ATC180509: Report of the Portfolio Committee on Police on the 2018/19 Budget Vote 23, Annual Performance Plan (App) of the Department of Police (Saps), dated 9 May 2018

Police

REPORT OF THE PORTFOLIO COMMITTEE ON POLICE ON THE 2018/19 BUDGET VOTE 23, ANNUAL PERFORMANCE PLAN (APP) OF THE DEPARTMENT OF POLICE (SAPS), DATED 9 MAY 2018.

The Committee examined the Budget Vote of the Police (Vote 23) for the 2018/19 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) 2018. The budget was examined in conjunction with the Annual Performance Plan 2018/19. The Committee reports as follows:

INTRODUCTION

Structure

The Report provides an overview of the 2018/19 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 2018/19 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 2018/19. 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 2018/19 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 2018/19 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.

Meetings held

In preparation for meetings with the Department of Police, the Portfolio Committee on Police scheduled a preparatory hearing on 17 April 2018. Representatives of the following organisations made presentations to the Committee:

South African Police Union (SAPU);
The Social Justice Coalition (SJC);
Institute for Security Studies (ISS); and
Corruption Watch; and
Content Adviser, Dr Irvin Kinnes.

The trade union POPCRU was invited to the meeting, but was unable to attend.

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 2018/19 Budget Vote 23 (17, 18, and 19 April 2018).

SUMMARY OF STAKEHOLDER CONCERNS

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

South African Police Union

The South African Police Union (SAPU) raised a number of issues that concerned their members within the SAPS. In responding to the SAPS budget and Annual Performance Plan (APP) for 2018/19, SAPU noted that the key issues in Programme 1 of the SAPS remain the filling of vacancies within SAPS. They particularly objected to the fact that the APP noted that the posts of Provincial Commissioner in KwaZulu-Natal and the Divisional Commissioner Forensic Services was vacant. The union also emphasised the need for counselling services to its members and urged the SAPS to provide such services.

The SAPU lamented the fact that police killings continue and that there was no reference to police killings in the Technical Indicator Description Document (TID). As far as they were concerned, the Crime Prevention programme of the SAPS was ineffective as it did not deter criminality. SAPU appealed to everyone to deter the continued looting goods from derailed vehicles instead of assisting the injured.

The SAPU noted their concerns about the low targets for the Detective Service and stated that in view of the target of 14.43% detection rate for property crimes suggested that the SAPS was planning for an 85.57% undetected rate for the crime category.

In addition, the union raised the matter of the Directorate of Priority Crimes Investigation (DPCI) as a full and distinct programme with a separate budget. They pointed out that there was a contradiction in sections 17H(4)(d) and 17K (2) of the SAPS Act which requires it to be a separate programme.

The SAPU delegation noted that the DPCI plan is silent on the operational and ministerial committees. There are no indicators measuring the criminal record centre on the identification of criminals and the performance at crime scenes. The reduction of criminal syndicates from 500 in 1999/2000 to 62 in 2016/2017 by the Crime Intelligence Division was a cause for concern as it did not signify the eradication of criminality by a failing of the gathering of crime intelligence.

Lastly, the SAPU recommended that the DPCI be a distinct programme in keeping with the provisions of the SAPS Act and reports separately as programme. The Crime Intelligence Division and the DPCI should refocus its energies on organised criminal groupings and the Crime Intelligence Division should be capacitated to be able to conduct security clearances and ensure that members are assessed.

2.2 Social Justice Coalition

The Social Justice Coalition (SJC) presented its concerns on the 2018/19 SAPS APP to the Committee and noted a number of concerns which it wanted to highlight. It highlighted the fact that the SAPS Legal Division was spending much of its fees on defending indefensible actions with respect to legal protests, the distribution of police resources and illegal occupations of land. The SJC informed the Committee that it, represented by the Legal Resource Centre (LRC), along with their partner organisation Equal Education (EE) launched an application in terms of the Promotion of Equality and Prevention of Unfair Discrimination Act 4 of 2000 against the Minister of Police and Acting National Commissioner on the issue of the allocation of police resources. It was joined by the Nyanga Community Police Forum in seeking redress for the allocation of police resources in poor communities the Nyanga community. It noted that the Deputy Minister of Police indicated that the SAPS would not challenge the application, the legal division did so three weeks later.

The SJC also noted as a case in point the wastage of SAPS legal fees, its appeal on the Regulations of Gatherings Act (ROGA) judgement on 24 January 2018 where the Cape High Court held that section 12 (1) (a) of the Gatherings Act is unconstitutional because it limits and criminalises peaceful protest. Ten of its members was arrested and their actions of peaceful protests was criminalised by the SAPS. The Court judgement overturned their convictions on the basis that the section which states that a gathering of more than 15 persons without notice constitutes and illegal gathering, violates section 17 of the Constitution. The SJC indicated that as a result of the SAPS’ actions, the walk in which the President participated constituted an illegal gathering as he did not give notice in terms of ROGA to the City of Cape Town. The SAPS was now appealing the judgement.

Another example of the SAPS using legal fees is the challenge to illegal occupations and evictions of persons occupying land. The SJC proposed that in view of the various legislative protection, the SAPS should not appeal rational and principled court judgements in defence of human rights. It also suggested that the legal fees should be reduced and that the SAPS should adhere to the rule of law and desist from supporting other government departments from breaking the law.

The SJC also noted that there is a lack of awareness of the Independent Police Investigative Directorate and its role in the community in view of their lack of budget. It was ineffective at station level in view of the sheer size of the SAPS which has implications for community trust in the SAPS. The SJC also noted that when promulgating new CPF Regulations, the SAPS should draw on legal precedent and take into consideration some of the court judgements on community policing.

2.3 Institute for Security Studies

The Institute for Security Studies (ISS) in their presentation strongly suggested that public trust and confidence was important for effective policing. The police should stand outside the terrain of politics to protect the public and democratic political activities. In this respect there was a double demand on the police to enforce the law and reduce incidents of crime and violence while also treating people they come into contact with, fairly and professionally.

