts to address the root causes of crime.

 

 

 

1. Medium Term Strategic Framework 2014-2019 (MTSF)  and National Development Plan (NDP)

 

The Medium Term Strategic Framework (MTSF) for 2014 to 2019 represents Government’s comprehensive plan for implementing the National Development Plan over the five year term (2014-2019), which continues the outcomes approach adopted by the 2009–2014 administration. The main outcome applicable to the SAPS is Outcome 3: All people in South Africa are and feel safe. This outcome focusses on five (5) main sub-outcomes, namely:

1. Reduced levels of contact crime;
2. An efficient and effective Criminal Justice System;
3. South Africa’s borders effectively defended, protected, secured and well-managed;
4. Secure cyber space; and
5. Domestic stability ensured.

 

These sub-outcomes have several actions, indicators and targets to be met by 2018/19. However, many of the indicators included in the MTSF, which are directly linked to the SAPS, are not included as measurable performance targets in the 2015/16 APP. Instead, the SAPS decided to pursue a number of specific priorities that are aligned with the MTSF. The SAPS Strategic Plan list the following four ‘pillars’ as priorities to implement the NDP. These are:

1. Strengthening of the Criminal Justice System;
2. Professionalisation of the Police Service;
3. Demilitarisation of the Police Service; and
4. Building safety using an integrated approach.

 

Thus some of the targets of the MTSF are not directly measured by the SAPS through the APP. Another example under Sub-outcome 2: An effective Criminal Justice System, is the action to Improve SAPS investigations, with a target to conduct interviews with complainants by the investigating officer within 24 hours after a case docket is registered (this should be implemented in 2014/15). This is not included in the SAPS 2015 APP. Also under this action is an indicator to have Computer-generated investigation progress report to complainants and victims of crime established, which must be developed by 2015/16. This target is not included in the SAPS 2015/16 APP. 

 

1. SAPS Policy Imperatives

 

The SAPS lists policy imperatives and strategies that are instrumental to implement the MTSF sub-outcomes, which are the following:

• National Security Strategy;
• Service Delivery Improvement Programme;
• Rural Safety Strategy;
• Public Order Policing Strategy;
• National Crime Combating Strategy (NCCS);
• National Crime Prevention Strategy (NCPS), 1996;
• The Criminal Justice System (CJS) Review ;
• National Crime Detection Strategic Framework;
• Visible Policing Strategy;
• Crime Intelligence Turnaround Strategy; and
• SAPS Anti-Corruption Framework.

 

 

 

 

1. Operational Strategic Objectives

 

The SAPS has identified a number of broad strategic priorities to guide the realisation of the strategic sub-outcomes and direct the annual planning processes over the 2014 to 2019 MTSF period. These strategic priorities are subdivided into operational priorities and organisational priorities. The operational strategic objectives, which are closely related to the vision of the NDP and MTSF, will be sustained through five (5) main organisational support priorities. These include:

1. Human Resource Management
2. Professionalisation of the SAPS
3. Demilitarisation
4. Budget and Resource Management

 

1. SAPS BUDGET AND PERFORMANCE TARGETS FOR 2015/16

 

1. Overall analysis

 

For the 2015/16 FY, the Justice, Crime Prevention and Security (JCPS) Cluster received a total of R157 535.3 billion (R157,535,300,000), which is 23 per cent of the total national budget. The total allocation to the JCPS Cluster has remained stable over the past financial year, despite the slight reduction of 0.4 per cent compared to the 2014/15 FY.

 

The SAPS received a main appropriation of R76.3 billion for the 2015/16 FY, which is 48.5 per cent of the Cluster’s allocation. The Police Vote represents 11 per cent of the total national budget, which is the second largest allocation to a single Vote, following the allocation for the Social Development Vote of R138.1 billion, which is 20 per cent of the total national budget.   

 

Table 1: Main appropriation for Vote 23: Police over the MTEF

Programme	Budget				Nominal Rand change	Real Rand change	Nominal % change	Real % change
R million	2014/15	2015/16	2016/17	2017/18	2014/15-2015/16		2014/15-2015/16
Programme 1: Administration	15 304.0	16 264.2	17 133.3	18 144.7	960.2	215.3	6.27	1.41
Programme 2: Visible Policing	37 043.8	38 855.0	41 155.3	44 107.3	1 811.2	31.6	4.89	0.09
Programme 3: Detective Services	15 133.0	15 816.0	16 716.2	17 943.2	683.0	-  41.4	4.51	-0.27
Programme 4: Crime Intelligence	2 880.8	3 110.4	3 328.8	3 572.3	229.6	87.1	7.97	3.02
Programme 5: Protection and Security Services	2 145.6	2 331.5	2 482.1	2 635.2	185.9	79.1	8.66	3.69
TOTAL	72 507.2	76 377.1	80 815.7	86 402.7	3 869.9	371.7	5.34	0.51

Source: 2015 ENE

 

The table above shows that the main appropriation of the Police Vote will increase from R76.3 billion in 2015/16 to an estimated R86.4 billion in 2017/18, at an average annual rate of 6.0 per cent. The following areas will be capacitated over the medium term:

• Investing in capital infrastructure and technological enhancement, especially in the forensic science and investigative functions;
• Creating capacity in the Directorate for Priority Crime Investigation;
• Upgrading the IT network; and reviewing and modernising the Criminal Justice System to create an integrated criminal justice environment.

 

In 2015/16, the main appropriation increased nominally with R3.8 billion, which is a real increase of R371.7 million or 0.51 per cent, compared to the 2014/15 FY. The SAPS currently has a holding budget, which means that it received little more than an inflationary increase to its baseline. 

 

The ENE states that a baseline reduction over the MTEF of R517.1 million in 2015/16, R1.24 billion in 2016/17 and R802 million in 2017/18 was approved by Cabinet. These reductions were effected mainly from goods and services comprising of R366.3 million in 2015/16, R586.4 million in 2016/17 and R634.9 million in 2017/18. Furthermore, R150.8 million in 2015/16, R653.2 million in 2016/17 and R167.1 million were removed from payments for capital assets (buildings and other fixed structures and transport equipment). Of these amounts, R352.9 million in 2015/16, R372.3 million in 2016/17 and R790.9 million in 2017/18 are reallocated to provide for higher personnel remuneration costs than the main budget provided for and the replacement of transport equipment in 2017/18. Having considered the Department’s ability to sustain the current baselines in respect of compensation of employees over the medium term, total personnel numbers are estimated to stabilise at a level of 198 062 for each year during this period. This in essence implies that the Department will only be able to replace current personnel losses on an annual basis.

 

Expenditure by the SAPS increased from R57.9 billion in 2011/12 to R72.5 billion in 2014/15, at an average annual rate of 7.4 per cent, driven mainly by the increased expenditure on compensation of employees. The Department currently spends approximately 77 per cent of the total budget on Compensation of employees leaving little budget for operational expenses. The Committee should keep a close eye on this expenditure.

 

Table 2: Proportional allocation for Vote 23: Police

Programme	Budget (R’000)	% of total budget per programme (%)	Budget (R’000)	% of total budget per programme (%)	Change in percent allocation (%)
R million	2014/15		2015/16
Programme 1: Administration	15 304.0	21.11	16 264.2	21.29	0.19
Programme 2: Visible Policing	37 043.8	51.09	38 855.0	50.87	-0.22
Programme 3: Detective Services	15 133.0	20.87	15 816.0	20.71	-0.16
Programme 4: Crime Intelligence	2 880.8	3.97	3 110.4	4.07	0.10
Programme 5: Protection and Security Services	2 145.6	2.96	2 331.5	3.05	0.09
TOTAL	72 507.2	100.00	76 377.1	100.00	0.00

Source: 2015 ENE

 

1. Specifically appropriated (ring-fenced)/reprioritised amounts for 2015/16:

 

The Appropriation Bill [B6-2015] reflects the amounts that have been specifically and exclusively appropriated towards:

 

• Infrastructure (Building and upgrading of police stations)
• Programme 1: Administration –
  • R702.2 million specifically appropriated to building and upgrading of infrastructure (Police Stations).
• Civilian Secretariat for Police: R105.094 million.  