The ISS made the point that professional police conduct was important for police performance because the less respectful the police were towards suspects and the public, the less people will comply with the law. On the 2018/19 APP, the ISS noted that over the medium term from 2017/18 to 2020/21, the SAPS personnel will reduce by 2000 members from 193 431 to 191 431. The budget however will increase by 18% over the same period from R86, 7 billion in 2017/18 to R104.9 billion in the 2020/21 Financial Year.

Overall, contact crime was on a downward trend and showed a decrease of 2.4% between 2012 and 2017. For the same period, murder showed an increase of 21.8%, while aggravated robbery showed a 39.4% increase. The ISS noted that in the 2016/17 Financial Year, out of the 608 366 contact crimes recorded by the SAPS, 54 % (327 066) were assaults. It was very difficult for the police to reduce assault as the contributory factors lied outside of their control.

However, between the 2007/08 and 2016/17 financial years, Civil Claims paid out by the SAPS increased by 778%, from R38, 2 million (2007/8) to R335, 4 million (2016/17).

The ISS pointed out that public satisfaction with the police showed a downward trend as the Victims of Crime Survey results for the 2016/17 showed a decrease to 57.3%, down from 58.4% in 2015/16. The ISS indicated that the reduction targets for serious crime, contact crime and crimes against women and children targets, are factors that will undermine policing. Other factors are increasing rates of victims of crime who do not report crimes to the police. Between 2013/14 and 2015/16 reporting rates for sexual offences declined by 31.2% and assault by 28%. Despite this, for the same period, total sexual crimes declined by 8.4% and rape by 8.5%, while assault GBH increased by 1.3%.

As far as the SAPS disciplinary system was concerned, in 2016/17 - 50,6% of disciplinary hearings did not result in a sanction for the subject officers. This was up from 36,9% in 2011/12.

As far as murder was concerned, the ISS proposed that there should be targeted interventions on murder by the SAPS as 13 police precincts contributed 50% of all murders in the country.

The ISS noted that the detection rates could be improved if there was a focus on assault GBH as there is an association between assault of murder. The ISS proposed a number of areas where SAPS could improve its outputs including working with various external stakeholders to identify appropriate quantitative and qualitative indicators for assessing police performance. The SAPS should differentiate between outcome indicators (crime stats, public perceptions) and output indicators and that fewer indicators may consist of the most reliable and valid measures and that fewer may be better. The ISS proposed that there should be a greater focus on developing and monitoring indicators of police conduct and that there should be flexibility to allow for innovation at precinct level.

2.4 Corruption Watch

Corruption Watch reported that they have processed about 21 000 reports on corruption and that 1165 of the reports are of police corruption. Of those, 6% is about bribery, 23% police abuse of power and 18% constitute dereliction of duty complaints.

Corruption Watch predicted that the future will see a spike in police corruption and called for a mechanism to be developed within the police service to receive and deal with reports of police corruption.

The recommendations from Corruption Watch included developing an appointment process in line with the recommendations of the National Development Plan (NDP) for senior appointments in the SAPS; review the role and budgetary allocation of the Civilian Secretariat for Police and the IPID; and establish the National Police Board.

2.5 Committee Content Adviser

The Committee Content Adviser reminded the Committee of the context of policing during the last financial year and pointed to the instability in the leadership of the SAPS. The Crime Intelligence Division contributed to the instability in the SAPS as a result of its leadership vacuum and the shenanigans of the acting Divisional Commissioners. The appointment of a permanent National Commissioner was welcomed as it would support a turnaround. The killings of police officers in Engcobo in the Eastern Cape and KwaZulu-Natal and the Western Cape provinces undermined the police’s morale and confidence.

The Content Adviser also noted that while contact crimes were showing a steady level of decrease, the core of Trio crimes (Car-jacking, robberies at residential premises and home robberies) were beginning to show increases. He pointed at the Vitim of Crime Survey for 2015/16 and noted the fact that the public confidence and trust in the police were showing downward trends.

The Committee was reminded of the 2017 Budget Recommendations which amongst others called for the SAPS to re-insert targets removed from the 2017/18 APP, implement CCTV cameras at police stations and body cameras for frontline police personnel. The APP appeared to be silent on building public trust and there were no indicators stating how this was to be done. There was also a recommendation for the police to enter into a public consultation with trade unions, civil society and the public (through CPF’s and CSF’s) when compiling the annual budget.

The Content Adviser highlighted the Supply Chain Management and procurement environment and ICT contracts entered into (such as the FDA contract) as a risk area for policing. Other gaps in the APP was the question of lifestyle audits as a performance indicator that was missing in the APP and the consideration for the loss of staff as a result of the reduction of the Compensation of Employees budget. Measures to protect police officers and the new generation Nyalas were also key gaps in the APP.

STRATEGIC PRIORITIES OF THE SAPS FOR 2018/19

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.

The 2018/19 strategic priorities of the SAPS are bound up with those set by the State of the Nation address, the Back to Basic Approach, the National Development Plan, the Medium Term Strategic Framework (MTSF) and those priorities identified by the Portfolio Committee on Police.

3.1 State of the Nation Address: 2018

The President in his 2018 State of the Nation address noted that the quality of the lives of the people in the country should be improved by building safer communities. The Community Policing Strategy will be implemented during the course of the year in order to gain the trust of the community and their full involvement in the fight against crime.

The President noted that a Youth Crime Prevention Strategy will be developed in order to support young people to be self-sufficient and become involved in crime fighting initiatives.

In view of the skewed resource allocation of policing resources at stations in poorer areas, the police will reallocate policing resources to station level. The distribution of resources to police stations has been on the agenda of many communities that are feeling the effects of violent crime for a long time.

The President noted that it will include the shifting of personnel and other resources to restore the capacity and experience at the level where it is most required.

To this end, the President indicated that a Summit of NGO’s and CBO’s will be convened for the purposes of tackling poverty, inequality and related social problems.

3.2 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). The main outcome applicable to the SAPS is Outcome 3: All people in South Africa are and feel safe. This outcome focusses on seven (7) main sub-outcomes, namely:

Reduced levels of contact crime;
An efficient and effective Criminal Justice System;
South Africa’s borders effectively defended, protected, secured and well-managed;
Secure cyber space;
Domestic stability ensured;
Secure identity of all persons in South Africa; and
Corruption in the public and private sector.