 

1. Programme Analysis

 

1. Programme 1: Administration

 

The purpose of the Administration Programme is to develop policy and manage the Department, including providing administrative support. The Programme regulates the overall management of the Department and provides centralised support services such as information technology, capital investment such as the building and renovation of Police Stations and providing property for management costs. It also provides for the functions of Human Resource Management and Human Resource Development.

 

The Administration Programme received a main appropriation of R16.2 billion in the 2015/16 FY, which is the second largest allocation within the Police Vote. This represents a nominal increase of R960.2 million and real increase of R215.3 million (1.4 per cent). The Corporate Services Sub-programme received the bulk of the allocation of the Administration Programme in 2015/16, with a main appropriation of R16 billion of the total Programme appropriation of R16.2 billion. This allocation represents 98.8 per cent of the total allocation of the Administration Programme.

 

Table 3: Administration Programme: Vote 23 Police (2015/16)

Programme	Budget		Real Increase / Decrease in 2015/16	Real Percent change in 2015/16	Percentage of Programme Budget 2015/16
R million	2014/15	2015/16
Sub-programme 1: Ministry	28.9	32.4	2.0	6.98	0.20
Sub-programme 2: Management	58.2	67.2	5.9	10.18	0.41
Sub-programme 3: Corporate Services	15 117.2	16 069.5	216.3	1.43	98.80
Sub-programme 4: Civilian Secretariat	99.8	105.1	0.5	0.49	0.65
TOTAL	15 304.0	16 264.2	215.3	1.41	100

Source: 2015 ENE

 

The Civilian Secretariat for Police (CSP) still forms a sub-programme of the Administration Programme despite its budget being ring-fenced in the Appropriations Bill, 2015. In order to give some perspective on the budget allocation of the CSP, it receives 0.65 per cent of the Administration budget and 0.14 per cent of the total Police Vote.   

 

1. Programme 2: Visible Policing

 

The purpose of the Visible Policing Programme is to enable police stations to institute and preserve safety and security; and to provide for specialised interventions and the policing of South Africa’s borders. The Programme is one of the key programmes entrusted with implementing the statutory mandate of the SAPS.

 

The Visible Policing Programme continues to receive the bulk of the total Vote with R38.8 billion of the R76.3 billion main appropriation, which is 50.83 per cent of the total Vote. In comparison to the 2014/15 FY, the proportional allocation decreased from 51 per cent of the total Vote (-0.22 per cent).  Sub-programme 1: Crime prevention received the bulk of funding within the Visible Policing Programme with R30.7 billion of the total programme allocation, which represents 79 per cent.  The Visible Policing Programme houses 106 034 funded posts out of a total of 198 042 funded posts of the Department to an estimated cost of R30.6 billion for the 2015/16 FY.

 

Table 4: Visible Policing Programme: Vote 23 Police (2015/16)

Programme	Budget		Nominal Increase / Decrease in 2015/16	Real Increase / Decrease in 2015/16	Real Percent change in 2015/16	Percentage of Programme budget 2015/16
R million	2014/15	2015/16
Sub-programme 1: Crime Prevention	29 285.4	30 711.1	1 425.7	19.1	0.07	79.04
Sub-programme 2: Border Security	1 659.8	1 753.4	93.6	13.3	0.80	4.51
Sub-programme 3: Specialised Interventions	2 886.4	3 030.5	144.1	5.3	0.18	7.80
Sub-programme 4: Facilities	3 212.3	3 360.0	147.7	-  6.2	-0.19	8.65 p
TOTAL	37 043.8	38 855.0	1 811.2	31.6	0.09	100

Source: 2015 ENE

 

The Border Security Sub-programme received the smallest allocation in the 2015/16 FY, with only R1.7 billion, which is 4.5 per cent of the total programme budget.

 

1. Programme 3: Detective Services

 

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

 

The Detective Services Programme received a main appropriation of R15.8 billion in 2015/16, which is a real decrease of 0.27 per cent compared to the 2014/15 adjusted appropriation of R15.1 billion. It is the only programme of the Vote to receive a real decrease in 2015/16. In terms of allocations to sub-programmes, the Crime Investigation Sub-programme received 66.89 per cent of the Programme’s allocation (R10.58 billion). Despite receiving the largest allocation, the sub-programme’s allocation decreased by 68.5 per cent in real terms.

 

The Specialised Investigations Sub-programme received the smallest allocation within the Programme, at 8.6 per cent or R1.359 billion. The 2015/16 allocation represents a real percentage decrease of 45.7 per cent, which is a concern as this sub-programme is responsible for the prevention, combating and investigation of national priority offences, including the investigation of organised crime syndicates, serious and violent crime, commercial crime, corruption and includes crimes investigated by the DPCI. The budget and functions of the DPCI is currently still located within this sub-programme despite clear provisions made in the SAPS Act, 1995 regarding the budget allocations to the DPCI. 

 

Table 5: Detective Services Programme: Vote 23 Police (2015/16)

Programme	Budget		Nominal Increase / Decrease in 2015/16	Real Increase / Decrease in 2015/16	Real Percent change in 2015/16	Percentage of Programme budget 2015/16
R million	2014/15	2015/16
Sub-programme 1: Crime Investigation	10 164.0	10 580.1	416.1	-  68.5	-0.67	66.89
Sub-programme 2: Criminal Record Centre	1 988.0	2 114.9	126.9	30.0	1.51	13.37
Sub-programme 3: Forensic Science Laboratories	1 637.7	1 761.1	123.4	42.7	2.61	11.13
Sub-programme 4: Specialised Investigations	1 343.3	1 359.9	16.6	-  45.7	-3.40	8.60
TOTAL	15 133.0	15 816.0	683.0	-  41.4	-0.27	100.00

Source: 2015 ENE

 

Both the Criminal Record Centre (CRC) and Forensic Science Laboratories (FSL) sub-programmes received an increased budget allocation in real terms. The CRC received a R2.116 billion allocation compared to its R1.988 billion allocation of the 2014/15 FY. This is a 30 per cent real increase compared to the previous FY. Similarly, the FSL sub-programme received a budget allocation of R1.761 billion in 2015/16 compared to R1.637 billion in 2014/15, which is a real increase of 42.7 per cent. 

 

1. Programme 4: Crime Intelligence

 

The purpose of the Crime Intelligence Programme is to manage crime intelligence and analyse crime information, and to provide technical support to investigators and crime prevention operations. The MTSF focusses significantly on Intelligence-led policing and states that such strategy must be developed and fully implemented by March 2018/19.

 

The Crime Intelligence Programme received a main appropriation of R3.1 billion, which is a real percentage increase of 3 per cent compared to the 2014/15 adjusted appropriation of R2.8 billion. The Programme received four (4) per cent of the total Police Vote in 2015/16. The two (2) sub-programmes are relatively equally resourced, with the Crime Intelligence Operations sub-programme and Intelligence and Information Management sub-programme receiving 42.16 per cent and 57.84 per cent of the Programme’s budget allocation respectively.  

 

Table 6: Crime Intelligence Programme: Vote 23 Police (2015/16)

Programme	Budget		Nominal Increase / Decrease in 2015/16	Real Increase / Decrease in 2015/16	Real Percent change in 2015/16	Percentage of Programme budget 2015/16
R million	2014/15	2015/16
Sub-programme 1: Crime Intelligence Operations	1 214.6	1 311.2	96.6	36.5	3.01	42.16
Sub-programme 2: Intelligence and Information Management	1 666.2	1 799.2	133.0	50.6	3.04	57.84
TOTAL	2 880.8	3 110.4	229.6	87.1	3.02	100.00

Source: 2015 ENE

 

1. Programme 5: Protection and Security Services

 

The Protection and Security Services Programme continues to receive the smallest proportion of the Vote with R2.3 billion or three (3) per cent of the total Vote. This is a real increase of 3.6 per cent compared to the 2014/15 FY. The bulk of the Programme’s budget is allocated to the VIP Protection and Static and Mobile Security sub-programmes. The VIP Protection sub-programme received a main appropriation of R1.004 billion in 2015/16 compared to its R899.7 million adjusted allocation in the 2014/15 FY. This is a real percentage increase of 6.52 per cent. The Static and Mobile Security sub-programme received a main appropriation of R998.7 million in 2015/16, which is a 1.05 per cent real increase from its R943.1 million adjusted appropriation of 2014/15. 

 

Table 7: Protection and Security Services Programme: Vote 23 Police (2015/16)

Programme	Budget		Nominal Increase / Decrease in 2015/16	Real Increase / Decrease in 2015/16	Real Percent change in 2015/16	Percentage of Programme budget 2015/16 (%)
R million	2014/15	2015/16
Sub-programme 1: VIP Protection	899.7	1 004.4	104.7	58.7	6.52	43.08
Sub-programme 2: Static and Mobile Security	943.1	998.7	55.6	9.9	1.05	42.84
Sub-programme 3: Government Security Regulator	96.8	111.2	14.4	9.3	9.61	4.77
Sub-programme 4: Operational Support	205.9	217.1	11.2	1.3	0.61	9.31
TOTAL	2 145.6	2 331.5	185.9	79.1	3.69	100.00

Source: 2015 ENE

 

The Government Security Regulator sub-programme received the largest real percentage increase of 9.61 per cent from its R96.8 million allocation in 2014/15 to R111.2 million in 2015/16. The Operational Support sub-programme increased marginally with 0.61 per cent in real terms from R205.9 million in 2014/15 to R217.1 million in 2015/16.

 

1. COMMITTEE DELIBERATIONS

 

The Portfolio Committee made a number of observations during the 2015/16 budget process hearings. These related to all the programmes of the SAPS as well as general observations.

 

1. Strategic overview

 

Leadership: The Committee stated that the focused theme of the 2015/16 budget hearings will be to assess the effectiveness of leadership, more especially in terms of stability and achievements. The SAPS is the second largest national Vote and as such, the Committee has a responsibility to ensure that the resources bought with 11 per cent of the national budget are distributed fairly across police stations countrywide, more especially to previously disadvantaged and less affluent areas. All citizens should receive the same level of service delivery and yet the resource allocation of the SAPS is still unfairly skewed twenty years after democracy. The Committee stated that this area should receive urgent attention.

 

The SAPS stated that an understanding of a specific environment is crucial for the success of any leader. Also central to leadership is integrity, as leaders must have clean hands. The SAPS listed the following three interventions to ensure effective and efficient leadership:

1. Vetting turn-around strategy. The entire Senior Management Structure (SMS) have submitted vetting documentation to the State Security Agency (SSA). Several clearance certificates have been received and no rejections have been given to date. The Crime Intelligence Division has also prioritised various components, amongst others the Supply Chain Management Division, as per Government instructions.
2. Enhanced focus on entry level recruitment processes. The new Recruitment Framework is starting to bear fruit as the SAPS is receiving a better quality intake of recruits. The Grooming Camps have been especially valuable as well as the community approach through parades. Communities are further engaged through the publishing of the names of recruits on community notice boards. 
3. Establishment of Integrity Unit. A total of twenty ethics officers have been trained to date and the SAPS is engaging with Universities to further develop the capacity of this Unit, especially in terms of qualifications.  

 

The SAPS stated that policing is a complex task, but acknowledged that leaders must be both responsible and accountable. The combined assurance model developed by the SAPS will ensure a holistic approach to improved management at all levels of the organisation. The Committee questioned whether this approach is effective and that directives from top management filter down to station level. The SAPS provided assurance that the various layers of management, in particular cluster commanders, ensure that directives are implemented at cluster level and station commanders at component/station level. The SAPS also pays close attention to the various quality assurance models, which include the findings of the Auditor-General, SAPS Inspectorate, Internal Audit Committee and ‘factory visits’ by senior management. The Committee remained sceptical of the effective implementation of directives at station level despite the various levels of quality assurance by the SAPS.

 

Proportional distribution of resources: The Committee raised concern about the disproportionate distribution of resources, especially in previously disadvantaged and poor communities with high crime rates. The Committee stated that an area with one murder a month cannot have the same resource allocation of an area with approximately 20 murders a month and that the available resources should be spread proportional to the crime threats. The SAPS stated that equal access to police services is crucial, but that to attain this goal is a long and resource intensive process. The SAPS stated that alternative methods of resource distribution are being investigated to accelerate equitable distribution of resources countrywide and to improve access to police service points.     

 

Implementation of the NDP: The Committee expressed concern about the perceived lack of specific interventions planned by the SAPS to realise the recommendations made in the NDP. The SAPS lists various activities, but that the activities do not seem to form part of a broader implementation plan.

 

Specialised interventions: The Committee requested an explanation for the perceived lack of specialised interventions and raised the Gauteng Aggravated Robbery Strategy that was implemented between 2008/09 and 2010/11 and then discontinued as aggravated robberies decreased. The SAPS stated that it was a specific intervention from the Provincial Department of Community Safety in collaboration with the SAPS.  

 

Community perceptions: The Committee stated that several public opinion surveys showed that a large proportion (33 per cent) of citizens fear the SAPS and questioned the manner in which the SAPS will improve service delivery in order to ensure that this figure decreases. The SAPS stated that the figures provided conversely show that about 67 per cent of the population does not fear the SAPS and that it should be regarded as an accomplishment. The Committee was unhappy with this response and stated that it is unacceptable to argue in this manner. The SAPS stated that it has several projects currently running to ensure improved community relationships, including awareness campaigns and safety committees.

 

Civil claims: The Committee raised concern about the increase in civil claims against the SAPS in recent years and noted that this may point towards an increase in police brutality or alternatively a lack of understanding of policing directives. The SAPS echoed this concern, but stated that the Department has embarked on a comprehensive analysis of civil claims to ascertain the cause of these claims. It was stated that the SAPS fear that it is being used as an alternative to the Road Accident Fund and that there is a possibility that it points to a money-making scheme. The SAPS stated that the analysis focusses specifically on the law firms and lawyers involved in the cases against the SAPS to establish whether there is a causal link. The SAPS further stated that litigation reports are developed monthly by the Legal Services Component and are used as a management tool to determine specific interventions at challenging stations. It also informs the training of members. The SAPS is also embarking in reputation and image analyses in terms of media reports. In addition, the SAPS is implementing a recovery process for negligent drivers.      

 

Recruitment: Specific concern was raised about the effectiveness of the new recruitment framework of the SAPS and Members of the Committee requested assurances as to whether the SAPS are now attracting the ‘right kind of recruit’ for the police. Members of the Committee also requested specific feedback on the effectiveness of the grooming camps and the community feedback received when recruits are paraded before communities. The SAPS stated that the new framework is yielding positive results. The fingerprints of all recruits are taken again at the grooming camps as it was found that in the past, recruits forged their fingerprint in order to be accepted into the SAPS.   

 

Promotions: The Committee questioned the prospects of promotion of members of minority groups as various court cases brought against the SAPS points towards the lack of promotion opportunities granted to minority groups. The SAPS stated that all members of the SAPS are granted equal promotion opportunities and that a rational process is being followed. 

 

Reservists: The Committee raised concern about the reduction of the appointment categories of reservists from four (4) categories to two (2) categories, and more specifically the loss of the categories specifically developed for rural safety. The new categories only include functional policing and specialised functional policing. The SAPS stated that the appointment of reservists has been focused and that no functions were lost during the restructuring of the categories. The functions resorting under the previous Category D: Reservists for Rural and Urban Safety have been structured under the new categories. The Committee was not entirely satisfied with the explanation as specific reasons for the collapse of the previous four reservist categories into two categories could not be provided satisfactorily.    

 

Demilitarisation: The Committee expressed dissatisfaction with the lack of a clearly defined implementation plan on the demilitarisation process of the SAPS. The Committee expressed further concern about the disjoint between the broad policing perspective of being a people oriented police service and the usage of military jargon by the SAPS, like “war on crime” and “camps”, as these terminologies detract from the context of demilitarisation. The SAPS stated that the “war on crime” is not directed at citizens but against criminals. No clear consensus emerged on the use of military jargon by the SAPS.     

 

Corruption: The Committee raised specific concern about the scourge of corruption and criminality within the SAPS and asked how this will be addressed. The SAPS stated that it analyses all reports on corruption emanating from the various units, including the Special Investigations Unit (SIU) and National Investigation Unit (NINU). The Committee raised specific concern about the recent case brought against the Provincial Commissioner of the Western Cape and requested the SAPS to indicate what measures have been taken to ensure leadership stability in the Western Cape and also whether internal steps have been taken against the Provincial Commissioner of the Western Cape. The SAPS stated that it was a regrettable matter, but gave assurance to the Committee that it will be dealt with without fear or favour. The internal disciplinary steps had begun, the Commissioner had been suspended and an Acting Provincial Commissioner has been appointed to the Western Cape Province.   