These sub-outcomes have several actions, indicators and targets to be met by 2018/19 and the SAPS are in the penultimate year of delivery.

The MTSF includes the following key targets towards the realisation of a South Africa in which all people are and feel safe:

A reduction in the number of reported contact crimes;
An increase in the proportion of citizens feeling safe when walking alone during the day or at night, as measured in official surveys;
An increase in the proportion of households that are satisfied with police services in their area, and with the way courts deal with the perpetrators of crime;
Improvement in citizens’ perceptions of levels of crime and progress in reducing crime, as measured in official surveys; and
An improvement in South Africa’s ranking on the Transparency International Corruption Perception Index.

The SAPS Strategic Plan list the following four ‘pillars’ as priorities to implement the National Development Plan (NDP). These are:

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

3.3 SAPS Policy Imperatives

3.3.1 Back to Basics Approach

The SAPS policy priorities are listed in the Annual Performance Plan as the Back to Basics approach in support of the National Development Plan. The Back to Basics Approach advocates that every SAPS member should “do the right thing right, every time”. The Back to Basics Approach consists of nine elements:

1) The transformation of the police service;

2) Compliance with the fundamental principles of policing;

3) A culture of performance management and accountability;

4) Enhanced police visibility;

5) Thorough and responsive investigation of every crime reported;

6) Efficient use of resources in support of crime investigation;

7) Optimal use of crime intelligence in support of proactive and reactive policing;

8) Targeted and informed deployment of operational resources; and

9) Collaborative and consultative approach to policing.

3.4 Ministerial Priorities

The newly appointed Minister of Police, Honourable B. Cele has also set a number of priorities for the SAPS in the 2018 APP. These include the following:

Enhancement and optimisation of measures to enhance police safety through the Police Safety Strategy;
The implementation of direct measures to restore the community’s trust in the police;
Ensure that police officers are operationally ready, which requires that they are equipped with the tools they require, are adequately trained and are mentally prepared to deal with the demands of policing. These must include:

Next generation safety gear;
Proper safety installations at police stations, including adequate lighting, proper vehicles and armoured vehicles; and
Necessary tools and equipment of international standard.

Increase in murders of members of the metropolitan and municipal police services;
Unification of the various national and local metropolitan police agencies in the country into a single police service, which will be a priority in the forthcoming year;
Operationalisation of the Organised Crime Threat Analysis (OCTA);
Smarter, intelligence-led policing will facilitate the Police’s migration to 21st century policing, thereby enabling the combating of emerging crime trends, including those associated with cybercrime;
Policing methodologies and the police’s service delivery must be modernised for policing to benefit from the ongoing, significant technological advancements;
The enhancement of digital policing, including various other e-tools, will remain a priority for the Department over the medium term;
Review of the National Crime Prevention Strategy (NCPS);
Police resourcing to station level; and
Transformation of the police service through policy development by the Civilian Secretariat for Police based on the work of the Farlam Commission Panel of Experts.

3.5 Organisational Environment

3.5.1 SAPS Leadership

The SAPS faced a number of challenges in its operating environment during the last financial year which impacted on the ability of the SAPS to perform its functions effectively. Chief among these were the leadership instability as a result of the fact that no permanent National Commissioner was appointed and numerous vacancies at national and provincial level was evident. The various acting appointments in the Crime Intelligence Division did also not inspire confidence. The SAPS finally appointed a new National Commissioner, General Khehla Sitole in November 2017. A new Deputy National Commissioner for Crime Detection, Lt. General Lebeoana Tsumane and a new Deputy National Commissioner for Management Advisory Services, Lt. General Ntombenhle Vuma was appointed as the Deputy National Commissioner of Management Advisory Services in December 2017. In March 2018, a new Divisional Commissioner for Crime Intelligence, Lt. General Peter Jacobs was appointed to the management of the SAPS.

3.5.2 Police Killings

Attacks on the SAPS also increased with the attacks on the members of the Engcobo Police station in the Eastern Cape and in KwaZulu-Natal provinces. Five police officers and a SANDF soldier were killed in Engcobo and this affected the morale of police officers. The Committee expressed itself on the matter of police officers being killed in the line of duty (on and off duty) and in the 2017 budget hearings recommended that all police stations be kitted with CCTV cameras and that frontline police officers have body-worn cameras.

3.5.3 Compensation of Employees Allocation

The 2018/19 SAPS Budget estimates places a reduction of the staff compliment from 193 314 in 2017/18 to 192 314 in 2018/19 and is further reduced to 91 314 in 2019/20 and maintained in 2020/2021. The reduction by 3000 personnel over the medium term budget period will have serious consequences for the police stations at local level as there is already a serious staffing shortfall. The Committee heard from the SAPS management that it intends to make a submission to National Treasury to make a business case for the retention of the personnel.

3.5.4 Supply Chain Management

The SAPS Supply Chain Management (SCM) contracts entered into with suppliers and SITA for the Forensic ICT environment created an operational risk for the management of forensic data as some companies reneged on their agreement with the SAPS. The SAPS management launched an investigation into the contract which was entered into by the State Information Technology Agency (SITA) and provisionally stopped the payments to the supplier, FDA. This caused the ICT systems which was created as a result of the contract to be switched off, causing valuable forensic evidence to be compromised. The contract is under investigation by the SAPS management after the SCOPA Portfolio Committee raised possible corruption by officials of the Supply Chain Management environment.

3.6 SAPS Performance Environment

The APP of the SAPS relies heavily on direct performance measurements. However, in terms of international trends, the structure of police performance systems has shifted away from the use of predominantly numeric performance indicators towards the inclusion of indirect performance indicators. The importance of incorporating indirect measurements (like community perceptions about the professionalism and efficacy of police agencies) in performance management systems allows a holistic view of police performance leading to improved accountability. Democratic policing principles and community-orientated policing approaches, like that adopted by South Africa, necessitates the use of indirect measurements.

The Minister of Police stated that a key priority for 2018/19 would be the implementation of direct measures to restore the community’s trust in the police. Whether community trust in the police was restored would have to be measured indirectly (non-numerically).

The Civilian Secretariat for Police recently evaluated the Theoretical Human Resource Requirements (THRR) system. Amongst others, the Secretariat stated that the performance management system of the SAPS has to be reviewed to determine the adequacy of the performance, for example, high crime reports should not be regarded as poor police station performance.

The National Commissioner launched a new Turnaround Vision for the SAPS which is comprised of five key pillars, each containing a number of strategic deliverables:

Stamping the authority of the state (8 strategic deliverables);
Effective utilisation of resources in policing (6 strategic deliverables);
Crime Intelligence in support of proactive and reactive policing (2 strategic deliverables);
Collaborative and consultative approaches to policing (2 strategic deliverables); and
Building a professional and capable SAPS (4 strategic deliverables).

The performance targets of the SAPS will include the strategic deliverables as tabulated in the 2018/18 APP.

3.7 Committee Recommendations 2017/18 Budget report

The Committee made the following recommendations for the SAPS to implement during the 2017/18 Budget Report:

Budget Recommendations:

a) The Committee recommended that the Department makes provision for an increase in the budget with respect to the establishment of the Illegal Firearms Unit and the Narcotics Unit in the DPCI which is a priority.

b) The Committee recommended that the Department should focus on finalizing the new generation Nyalas for Public Order Policing.

c) The SAPS should submit a comprehensive plan on the development and procurement of the new generation Nyalas.

Performance Recommendations

The Committee recommends that the Department aligns all its APP targets to the MTSF targets in order for SAPS to meet the objectives of the NDP.
The Committee recommends that the SAPS re-inserts the targets which were removed from the 2017/18 APP targets for the detection rate for the Detectives Programme. The Committee is of the view that the SAPS targets in the APP are too low.
The Committee recommends that the SAPS adheres to high ethical and professional standards in meeting service delivery needs of the people of South Africa by investigating any allegation of corruption, and to root out corruption in its senior leadership echelon.
The Committee recommends that the SAPS provide it with a full list of all gifts and sponsorships received by senior management within the two last financial years.
The Committee recommends that the SAPS provide bi-annual reports on the Use of Force.
The Committee recommends that CCTV cameras are installed in community service centres at all police stations.
The Committee recommends that the Department maintains the staff establishment over the medium term at station level noting the already high Compensation of Employees budget, natural attrition and recruitment of new staff members.
The Committee recommends that SAPS implements body-cameras for frontline service delivery and report within 60 days.
The Committee recommends that the SAPS provide it with a full report on the training and recruitment of POPS members and an updated implementation plan for the establishment of new POPS units.
The Committee recommends that the post of Deputy National Commissioner: Crime Detection be filled immediately.
The Committee recommends that the disciplinary process of the suspended Divisional Commissioner of Crime Intelligence be finalised.
The Committee recommends that any disciplinary cases against members of the senior management of the Department is finalised within ninety days in order to give certainty and stability to the Department with respect to its leadership, and to build public confidence and trust in the SAPS.
The Committee recommends that the DPCI reports on the establishment, capacity and training of staff for the Cyber-Crime Centre.
The Committee recommends that the SAPS reviews all targets in all its programmes including those not attained and those whose targets are too low and align it with the MTSF. A special effort must be made to deal with the detective’s programme with respect to trial-ready dockets.
The Committee recommends that the SAPS reviews the rank of Lieutenant-General and reviews how many such Generals have been allocated the rank outside the official post structures of the SAPS.
The Committee will convene in co-operation with other relevant Portfolio Committees, a Criminal Justice summit with all stakeholders of the Criminal Justice System in order to address with matters affecting the policing of crime.
The Committee recommends that the policing model should make provision for equity of policing services in urban, rural and deep rural areas and geographic divides. This includes clear provision of police resources to historically disadvantaged areas that does not discriminate against areas which have disproportionally high crime rates or is economically disadvantaged.
The Committee recommends that the SAPS Detective Services be given special attention with respect to performance management in attaining its targets.
The Committee recommends that all outstanding vetting in the Crime Intelligence Division be undertaken and a progress report be provided to the Committee within six months in this regard.
The Committee recommends that the Crime Intelligence Division maximise its deployment in other geographic jurisdictions to ensure crime detection and to deal with international jurisdictions and cross border crime threats.
The Committee recommends that the SAPS and DPCI accommodation challenges must be addressed as a matter of urgency together with the Department of Public Works immediately. The SAPS must provide a status report to the Committee.
The Committee recommends that the Department completes the outstanding assessment of all National Key Points as per the performance indicator within the third quarter of the 2017/18 financial year.

SAPS BUDGET AND PERFORMANCE TARGETS FOR 2018/19

Overall analysis

4.1.1 Proportional budget allocation

In 2018/19, government has allocated over R200 billion for peace and security to build a safer country, of which R99.1bn is allocated to police services, R48.4bn to Defence and state security, R45.4bn to law courts and prisons and R7.9bn to Home Affairs. The table below shows that police services receives half (49.6%) of the total MTEF allocation under peace and security expenditure in 2018/19, followed by defence and state security (23.8%), law courts and prisons (22.7%) and home affairs (12.7%). The allocation to police services also shows the largest average annual MTEF growth (6.5%), which is above the overall annual growth for peace and security (5.2%).

Table 1 below provides a breakdown of the police percentage allocation for the 2018/19 budget year in relation to the other arms of the Criminal Justice Cluster:

Table 1: Peace and security expenditure

Programme	Budget				Percentage of total MTEF allocation	Average annual MTEF growth
R’ million	2017/18	2018/19	2019/20	2020/21	Percentage of total MTEF allocation	Average annual MTEF growth
Defence and state security	49 723	48 382	50 612	53 679	23.8%	2.6%
Police services	93 711	99 127	105 915	113 108	49.6%	6.5%
Law courts and prisons	43 705	45 372	48 483	51 779	22.7%	5.8%
Home affairs	8 593	7 871	8 557	9 118	12.7%	2.0%
TOTAL	195 731	200 752	213 568	227 684	100%	5.2%

Source: National Treasury (2018)

Over the medium term, Cabinet has approved reductions of R906.8 million in 2018/19 and R1 billion in 2020/21 to the SAPS’s total budget. These reductions include the reprioritised amount of R158.5 million over the medium term to the Independent Police Investigative Directorate; and reductions of R3.4 million in 2018/19, R3.6 million in 2019/20 and R3.8 million in 2020/21 for the Civilian Secretariat for the Police Service.