 

CJS projects: The Committee questioned whether sufficient attention is given to the Criminal Justice System (CJS) modernisation project, specifically regarding the incorporation of the CJS Business Plan in the strategies and performance indicators of the SAPS. The SAPS stated that systems like AFIS and HANIS forms part of the CJS modernisation process and that the provision made in the draft business plan is incorporated into the strategies of the SAPS.  

 

Outdated policies: The Deputy Minister of Police attended the first and second session of the hearings. A specific concern raised by the Deputy Minister was the fact that many policies and national instructions of the SAPS are outdated. In particular, the Deputy Minister highlighted the various dependencies of the SAPS on other Departments, like the Department of Public Works for maintenance. The Deputy Minister called on the Committee to assist the SAPS to lead the restructuring of various outdated policies. 

 

Ranks: The Deputy Minister of Police highlighted the matter relating to the appointment of Lt. Gen. at the level of Deputy Director General (DDG). The Deputy Minister stated that the current SAPS appointment regime is not in line with that of the public service model where a DDG is appointed by the Cabinet. The Deputy Minister urged Committee to encourage the SAPS to align their policies with that of the broader public service.   

                                                                                                                                       

1. Financial allocations  

 

CFO vacancy: The Committee raised significant concern about the longstanding vacancy of the position for the Chief Financial Officer (CFO) of the SAPS, which has been vacant since September 2013. The Committee requested the SAPS to explain the steps that have been taken to fill the vacancy. The SAPS stated that other posts left vacant during the 2013 restructuring were prioritised and that the position of CFO has not yet been advertised. The responsibility of CFO has been extended to that of the Deputy National Commissioner: Physical Resources Management, who was the previous CFO. The Committee was concerned with this inaction to fill a critical post and stated that it is extremely disconcerting that the SAPS does not have a designated officer to manage the second largest single national Vote. The Committee further stated that both the positions of Deputy National Commissioner and CFO are demanding and that one person is unable to manage both portfolios effectively. The Committee stated that the budget hearings could not continue without a sufficient response from the SAPS. As such, the hearing was suspended in order to provide the SAPS some time to develop a clear strategy and timeframe for the appointment of the CFO. The Committee also stated that this concern will be brought to the attention of the Minister of Police through an official communique. In the response from the SAPS after the hearings resumed, it was stated that the CFO will be appointed by September 2015, but also stated that it a difficult position to fill.     

 

DPCI budget: A second key concern raised by the Committee was the lack of a separate and delineated budget for the Directorate for Priority Crime Investigative Directorate (DPCI). The SAPS stated that provision has been made for the DPCI and that it received an allocation of R1.3 billion for the 2015/16 financial year. Engagements with National Treasury for the establishment of a separate departmental programme are in an advanced stage and will be concluded in the short-term. The SAPS gave assurance that the Programme 6: DPCI will be visible in the 2016/17 Vote of the SAPS.

 

Ratio of operational and compensation funds: The third key concern raised by the Committee was the increasing allocation towards the Compensation of Employees account of the Department and that the ratio between operational and compensation expenditure are seemingly out of balance. The Committee stated that while the personnel budget of the SAPS is increasing, the allocation towards Goods and services is decreasing (and yet personnel need equipment to function effectively). The SAPS responded that the ratio between compensation and operational expenditure is still within acceptable norms and that the decreased allocation towards Goods and services, more especially the allocation towards Machinery and equipment is a temporary arrangement. The allocation is projected to increase over the medium term. The SAPS also stated that the negotiations for improved conditions of service is beyond their control and that it comes as an instruction from Treasury. The increases must be implemented by the SAPS and that some budgetary contingency (fat) is built into the budget, but as it is an uncertainty it is sometimes insufficient.      

 

POP unit: The fourth key concern raised in terms of financial allocations was the capacitation of the Public Order Policing (POP) unit of the SAPS. The Committee indicated that assurance was needed that the SAPS is able to deal with the increased number of public order incidents.  The SAPS stated that the current capacity of the POPs units are being maintained and that there is a R40 million to R50 million contingency amount placed aside for the POP environment to facilitate the immediate availability of the funds in an emergency situation. This means that the normal process of financial applications can be foregone. 

 

Holding budget: The final key concern raised by the Committee was the impact of the holding budget of the SAPS and whether inflation is factored into their calculations when stating increased or decreased allocations. The SAPS stated that nominal values are normally used as many items in the budget are not affected by the Consumer Price Index (CPI) like civil claims against the SAPS.

 

1. Programme 1: Administration

 

Firearms: The Committee welcomed the inclusion of a new performance indicator to measure the percentage of operational members declared competent in the use of a handgun and the legal principles associated thereto.  However, the Committee requested clarity on the rationale for only including handguns in the performance indicator. The SAPS stated that it started to measure the most basic firearm used in the environment. Other firearms, like the shotgun and R5 riffle are used in specialised units, like the Tactical Response Team (TRT) and POP.  The SAPS stated that these firearms will be included in the performance measures at a later stage. Members raised additional concerns about SAPS members not declared competent in all firearms, as operational members are often used as auxiliary capacity to specialised units, and in the heat of the moment it will be difficult to ascertain which SAPS officer are not competent to handle a shotgun.   

 

Resource allocation analysis: The Committee requested clarity on the new performance indicator for the Number of police stations demographically analysed to inform the resource allocation process. In particular, clarity was sought on the methodology used for the identification of the 379 police stations targeted for analysis during the 2015/16 financial year. The SAPS stated that the analysis uses demographic data from Statistics South Africa, but also factors in new developments like townships, shopping malls and churches. The Committee urged the Department to prioritise previously disadvantaged and rapidly developing areas in the analysis.  

 

Absence from work: The Committee questioned the inclusion of a performance indicator to measure the average acceptable rate of unscheduled absence (sick leave and incapacity leave). The SAPS stated that the abuse of sick leave has massive financial implications for the Department. Further to this, the Department of Performance Monitoring and Evaluation (DPME) flagged the management of sick leave as important and a transversal requirement of Government. The SAPS stated that a process is underway to develop sector-specific standards to monitor the reason for sick leave in the SAPS. This is necessary as the SAPS noticed that sick leave is particularly high during December/January and June/July. The Committee stated that it will support any steps taken by the SAPS to address the abuse of sick leave.      

 

Target setting: The Committee requested an explanation for the targets of many performance indicators being just shy of 100 per cent, especially in terms of the percentage of reported incidents of corruption by members investigated (target of 95 per cent) and the percentage of disciplinary cases finalised within the stipulate timeframes (target of 90 per cent within 90 days). The SAPS stated the importance of setting realistic targets, to take into account factors that are outside the control of the Department, such as unforeseen extensions in disciplinary cases and the finalisation of investigations. The SAPS further stated that 100 per cent targets are set for performance measures that are in the control of the SAPS.

 

Infrastructure: The Committee raised concern about the performance indicator for a 20 per cent variation from the approved infrastructure budget, as 20 per cent is a large numeric amount in the light of the large budget allocation of the SAPS. The SAPS stated that the 20 per cent deviation is due to a Practice Note from National Treasury and that it is a procurement norm. 

 

Internships and learnerships: The Committee enquired about the use of interns and learnerships within the SAPS and questioned where these internships are located. The SAPS stated that it does not develop its own learnerships but selects from the system developed by Government. The SAPS selected mechanics (NFQ levels 2 to 5) from the Accelerated Artisanship Programme, paralegals, public administration and autotronics (auto-electrical mechanics). In terms of internships, the SAPS provides work experience to newly graduated youths. In 2015/16, the SAPS approved 65 interns who will assume duty on 01 April 2015. The bulk of the intern intake will be located within the internal audit environment.  

 

Facility projects and capacity projects: The Committee raised concern about the continuous under-spending and lack of delivery within the facility and capacity projects environment. This was contextualised in that some police stations function without the most basic services, like water and sanitation. The SAPS stated that this environment is receiving priority attention and that performance has improved over the last few years. The Committee raised further concern regarding the target for the percentage of budgeted planned police facility projects completed as per the Infrastructure Plan. This target does not allow proper oversight over the police facilities planned for the year under review. The APP does not list the location of facilities, which makes the percentage target inadequate to measure actual performance. The Committee requested a comprehensive list of police facilities within their respective stages planned for the 2015/16 financial year. This should include a comprehensive list of planned capital works and maintenance projects for the 2015/16 financial year.

 

SAPS 13 Evidence Stores and holding cells: The Committee raised concern about the lack of focus on SAPS 13 Evidence Stores, as well as holding facilities (holding cells) in the 2015/16 APP. Ineffective management and the general state of disrepair of these critical structures have been noticed by the Committee on various occasions during oversight visits. The SAPS stated that the management and capacity of SAPS 13 Evidence Stores was identified as a key priority of the National Inspectorate and SAPS 13 Evidence Store Managers have been linked to the Inspectorate Compliance Board. The SAPS stated that a comprehensive plan from the Inspectorate Compliance Board will be provided to the Committee. In terms of holding facilities, the SAPS stated that a National Escape Plan was developed to curb escapes from police custody and as these escapes do not only occur at police stations, but also courts (amongst others) the SAPS is working with other environments. The SAPS further reported that the National Instruction on detention management was strengthened and that this environment is also linked to the Inspectorate Compliance Board intervention. The intervention includes specific operational interventions like increased searches. 

 

Leases: The Committee requested the Department to elaborate on the extent of its dependency on leased buildings (police stations). The SAPS stated that it holds 49 per cent of all the leases managed by the DPW and that this dependency results in well documented challenges including the police being locked out of their stations due to non-payment by the DPW. The SAPS stated that a comprehensive list of police stations will be provided depicting the status of leases in the police environment.   

 

ICT and CJS modernisation Projects: The Committee welcomed the inclusion of four (4) new performance indicators in the 2015/16 APP to measure performance in the Information and Communication Technology (ICT) and Information Systems (IS) environment. However, the lack of an indicator for delivery on funded Criminal Justice System (CJS) modernisation projects is a major concern. The SAPS stated that the partnership with the Council for Science and Industrial Research (CSIR) promises to provide strategic direction to ICT/IS projects and it is working well to date. The SAPS stated its optimism for an integrated approach developed through this partnership. The SAPS highlighted the various constraints and challenges regarding dependencies on the State Information Technology Agency (SITA) and called on the Committee for assistance to convene a joint meeting between the SITA and the SAPS to address some of the challenges. 

 

Vehicles: The Committee raised concern about the longstanding challenge of the SAPS to procure vehicles that are suitable for the terrain in which they are deployed. The Committee requested assurance that this will receive the necessary attention during the 2015/16 financial year. The SAPS explained the nature of the RT57 contract and list of procurement set by National Treasury in which vehicle makes are listed on a scale of desirability and that the National Treasury has stringent measures in place for motivation if a specific vehicle model is not suitable for the usage of any Department. The SAPS stated that if the Department want to procure a Toyota bakkie because of its durability in difficult terrain, which is number 27 of the procurement list, they have to motivate against all previous 26 vehicle models on the list. This is a cumbersome process, which needs to be done. The SAPS stated that in the 2015/16 financial year, vehicles will be distributed in the first quarter of the financial year and no longer towards the third quarter, in order to address some of the most crucial distribution challenges.       

 

1. Programme 2: Visible Policing

 

Measuring the reduction of reported crimes: The Committee raised concern regarding the terminology used in the performance indicators set for the strategic priority of the SAPS to reduce levels of serious crime including crimes against women and children in that it focusses on the reduction of reported crime. The Committee stated that the measuring of reported crime should not be used as a performance measure in reducing crime, as many crimes are not reported to the SAPS. A further concern was that the SAPS chases crime targets and when a particular target is reached, the crime/complaint is not recorded by the SAPS. The SAPS stated one needs to understand the intended meaning of the wording used to describe the indicator.  The SAPS further stated that the manipulation of crime statistics is a priority of the Inspectorate Compliance Board and is closely monitored.  The Committee requested the SAPS to indicate the steps taken to improve the trust in communities to facilitate the increased reporting of crime. The SAPS stated that public education programmes are prioritised and that it forms an integrated and multi-disciplinary approach and that traditional leaders plays a vital role in these awareness campaigns.

 

Low targets: The Committee raised concern about the low targets set for several performance indicators, including that for the quantity of drugs and the volume of liquor confiscated as a result of police actions, in that the SAPS should increase focussed interventions in hot-spot areas to aim at confiscating more drugs. Further to this, the Committee questioned the type of message communicated by the SAPS, especially in terms of drug confiscations. The SAPS stated that these targets are the minimum quantities and volumes to be confiscated during the 2015/16 financial year and that they are dependent on police action, meaning that it is planned interventions. The Committee encouraged the SAPS to increase these targets in order to force improved service delivery, as the impact of drugs and alcohol abuse have a demonstrable impact on violent crime in society.

 

Recovery of state-owned firearms: The Committee welcomed the inclusion of a separate performance indicator for the recovery of lost/stolen state-owned firearms, but questioned the low target of 24 per cent recovery. This is especially against the overall performance indicator targeted to recover 84 per cent of all lost/stolen firearms. The SAPS indicated that the identification markings of state-owned firearms are very easy to remove and that the SAPS is currently researching measures to improve the quality of identification markings on state-owned firearms.  

 

• The Committee raised concern about the exclusion of Nyaope as an illicit drug to be confiscated by the SAPS, especially since the drug has been classified as an illegal drug. The SAPS stated that Nyaope forms part of its National Programme on drugs. The SAPS further stated that the Department has embarked on a process of scientific analysis to identify the various components of the drug, as it is a mixture between mainly heroine and other substances. Although in layman terms the main components of Nyaope is known, it has to be scientifically analysed and processed. The SAPS is tracking Nyaope in twenty-four (24) hot-spot areas, but Nyaope poses a significant challenge in that magistrates do not want to prosecute suspects arrested for small quantities of Nyaope and the quantities are purposefully kept small to evade prosecution. The SAPS stated that it will engage with the NPA to request that it prosecutes even the smallest package of Nyaope in order to assist the SAPS in addressing the increased illegal trade in Nyaope.

 

Rural Safety: The Committee welcomed the reinstatement of the performance indicator to measure the implementation of the National Rural Safety Strategy and encouraged the SAPS to ensure equitable service delivery to communities in all areas, whether urban or rural.

 

Border security: The Committee indicated that the performance indicators set for the Border security sub-programme should be revised and increased to ensure improved performance monitoring in this critical environment. The SAPS noted the concern of the Committee and stated that the establishment of the Border Management Agency (BMA) will play a vital role in the strengthening of this environment. The SAPS further stated that this environment will be regrouped and prioritised. The SAPS requested an opportunity to present the revised border safety strategy to the Committee. The Committee noted the request and indicated that an appropriate date will be scheduled.

 

Response times: The Committee requested the SAPS to explain the removal of the performance indicator to measure response times to Alpha, Bravo and Charlie complaints. The Committee is aware of the development of a more specialised target to separate reaction times in rural and urban areas, but the Committee encouraged the SAPS not to remove the measurement which should be kept in the APP in the interim.

  

Sector Policing: The Committee stated that sector policing remains a concern as it forms a major component of the policing policy of South Africa. The Committee requested the SAPS to provide a list of all police stations where sector policing has been implemented to the minimum criteria.  

 

Crime prevention funds for vulnerable groups: The Committee noted that the R32 million allocated towards crime prevention against youth, children and gender based violence seems too low and requested an explanation. The SAPS stated that the R32 million allocation is additional to the existing baseline and will be focussed on several specific crime prevention initiatives directed at these groups.   

 

Deputy Station Commanders: The Committee questioned the manner in which the capacitation of 100 Deputy Station Commanders at police stations will ensure that police stations are centres of excellence. The SAPS stated that Deputy Station Commanders will alleviate the administrative burden of Station Commanders and that the capacitation will be prioritised in high crime areas, but that a balance will be struck between rural and urban areas. 

 

School safety programme: The Committee raised concern about the target to link only 5 000 schools to police stations to advance the school safety programme, and further that it is targeted to increase to 10 000 schools in the outer year of the MTEF. The Committee noted that the target is too low and should be increased. The SAPS noted the Committee’s concern and stated that the target will be increased if possible.