The graph below illustrates the nominal percentage increases in the Police portfolio for the 2018/19 financial year compared to the increases of the previous financial year (2017/18). The percentage increase in the 2018/19 allocation of the SAPS (5.82%) is lower than the percentage increase in 2017/18 from 2016/17 (7.46%) Similarly, the percentage increase for the CSP in 2018/19 (5.25%) is significantly lower than the 12.75% increase in the previous financial year. The IPID and PSIRA both show a higher percentage increase in the 2018/19 allocation against the increase of the previous financial year.

Table 2: Increases in Expenditure for the Police Portfolio

Department	2017/18	2018/19	Nominal Percentage Increase
South African Police Service (SAPS)	86,781.1	91,834.1	5.82%
Independent Police Investigative Directorate (IPID)	225.4	315.1	23.38%
Civilian Secretariat for Police Service (CSPS)	125.7	131.3	5.25%
Private Security Industry Regulatory Authority (PSIRA)	248.6	267.0	7.40%

Source: Treasury (2018)

4.1.2 Overview of the 2018 SAPS Budget

The SAPS receives a budget allocation of R91.8bn, which is a nominal increase of 5.82% compared to the previous financial year (2017/18: R86.8bn). The Crime Intelligence Programme receives the largest increase, from R3.5bn in 2017/18 to R3.8bn in 2018/19, which is a nominal increase of 7.3%.

Although nominal increases are seen in the budget allocation of the SAPS, when taking the effects of inflation into account, the budget allocation for the SAPS in 2018/19 increases only by 0.31% or R265.4 million in real terms, against a nominal increase of R5bn. The effect of inflationary increases affects the spending ability of the SAPS, especially in terms of operating leases and fuel (amongst others).

Table 3: SAPS Expenditure over the Medium Term

Programme	Budget				Nominal Rand change		Real Rand change	Nominal % change		Real % change
R million	2017/18	2018/19	2019/20	2020/21		2017/18-2018/19		2017/18-2018/19
Programme 1	18 636.4	19 403.1	20 735.3	22 151.5		766.7	- 244.8	4.11%	-1.31%
Programme 2	44 100.0	46 872.3	50 082.7	53 451.6		2 772.3	328.7	6.29%	0.75%
Programme 3	17 670.6	18 811.6	20 102.5	21 523.6		1 141.0	160.3	6.46%	0.91%
Programme 4	3 546.0	3 804.7	4 098.3	4 394.2		258.7	60.4	7.30%	1.70%
Programme 5	2 828.1	2 942.4	3 151.1	3 380.9		114.3	- 39.1	4.04%	-1.38%
TOTAL	86 781.1	91 834.1	98 169.9	104 901.8		5 053.0	265.4	5.82%	0.31%

Source: National Treasury (2018)

The Administration Programme receives a total budget allocation of R19.4 billion in 2018/19 compared to R18.6 billion in 2017/18. This represents a nominal increase of 4.11%, but when taking the effects of inflation into account, the budget programme receives a real decrease of 1.31%. The Corporate Services sub-programme receives 98.5% of the programme’s total budget allocation. The budget allocation of the four sub-programmes grows equally over the medium-term, except for the Ministry sub-programme. It receives a nominal decrease of 2.8% from R63.4 million in 2017/18 to R61.6 million in 2018/19 and only receives an average growth rate of 2% over the medium term. This is due to the significant growth in the Ministry sub-programme between 2014/15 (R30.1 million) and 2017/18 (R63.5 million), which is an average growth of 28.2% during this period.

The Visible Policing Programme receives a budget allocation of R46.87 billion in 2018/19 compared to R44.1 billion in 2017/18. This represents a nominal increase of 6.29%, which is a slight increase of 0.75% in real terms. The Visible Policing Programme receives just over half of the total departmental budget at 51%, which means that the programme is the core service delivery programme of the Department. The Crime Prevention sub-programme receives 77.3% of the total Visible Policing budget at R36.3 billion.

The Detective Services Programme receives an allocation of R18.8 billion in 2018/19, which is a nominal increase of 6.46% (real increase of 0.91%). Of the total budget allocation, R12.78 billion is allocated to the Crime Investigations sub-programme, which represents 67.5% of the programme’s budget allocation. Significant increases are seen under Households for employee social benefits, which increases from R81.1 million to R106.5 million in 2018/19 (31.3%). The allocation towards machinery and equipment decreases on average with 0.9% over the medium-term.

The Crime Intelligence Programme receives an allocation of R3.8 billion in 2018/19, which is the largest nominal (7.3%) and real (1.7%) increase of the departmental budget programmes for the 2018/19 financial year. The increase in allocation is equal in the two sub-programmes. The main drivers for the increased allocations in 2018/19 are travel and subsistence (35.57% increase compared to 2017/18) and employee social benefits (53.9% increase compared to 2017/18).

Although the Protection and Security Services Programme receives the smallest nominal increase of the budget programmes (4.04%), which is a real decrease of 1.38% in 2018/19 compared to the previous year, it received significant increases in the preceding financial years. Between 2014/15 and 2017/18, the Programme increased by an average growth rate of 8.4% which was mainly due to significant increases in the VIP Protection sub-programme, which showed an average growth of 12.9% over the same period. The average growth rate of the Protection and Security Service Programme will decrease to an average of 6.4% over the MTEF (2018/19-2020/21).

4.1.3 Significant spending items

In terms of expenditure on significant spending items, the table below shows that the highest cost drivers in the Department, receive a slight nominal increase and are thus considered as a holding budget. The allocation towards compensation of employees increases from R66.2bn in 2017/18 to R70.8bn in 2018/19, which is a nominal increase of 6.96%. Policing is labour intensive and as such, 77.4% (R229bn) of the Department’s budget over the MTEF period (2018/19-2020/21) is allocated to compensation of employees, which is the largest cost driver across all programmes.