 

1. Programme 3: Detective Services

 

DPCI leadership and location: The lack of stability in leadership as well as the location of the Directorate for Priority Crime Investigation (DPCI) formed one of the key issues of concern raised by the Committee. In terms of leadership, the Committee requested an update on the suspension of the National Head of the DPCI, as well as the appointment of the Acting National Head. In terms of the location of the Directorate, the Committee expressed concern about the fact that the Directorate has still not been established as a separate departmental programme with a ring-fenced budget. There were concerns raised that the SAPS is purposefully disregarding the legislation that specifically provided for these arrangements. The SAPS stated that the National Head of the Directorate falls under the ambit of the Minister of Police, but confirmed that the National Head requested to leave the SAPS. An agreement has been reached in this regard. The SAPS confirmed that Programme 6: DPCI will be established in the 2016/17 financial year and that there have been engagements with both National Treasury and the Department of Public Service and Administration on personnel requirements and compensation. The establishment is at an advanced stage, but the various processes in establishing a new departmental programme must be followed.     

 

DPCI selection of cases: The Committee expressed further concern about the migration of cases and personnel between the Detective Services and the DPCI. The Committee reminded the SAPS that the National Head of the DPCI should be intrinsically involved in the determination of both the staff establishment and selection of cases of the DPCI. The SAPS stated that the National Head was involved in all aspects and that the migration of cases have started. The cases of the Detective Services are based on volume, but that of the DPCI are based on value.  

 

Budget allocation for the DPCI: The Committee further questioned the SAPS on the R1.3 billion allocation made towards the DPCI in 2015/16 and the manner in which this amount was determined, especially in lieu of clear policy guidelines that were deleted by the Constitutional Court. The Committee wanted assurance that the allocation that must be approved by the Committee is sufficient to sustain the complex operations of the DPCI. The SAPS stated that selection criteria were developed for the DPCI and assured the Committee that the budget allocation is sufficient for the 2015/16 financial year, but that it will increase when the DPCI becomes a separate programme.  

 

Cybercrime:  The Committee questioned the capacity and capability of the SAPS to effectively address the threat of cybercrime. Further concern was raised that only 170 members will receive training in five courses on cyber related crime during the 2015/16 financial year and whether this is sufficient. The SAPS stated that the capacity is still being developed and that the capacitation started in the Crime Intelligence and DPCI environments and  is being extended to the Detective Services. The cybercrime division currently has only 33 trained members, but the quality of training has improved significantly. The Committee welcomed the performance indicator included in the 2015/16 APP for the investigation of cybercrime, but expressed concern about the low target of 18 per cent. In this regard, the SAPS stated that cybercrime will form a sub-programme of the DPCI Programme and that the legislation on cybercrime is almost finalised.  The SAPS committed to increasing the target once the sub-programme is established.

 

Conviction rates and trial ready case dockets: The Committee questioned the SAPS on the low targets set for Conviction rates, more specifically that the targets are set on the estimated performance of the previous financial year and not the baseline as per Treasury Guidelines. Concerns were raised about the meaning of a ‘trial-ready case docket’ and how the readiness of a case docket is determined. The SAPS stated that the NPA declared a docket trial-ready and that the successful conviction in a case is dependent on several variables and not only the evidence supporting the case. The SAPS stated that several witnesses falter under the pressure of cross-examination and there is an increased tendency of witnesses being threatened. The SAPS stated that 155 Detective Court Case Officers (DCCOs) have been deployed to various courts and magistrate offices to assist with the process flow of case dockets going to court. Cases that the NPA declines to prosecute are categorised as ‘withdrawn’ and fall outside the control of the SAPS. The Committee encouraged the SAPS to develop effective control and monitoring systems to ensure that feedback to clients is given, as regular communication will assist to re-establish trust between the SAPS and the communities they are supposed to serve.   

 

Crime scene management: The Committee requested an update on the capacity of crime scene management officers. The SAPS stated that progress has been made in this regard. A new flexi-time schedule has been developed to ensure the continuous availability of crime scene management officers on a 24 hour basis and no longer only between 7am and 4pm. The equipment used in this environment has also been upgraded and the environment can now take high quality pictures at night. The environment also has the capacity to lift fingerprints from wet surfaces.

 

Corruption: The Committee raised concern about corruption within the Detective Services, especially referring to a detective from the Olievenhoutbosch police station who was arrested for selling case dockets. The SAPS stated that the officer in question is currently in detention and that the internal disciplinary process has started. The Committee also requested the SAPS to indicate what the involvement, or lack thereof, was of the Branch Commander. The SAPS indicated that the internal investigation will also focus on the role of the Branch Commander and if it finds that the Branch Commander neglected his managerial duties, action will be taken against the Commander.  

 

Rewards for information: The Committee requested the SAPS to explain the methodology used when offering rewards for information in investigations. The SAPS stated that the Investigation Officer (IO) applies for a reward depending on the difficulty of the investigation or alternatively the Branch Commander can instruct the IO to apply for a reward. The application is sent to the respective Provincial Commissioner, who also determines the value of the reward. The value depends on the circumstances of the case. There is a threshold of R250 000 set for rewards. The SAPS further stated that the SAPS approves many rewards that are not reported in the media.      

 

High caseloads: The Committee stated that stakeholders have indicated that the workload of detectives, especially in less affluent and previously disadvantaged areas is too high and requested the SAPS to indicate the steps taken to ensure an equitable spread of resources. The SAPS stated that more work needs to be done within the Detective Services to ensure an equitable spread of cases and resources. The SAPS has embarked on an analysis of caseloads, concentrating especially on time-frames of cases that has been open for several years. The SAPS 6 environment is also being analysed. Both these analyses will be used to determine which stations have challenges in terms of caseloads. The SAPS has also deployed an intervention team to assist these identified stations.

 

Memorandum of Understanding: The Committee expressed concern about the fact that the Memorandum of Understanding (MOU) with the Department of Health on toxicology and blood alcohol testing has not yet been finalised. The SAPS stated that bi-laterals will be prioritised.  

 

1. Programme 4: Crime Intelligence

 

Leadership of Crime Intelligence: The Committee highlighted the need to ensure stability in the leadership of the Crime Intelligence Division, specifically in terms of the appointment of the Head of the Crime Intelligence environment since the suspension of the previous Head, General Mdluli and acting Head General Ngcobo. The Committee stated that leadership stability in the Division is a prerequisite for effective performance and value-added intelligence products. Additionally, the Committee questioned the location of the Crime Intelligence Programme which is still under the direct responsibility of the National Commissioner. The SAPS stated that the Programme will remain under the control of the National Commissioner for the foreseeable future, but that significant progress has been made to stabilise the environment and stated that the environment is “out of intensive care” (sic). The appointment of a permanent Head is dependent on the conclusion of the suspension of Gen. Mdluli. The court case is ongoing and the previous Head is being recharged by the NPA. In terms of the disciplinary steps, it will function within the various layers of the SAPS internal disciplinary process. The Committee stated that the SAPS should provide a timeframe for the conclusion of the matter as the internal processes of the SAPS is not dependent on the finding of the court case. The SAPS stated that continuous engagements are done with the lawyers of Gen. Mdluli and that it recognises the urgency of the matter. The Committee requested details on the process. The SAPS stated that charges have been served and the first sitting completed. The Committee requested a written response and recommended that the process should be fast-tracked. The Committee raised similar concerns regarding the conclusion of the previous acting Head, Gen. Ngcobo and also requested written response on the process to date.     

 

Informants: The Committee raised concern regarding informants of the SAPS and whether the budget allocated to this area is spent effectively and efficiently. Additionally the Committee stated that the informant framework should be well governed and that a network must be in place to ensure activity in order for the SAPS to be more proactive in its operations. The SAPS stated that the framework is a growing process and that the Department takes note of the comments by the Committee. The SAPS further stated that informants need handlers, otherwise the information they have becomes useless. This environment has been capacitated, especially in terms of vehicle allocations at cluster level in order to capacitate localised intelligence. 

 

Illegal occupation of land: The Committee raised concern about the current capacity of the Crime Intelligence environment to conduct all information gathering in the domestic context in terms of land occupations. The SAPS stated that several metropolitan police services have established specialised units to intervene within the first 24 hours of illegal occupation of land, which expedites the process significantly and circumvents the lengthy court processes associated with illegal occupation of land. The Committee further requested the SAPS to state their involvement in the early detection of pending land occupations through Crime Intelligence and that the general opinion was that the SAPS is unaccommodating in this regard. The SAPS stated that the issue has been elevated to the NatJoints level because the SAPS wanted to learn from the suitable existing case-law in this regard and also that metropolitan municipalities have the capacity to remove shelters. The SAPS assists the metropolitan police services when requested, but that diversion from the core responsibility of the SAPS is always a concern.  

 

Vacancies: The Committee raised concern about the number of vacancies still remaining in the Crime Intelligence environment and requested the SAPS to submit a written response on the steps taken to ensure the filling of posts in order to ensure the adequate capacity of the Crime Intelligence environment. The SAPS stated that many vacancies have been filled and that the increased ‘footprint’ of Crime Intelligence are prioritised at station level. 

 

Deletion of information of journalists: The Committee raised concern regarding the alleged deletion of information, such as photographs, from the equipment of journalists. The SAPS stated that it is not a standard operating procedure and that protocols will be improved to respond to these isolated incidents.

 

Language barriers: The Committee expressed further concern regarding the relationship of Crime Intelligence with communities and the possibility of language barriers. The SAPS stated that it does experience barriers with the Fanagalo language used in the KwaZulu-Natal Province, which is a pidgin based in Zulu, with English and a small Afrikaans input. The interpretation by officers is sometimes difficult. The SAPS further stated that the partnership with the CSIR also includes the development of language laboratories, which aims to address the various challenges experienced with languages.   

 

Quality of products: The Committee questioned the quality of products delivered by the Crime Intelligence division. The SAPS stated that the products are requested by its clients, like the Detective Services and as with any service delivery, the client will sometime request additional information.

 

Percentage versus numeric targets: The Committee welcomed the new indicators included in the performance measurement of the Programme, but expressed significant concern about the inclusion of only percentage targets, without numeric figures accompanying the target. This was raised in terms of the performance indicator for the percentage of cross-border operations conducted in relation to requests received. The 100 per cent target does not measure service delivery as it could be based on one or one-hundred requests. The Committee requested that SAPS state the number of requests received in the previous financial year. The SAPS stated that the baseline figures will be tracked over the medium-term and that it is impossible to predict the number of request that the SAPS will receive during the 2015/16 financial year. However, the SAPS stated that the figures for requests will be provided and also reported in the Annual Report.

 

Crime intelligence-led policing: The Committee stated that the Medium Term Strategic Framework 2015- 2019 focusses on the importance of crime intelligence led policing to address crime in South Africa. As such, the Committee requested the SAPS to state when this will find traction. The SAPS stated that policing is already crime intelligence-led, especially within the POP and DPCI environments. The Crime Combatting Forum is active on all levels and follows an unconventional policing approach and provides dedicated crime intelligence capacity to multi-disciplinary bodies.

  

Xenophobic violence: The Committee raised significant concern about the information gathering role that the Crime Intelligence Division played to detect the April 2015 outbreaks of xenophobic violence which was mostly concentrated in the KwaZulu-Natal and Gauteng provinces. The Committee also requested the SAPS to indicate whether the Division was aware of the threat and what, according to the intelligence gathered, triggered or drove the xenophobic attacks. In particular, the Committee wanted to establish whether the speech made by King Zwelithini had any impact on the violence. The SAPS was reluctant to provide specific reasons for the outbreak of xenophobic violence and stated that the main drivers of anti-foreigner sentiments are socio-economic hardship. Additionally the SAPS stated that it responds to threats and are not concerned with the causes of the threats. The SAPS further stated that one of the key threats of the National Security Strategy is the territorial integrity of SA, with a sub-threat of anti-foreigner sentiments. Xenophobia is a well scoped threat and the SAPS performs regular analyses of locations where illegal foreigners concentrate. The Crime Intelligence Division stated that it alerted management that the deployment of officers to specific hotspot areas were needed, but that the numbers deployed were insufficient to deal with the violence. This raised increased concern by the Committee as it created the impression that Crime Intelligence performed well, but was let-down operationally. The SAPS stated that the deployment strategy used was due to the scale of the incident. The entire officer force of the province could not be deployed to stabilise the situation as day-to-day policing had to continue and this was the reason for reinforcement from neighbouring provincial POP units. The violence also moved from one location to another and some capacity had to be left in each location to stabilise the area. There were no consensus reached at the end of deliberations on the drivers of the xenophobic violence.      

 

Vetting within Crime Intelligence: The Committee raised concern about the high number of suspended members within the crime intelligence environment and asked whether members are vetted. The Department stated that they currently have a problem with the capacity of the unit to conduct vetting of members and that the unit currently focuses on members of Supply Chain Management, DPCI and the Ministry. The Department stated that only 1 019 of the 7 938 members in the crime intelligence environment are in possession of a valid security clearance certificate. The Department further stated that the members should ideally be vetted before appointment to the unit and efforts will be made to conduct this henceforth.  

 

Corruption: The Committee raised concern about possible corruption within the environment and requested the SAPS to indicate the steps that have been taken to mitigate against the threat of corruption. The SAPS stated that they have no hesitation to investigate their own members and that lifestyle audits are also being conducted.  

 

Requirements for operatives: The Committee raised concern about the downgrading of qualifications for personnel employed in the crime intelligence environment and requested an explanation on why the entire system was changed and not just exceptions made in specific cases. The SAPS stated that the requirement for operatives was downgraded in order to accommodate and acknowledge work experience and knowledge. This was especially necessary when other police agencies were incorporated into the SAPS after 1994.   

 

Cooperation with DPCI and Detective Services: The Committee requested the SAPS to indicate whether any challenges are experienced by the dependency of the DPCI on intelligence gathering from the Crime Intelligence environment, as the DPCI may not gather its own intelligence. The SAPS stated that the two divisions are cooperating well. There have been visible successes in both the DPCI and Detective Services with increased expenditure and outputs.  

 

Cooperation with POP unit: The Committee requested an update on the integration process of the Crime Intelligence and POP environments and whether the arrangements are working. The SAPS stated that the integration has been successful and that the two environments work in close cooperation.  

 

Threats to national security: The Committee requested the SAPS to name the three biggest strategic threats to national security as identified by the SAPS. The Department stated that amongst others, the threats include violent community and industrial protests, cybercrime and threats to the territorial integrity of SA. The SAPS stated that a more detailed written response will be provided in this regard.    

 

1. Programme 5: Protection and Security Services (PSS)

 

Audit of National Key Points: The Committee requested the SAPS to explain the involvement of the Presidential Protection Unit in the audit/evaluation of thirteen (13) National Key Points. The SAPS stated that the unit are responsible for the evaluation of the residences of former Presidents, Deputy President as well at their spouses.   

 

Division of responsibilities: The Committee asked whether the division of labour between the Presidential Protection Services and the Protection and Security Services are well established and that assurance can be given that the Units do not encroach on each other’s responsibilities.

 

Increase in National Key Points: The Committee questioned the ever increasing number of National Key Points. The SAPS did not respond in a clear manner and refuted the increase. Subsequent to further engagement, the SAPS conceded that the number of National Key Points did increase from 197 in 2014/15 to 204 in 2015/16, but could not provide a reason and stated that the determination of National Key Points is guided by the National Key Points Act, No. 102 of 1980.        

 

Strategic installations: The Committee requested clarity regarding the definition of a strategic installation. The SAPS stated that a strategic installation refers to all spheres of government buildings and audits focus on matters relevant to several operations to ensure the same standard of physical security is maintained at these buildings. The Department further stated that the Minimum Physical Security Standard (MPSS) regulates the standard of physical security in order to ensure that the same standard is maintained at all government departments/buildings (referred to as strategic installations). The MPSS stated that government departments must be audited every three years. The SAPS do these audits every two years, thus 50 per cent the one year and 50 per cent the next. This cycle then continues to the next year. 

 

Recruitment and wellness: The Committee requested an update on the progress made regarding the concerns raised by the previous Committee pertaining to the wellness and recruitment of personnel deployed to the Protection and Security Programme. The SAPS stated that the Human Resource Management Division is investigating alternative models and that the Programme forms part of the Recruitment to Retirement Strategy of the SAPS.   