Expenditure on fleet services is expected to reach R4.1bn in 2018/19, which is a slight nominal increase, but a real decrease of 3.25%. The budget allocation for computer services decreases from R2.9bn in 2017/18 to R2.6bn in 2018/19, which is a nominal decrease of R460 million or 8.8%. When inflationary increases are taken into account, the allocation towards computer services decreases by 13.57%.

Table 4: Expenditure on significant spending items

Programme	Budget		Nominal Increase / Decrease in 2018/19	Real Increase / Decrease in 2018/19	Nominal Percent change in 2018/19	Real Percent change in 2018/19
R million	2017/18	2018/19	Nominal Increase / Decrease in 2018/19	Real Increase / Decrease in 2018/19	Nominal Percent change in 2018/19	Real Percent change in 2018/19
Fleet services	4 057.8	4 141.8	84.0	- 131.9	2.07%	-3.25%
Operating leases	2 898.1	3 053.2	155.1	- 4.1	5.35%	-0.14%
Property payments	1 144.1	1 208.0	63.9	0.9	5.59%	0.08%
Compensation of employees	66 196.7	70 801.9	4 605.2	914.1	6.96%	1.38%
Computer services	2 948.7	2 688.7	- 260.0	- 400.2	-8.82%	-13.57%
Transport equipment	1 788.2	1 873.5	85.3	- 12.4	4.77%	-0.69%
TOTAL	79 032.8	83 767.1	4 734.3	367.3	6.0%	0.46

Source: National Treasury (2018)

4.1.4 Ring-fenced allocations

The following items received specifically and exclusive appropriations (ring-fenced) in the Appropriations Bill, 2018:

Compensation of employees: R70.8 billion
Police Stations: Building and upgrading: R822.2 million
Civilian Secretariat for Police Service: Operations: R131.2 million
Directorate for Priority Investigations (DPCI): R1.6 billion

Programme Analysis
1. Programme 1: Administration

The purpose of the Administration Programme is to provide strategic leadership, management and support services to the SAPS. The Strategic objective is to regulate the overall management of the Department and provide centralised support services.

The Administration Programme receives a nominal budget increase of 4.11% in 2018/19 compared to the previous financial year. The Ministry sub-programmes received a significantly decreased allocation from R63.4 million in 2017/18 to R61.6 million in 2018/19, which is a decrease of 2.83%. The allocation further increases across the MTEF by an average rate of 2.9%. The Corporate Services Sub programme received the bulk of the allocation of the Administration Programme at almost 98.7% of the total allocation.

The Civilian Secretariat for Police remains a sub-programme of the Administration Programme in 2018/19, with a ring-fenced budget in the Appropriations Bill (2018). The CSPS received a significant increase in 2018/19 compared to the previous financial year (R110.6 million: R124.7 million). The CSP is a Department within the Police Vote and the budget will be discussed in a separate document and budget hearing.

Table 5: Administration expenditure and estimates by sub-programme

Sub-programme	Adjusted appropriation	Medium-term expenditure estimate			Average Growth rate (%)	Average Expenditure Total (%)
R million	2017/18	2018/19	2019/20	2020/2021	Average Growth rate (%)	Average Expenditure Total (%)
1: Ministry	63.4	61.6	65.1	69.1	2.9%	0.3%
2: Management	76.7	80.9	86.5	92.3	6.4%	0.4%
3: Corporate Services	18,371.6	19 129.4	20 443.3	21 839.8	5.9%	98.6%
4: Civilian Secretariat	124.7	131.2	140.5	150.3	6.4%	0.7%
TOTAL	18,636.4	19 403.1	20 735.3	22 151.5	5.9%	100.0%

Source: 2018 ENE

In terms of allocations per sub-programme, the Corporate Services sub-programme receives almost the entire budget allocation of the Administration Programme at 98.6 per cent.

Strategic Objective Annual Targets

The strategic objective of the Administration Programme is to regulate the overall management of the Department and provide centralised support services.

The performance indicators and targets of the Administration Programme show little change for 2018/19 compared to the previous financial year. There was one inclusion of a new indicator and target for training related to cybercrime, which is in-line with the Medium Term Strategic Framework (MTSF).

The section below gives the seven objective statements of the Administration Programme with the performance indicators and targets that indicates how the objective statement will be realised. Overall, the strategic objective annual targets and programme performance indicators are well aligned to the achievement of the objective statements of the Programme, except that of sound financial management.

Table 6: Programme Performance Indicators and Annual Targets for 2018/19 – Administration Programme

Objective Statement	Performance Indicator	2018/19 Target
Establish an adequate human resource capability with emphasis on investigating capacity, intelligence gathering and operational environment.	Maintain a minimum workforce of 98% in terms of the approved establishment of 192 431	90% of vacant funded posts to be filled within six months from the date of advertisement
		68% finalised service terminations submitted to GPAA within 60 working days from date after the employee’s exit from the service
		2% of people with disabilities employed in relation to the total workforce
Transform and professionalise the Service	97% of 54 720 learners declared competent upon completion of their training	97% of learners declared competent upon completion of their training in the following prioritised training areas: Public Order Policing; Crimes committed against women and children; Crime Investigations; Forensic Science Investigations; and Cybercrime (New)
	90% of disciplinary cases finalised within 60 calendar days	90% of Independent Police Investigative Directorate (IPID) related disciplinary cases finalised within 60 calendar days
	90% of disciplinary cases finalised within 60 calendar days	100% of Independent Police Investigative Directorate (IPID) recommendations initiated within 30 calendar days of receipt
	Number of internships undertaken	Increase by 10% to 1 047
	Operational personnel declared competent in legal principles and the use of firearms: handgun	98%
Improvement of infrastructure development and public access to policing services	80% (12) of Capital works projects completed	Planned police facility projects completed as per the SAPS Infrastructure Development Plan in the following prioritised areas: 15 new mobile contact points Indicator is the number of detention facilities maintenance completed, but the target measures 4 devolved police stations for repairs and upgrades
Improvement of requisite resources to sustain quality service delivery on strategic priorities	Maintain a ratio of 4.54:1 personnel to vehicles	85% from a total of 42 000 active vehicles available for policing in relation to the total vehicle fleet 100% (3 000) firearms procured and distributed in relation to demand 100% (15 551) bullet-resistant vests procured and distributed in relation to the demand
Enhancing Information Systems/Information and Communication Technology (IS/ICT) to support the business objectives of the SAPS	This objective statement has no programme performance indicators and targets, only strategic objective annual targets.	95% of ICT Infrastructure sites modernised, implemented and maintained 85% IS Solutions developed, modernised, implemented and maintained 85% of IS/ICT governance approved, implemented and improved within SAPS
Sound financial management	No programme performance indicators and targets, only strategic objective annual targets.	99% of invoices paid within 30 days
Inculcate a culture of uncompromising compliance and performance management	100% (236) audits completed in terms of the approved Internal Audit Plan	50% reduction in material findings made by the AGSA
	100% (270) approved management interventions executions evaluated

Source: SAPS 2018/19 APP

Capital Works Programme

In 2018/19, the SAPS is allocated a total amount of R5 billion for infrastructure related projects, including capital works (R854.5 million), accommodation charges (R1.4 billion), private leases (R1.5 billion) and municipal charges (R1.17 billion). Of the R5 billion budget allocation, 94.7% goes toward the National Department of Public Works (NDPW) and only 5.3% (R2.64 million) thereof falls directly under the responsibility of the SAPS.

Table 7: SAPS Infrastructure Budget 2018/19

	NDPW	SAPS	Total Allocation
Capital Works	590 000 000	264 850 000	854 854 000
Accommodation Charges (Maintenance and Property rates)	1 440 470 000	-	1 440 470 000
Private leases	1 552 782 000	-	1 552 782 000
Municipal Services	1 165 342 000	-	1 165 342 000
Total	4 748 594 000	264 854 000	5 013 448 000
	R4.7 billion	R264.9 million	R5.0 billion

Source: SAPS 2018 APP

Information Systems/Information and Communication Technology Plans

The manner in which the SAPS reports on its Information Systems/ Information and Communication Technology (IS/ICT) Plan must be reviewed. The information provided does not contain timeframes in each of the phases (development, replacement, implementation, expansion and maintenance). In addition, no funding is allocated to the IS/ICT programmes/projects. It is also unclear what predetermined deliverables are measured.

The SAPS IS/ICT Plan includes:

Seven ICT Infrastructure projects that are either in a replacement, expansion or maintenance phase;
40 Information Systems/Solutions under either development, implementation or maintenance; and
Two Government Deliverable projects.

There are three performance indicators relating to ICT/IS that were included under the Administration Programme in 2015/16. In 2018/19, the targets are:

95% of ICT Infrastructure deliverables achieved;
85% of IS Solutions developed, implemented and maintained; and
85% of IS/ICT governance deliverables achieved

Programme 2: Visible Policing

The purpose of the Visible Policing (VISPOL) 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 strategic objective of the programme is to discourage all crimes by providing a proactive and responsive policing service that will reduce the levels of priority crime.

The Visible Policing Programme receives a total budget allocation of R46.8 billion in 2018/19, which is a nominal increase of 5.7%. The Programme forms the core service delivery programme of the Department and is weighted at 51% of the Department’s total budget. In terms of sub-programmes, the Crime Prevention sub programme receives 78% of the Visible Policing Programme. Over the medium-term, the sub programmes show an equal average growth rate between 5.5% and 6.8% and the Facilities remains at 5.5%.

The table below illustrates the budget allocations of the Visible Policing Programme in 2017/18 compared to the previous financial year.

Table 98 Allocations to the Visible Policing Programme per sub programme

Sub-programme	Adjusted appropriation	Medium-term expenditure estimate			Average Expenditure Total (%)
R million	2017/18	2018/19	2019/20	2020/2021	Average Expenditure Total (%)
Crime Prevention	34 351.0	36 278.9	39 149.4	41 839.7	78.0%
Border Security	1 961.8	2 101.1	2 253.4	2 420.1	4.5%
Specialised Interventions	3 873.9	4 383.7	4 323.2	4 595.5	8.8%
Facilities	3 913.3	4 108.6	4 356.8	4 596.4	8.7%
TOTAL	44,100	46 872.3	50 082.7	53 451.6	100.0%

Source: 2018 ENE

The strategic objective of the Visible Policing Programme is to discourage all crimes by providing a proactive and responsive policing service that will reduce the levels of priority

crime. To achieve this objective, the following Strategic Objective Annual Targets were identified:

1) Contribute to the reduction of serious crime;

2) Quality service delivery and responsiveness;

3) Enhancing partnership policing;

4) Policing incidents of a security nature which are not deemed to be ‘normal crime’; and

5) Safeguarding of valuable and/or dangerous cargo.

The table below indicates the strategic objective annual targets of the Visible Policing Programme with associated performance targets:

Table 9: Programme Performance Indicators and Annual Targets for 2018/19 – Administration Programme

Objective Statement	Performance Indicator	2018/19 Target
Contribute to the reduction of serious crime, including contact crime, contact-related crime, property related crime and other serious crime.	Reduce the number of reported contact-related crimes by 1.96% to 113 484	Reduce the number of reported serious crime by 2% to 1 651 436 (Target was reduced from a 3.14% reduction to 2%)
		Reduce the number of contact crime by 7.20% to 556 493 (Target was increased from a 3.14% reduction to 7.2%) Reduce the number of reported crimes against women by 11.9% to 155 107 (Target was increased from a 8.16% reduction to 11.9%) Reduce the number of crimes against children by 5.57% to 41 540 (Target was increased from 2% reduction to 5.57% reduction)
	Reduce the number of property related crime by 2% to 497 831 Reduce the number of reported other serious crime by 2% to 422 855