 

1. RECOMMENDATIONS AND ADDITIONAL INFORMATION: SAPS

 

1. Additional information

 

The Committee requested additional information through written responses and reports to supplement the information gathered during hearings on the 2015/16 Annual Performance Plan, Strategic Plan and 2015/16 Budget of the Department of Police:

 

1. Strategic priorities 

1. Written response on the steps taken to ensure and affect an equitable spread of resources to all police stations countrywide;
2. Written response on the findings and methodology of the Frontline service delivery project;
3. Detailed report depicting a demographic breakdown of the ranks of the SAPS, including commissioned and non-commissioned officers;
4. Detailed implementation plan on demilitarisation;
5. Measures taken to curb police members being killed; and  
6. Detailed report on the results of the SAPS grooming camps as part of the Recruitment Framework of the SAPS. This should include the structure and activities of the camps.

 

1. Programme 1: Administration

1. Written response detailing all capacity projects in 2015/16;
2. Delineated list of building projects for 2015/16, including initiation date, costs, timeframes and overruns;
3. Detailed breakdown of SAPS stations owned and rented;
4. Detailed breakdown of CJS projects, initiation date, costs, timeframes and overruns;
5. A detailed breakdown of partnership projects, like that of the CSIR;
6. Quarterly report on progress made regarding the vetting of the SAPS SMS;
7. Detailed breakdown of SAPS Firearm Competency in terms of service allowance and operational personnel; and
8. Report on the role, mandate and duties of the Inspectorate Compliance Board, including the projects scoped under this body, such as the SAPS 13 Evidence Stores strategy and detention management.  
9. An update on the criminality audit conducted by the SAPS since 2010, when the last audit ended, to date.  
10. Report on the steps that will be taken to stabilise the leadership of the SAPS, including steps to improved accountability at provincial, cluster and police station level. The report must be submitted within 90 days (end of August 2015). 

 

1. Programme 2: Visible Policing

1. Breakdown of the 100 police stations where Deputy Station Commanders will be deployed as well as the methodology used to determine the police stations;  
2. Breakdown of police stations where sector policing has been implemented; and  
3. Breakdown of police stations where the National Rural Safety Strategy has been implemented.  

 

1. Programme 3: Detective Services

1. Progress report on the status of the migration of cases and personnel from the Detective Services to the DPCI, including the manner in which the migration strategy was developed;
2. Report on the development of the cybercrime strategy and the manner in which this capacity will be enhanced during the 2015/16 financial year; and
3. Report on the criteria used to award rewards in investigations, including the amount that has been budgeted for in 2015/16.

 

1. Programme 4: Crime Intelligence

1. Written report on the process followed in the suspension of previous Head of Crime Intelligence, Gen. Mdluli, together with a quarterly progress report on this matter;  
2. Written report on the disciplinary process followed in the suspension of the former acting Head of Crime Intelligence, Gen Ngcobo, together with a quarterly progress report on this matter;
3. Written report on the number of vacancies in the Crime Intelligence environment, including the steps taken to fill the vacancies;
4. Written response on number of cross-border operation requests received; and
5. Report on the most significant threats to national security.   

 

1. Programme 5: Protection and Security Services

1. Written report on the details of the Recruitment to Retirement Strategy of the SAPS and the manner in which this strategy will benefit the Protection and Security Services environment.

 

1. Recommendations

 

The Committee made the following recommendations in terms of the 2015/16 Annual Performance Plan, Strategic Plan (2015-2019) and Budget of the Department of Police:

 

Budget recommendations:

1. The Committee recommends that the SAPS should ensure quality of services with a proportional distribution of resources to police stations countrywide, in relation to high crime areas, with a particular focus on poor and rural areas.   
2. The Committee recommends that the budgetary variation from the approved infrastructure project budget should be revised even though it is within the standard set by National Treasury, as 20 per cent of the SAPS budget is proportionally too large.
3. The Committee recommends that the SAPS must ensure that the 2016/17 budget allocation of the DPCI is sufficient to sustain their legislative mandate effectively and efficiently.

 

Performance recommendations:

1. The Committee recommends that the appointment of the Chief Financial Officer (CFO) should be prioritised without delay and the Committee will keep a close eye on the September 2015 deadline provided by the SAPS. The Committee further recommends that a letter will be submitted to the Minister of Police to indicate the dissatisfaction and concern of the Committee.
2. The Committee recommends that the demographic analysis of police stations to determine resource allocation should be prioritised in previously disadvantaged areas to facilitate a proportional spread of resources. 
3. The Committee recommends that performance indicators that sets percentage targets should be accompanied by numeric values, as per Treasury prescripts.
4. The Committee recommends that the SAPS should publish the technical specification of performance indicators, either as an addendum to the APP or on the SAPS website.
5. The Committee recommends that targets for performance indicators should be based on the established baseline and not on the estimated performance on the indicator of the previous financial year.  
6. The Committee recommends that the capacitation of SAPS 13 Evidence Stores should be prioritised in the next financial year (2016/17).
7. The Committee recommends that the challenges experienced in the partnerships with the SITA and DPW must be addressed and resolved to call a joint meeting to address issues specifically related to development and maintenance.
8. The Committee recommends that the SAPS should prioritise the management of sick or incapacity leave to ascertain that it is not abused. The Committee resolved that support will be given to any steps taken by the SAPS to address the abuse of sick leave.
9. The Committee recommends that the performance indicator to measure performance on response times to Alpha, Bravo and Charlie complaints should not be lost and should be reinstated in the interim until the specialise target is developed.   
10. The Committee recommended that the SAPS should appear before the Committee to share the new Border Security Plan and further recommends that a date will be communicated.
11. The Committee recommends that the target of three per cent in the confiscation of drugs should be increased.
12. The Committee recommends that the wording of the performance indicators for the Number of reported crimes in the Visible Policing Programme should be revised to have a clear meaning as reporting of crime is not in the control of the SAPS.
13. The Committee recommends that the SAPS should develop strategies to build community trust, which also focusses on encouraging communities to report crime and strengthen Community Safety Forums (CSFs).   
14. The Committee recommends that the engagement with the NPA on the prosecution of small quantities of Nyaope should be prioritised and that the outcomes should be communicated to the Committee.
15. The Committee recommends that the performance indicators for the Border security sub-programme should be revised and improved to facilitate increased performance and service delivery within this environment as the porousness of borders is gaining increased prominence.
16. The Committee recommends that the SAPS must establish the Programme 6: DPCI in the 2016/17 financial year and that no further extension will be granted.
17. The Committee recommends that the leadership stability of the DPCI should be prioritised as the environment is vital to the combatting of priority crime.
18. The Committee recommends that organised crime should receive increased prioritisation.
19. The Committee recommends that the SAPS prioritise the development of a feedback system to clients to provide regular updates on investigations.  
20. The Committee recommends that the SAPS management must react timeously and appropriately to all information generated by the Crime Intelligence Division in order to ensure a more proactive response to crime threats.  
21. The Committee recommends that the disciplinary case of Gen Mdluli should be fast-tracked and brought to conclusion as soon as possible.
22. The Committee recommended that the achievements on the performance indicator for cross-border operations requested should be reported in Annual Report.
23. The Committee recommends that the division of labour between the Protection and Security Services and Presidential Protection Services should be well defined.
24. The Committee recommended that the wellness and recruitment of the Protection and Security Services should receive continued attention.
25. The Committee recommends that the SAPS should continue its focus on rooting out criminality within the organisation and should finalise the criminality audit (beyond 2010) and ensure that the members found guilty are dismissed. The Committee further recommends that this should be done at provincial, cluster and police station level.     
26. The Committee recommends that the leadership of the SAPS must be stabilised and that accountability should be increased at all levels of the organisation.   

 

1. CONCLUSION

 

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

 

The Committee acknowledged the measures taken by the SAPS to improve service delivery, especially in terms of various management initiatives, the new recruitment framework and increased focus on integrity testing. In particular, the Committee welcomed the fact that the SAPS has linked the command chain, through various interventions, like the establishment of the Inspectorate Compliance Board.

 

The Portfolio Committee on Police supports the budget of the Department of Police for 2015/16 and recommends that the Budget Vote 23 be adopted. The Democratic Alliance (DA) and the Economic Freedom Fighters (EFF) reserved their position on the budget.

 

 

Report to be considered.