	Increase the number of crimes reported for unlawful possession and dealing in drugs	Increase by 47,36% to 480 385
	Increase the number of stolen/ lost and illegal firearms recovered	Increase by 1%to 5 350
	Reduce the number of SAPS-owned firearms reported as stolen/ lost	Reduce by 5% to 637
	Increase the number of identifiable stolen/ lost SAPS firearms recovered by 10% to 156	Increase 10% to 142
	Maintain the number of stolen/ robbed vehicles recovered	Maintain at 36 548
	Ensure that the percentage of escapees from police custody versus arrested and charged do not exceed 0.061%.	Not exceeding 0,061%
Quality service delivery and responsiveness	90% of applications for new firearm licenses finalised within 90 working days	Increase by 47,36% to 480 385 90% of applications finalised within 90 working days
	17:37 minutes average national police reaction time to Alpha complaints	The target was reduced from 19:05 minutes
	21:28 minutes average national police reaction time to Bravo complaints	The target was reduced from 24:33 minutes to 21:28
	21:45 minutes average national police reaction time to Charlie complaints	The target was reduced from 21:45 minutes to 19:13

Enhancing partnership policing	Number of schools identified to implement the School Safety Programme	1300 schools identified to implement the School Safety Programme
	99% (1 132 from a total of 1 143) functional Community Police Forums (CPFs) implemented at police stations, according to the set guidelines	99% (1 132 from a total of 1 143) of police stations to have functional CPFs
	841 from a total of 885 of identified police stations implementing the set criteria of the four pillars of the Rural Safety Strategy	841 from a total of 885 of identified police stations have implemented the set criteria of the four pillars of the Rural Safety Strategy
	Number of community outreach campaigns conducted	65 community outreach campaigns conducted
Effective border security management	Percentage of crime-related hits reacted to as a result of the Movement Control System and Enhanced Movement Control System screening on wanted persons/ circulated stolen or robbed vehicles.	100% of profiled vehicles/containers and cargo consignment searched for illicit drugs, firearms, stolen/ robbed vehicles, consignment, smuggled persons, and counterfeit goods/ contraband.
Police incidents of public disorder and crowd management	100% of crowd management incidents policed or stabilised	100% of peaceful crowd management incidents policed; and 100% of unrest crowd management incidents stabilised.
Safeguarding of valuable and/or dangerous government cargo	Percentage of safe delivery of valuable and/or dangerous cargo in relation to the number of cargo protection provided.	100%

Source: SAPS 2018/19 APP

Programme 3: Detective Services

The purpose of the Detective Services Programme is to enable the investigative work of the SAPS, including providing support to investigators in terms of forensic evidence and the Criminal Record Centre. In 2018/19, the Detective Services Programme receives a budget allocation of R18.8 billion, which is a 6.8% increase compared to the R17.6 billion allocation of the previous financial year (2017/18).

Table 10: Budget allocation: Detective Services Programme per sub-programme

Sub programme		Adjusted appropriation	Medium-term expenditure estimate			Growth
R’ million	2017/18		2018/19	2019/2020	2020/21	2017/18-2018/19
Crime Investigations	11 991.5		12 789.9	13 699.0	14 684.1	7.0%
Criminal Record Centre	2 441.7		2 551.8	2 728.8	2 925.0	6.2%
Forensic Science Laboratory	1 708.5		1 852.4	1 941.7	2 059.4	6.4%
Specialised Investigations	1 528.8		1 617.5	1 733.0	1 855.1	6.7%
Total	17 670.6		18 811.6	20 102.5	21 523.6	6.8%

Source: National Treasury (2018)

The Criminal Investigations sub programme receives the largest proportional increase of the sub programmes located within the Detective Services Programme at 7.0%. The Criminal Record Centre sub programme received the smallest increase to its allocation (6.2%). The

Allocations in the Crime Investigations sub-programme include Crime Detection (R10,288 billion), Vehicle Theft Units (R521 million), Stock Theft Units (R574 million) & Family Violence & Child Protection Units (R1,009 billion). There is continued focus on Forensic Services also taking into account new legislation. The CJS Revamp initiatives (operational portion) will also strongly promote further capacity enhancement at Forensics & Criminal Record Centre (R580,5 m), training & general detective capacity (R115,9 m) & IT (R747,5 m).

Specialised Investigations consisting of DPCI will implement the specifically and exclusive (ring-fenced) budget allocation as from 2016/17 as indicated by National Treasury.

Strategic Objectives Annual Targets

The Strategic Objective of the Detective Services Programme is to contribute to the successful prosecution of offenders by investigating, gathering and analysing evidence, through the following:

1) Address serious corruption where officials are involved in procurement fraud and corruption-related cases;

2) Specialised investigation of serious commercial crime-related charges;

3) Specialised investigations of serious organised crime;

4) Address serious corruption in the private and public sector;

5) Investigation of cybercrime-related cases;

6) Improve the processing of fingerprint reports;

7) Enhance the processing of case exhibits (entries) focussing on turn-around time and backlogs; and

8) Enhance the processing of forensic intelligence case exhibits (entries) by focusing on turn-around rimes and backlogs.

The table below indicates the programme performance indicators and annual targets of the Crime Investigation Sub-Programme with some comments on the objective statements and associated performance targets:

Table 11: Programme Performance Indicators and Annual Targets for 2018/19 – Crime Investigation Sub Programme

Objective Statement	Performance Indicator	2018/19 Target
Effective investigation of serious crime	Detection rate for contact crimes	55%
	Conviction rate for contact crimes	81%
	Detection rate for crimes committed against women 18 years and above (Murder, Attempted Murder, All Sexual Offences, Common Assault and Assault GBH)	75%
	Conviction rate for crimes committed against women 18 years and above (Murder, Attempted Murder, All Sexual Offences, Common Assault and Assault GBH)	84.1%
	Detection rate for crimes committed against children under 18 years (Murder, Attempted Murder, All Sexual Offences, Common Assault and Assault GBH)	70%
	Percentage of trial–ready case dockets for serious crime	84,21%
	Percentage of trial–ready case dockets for contact crime	83,63%
	Percentage of trial–ready case dockets for crimes committed against women 18 years & above (murder, attempted murder, all sexual offences, common assault & assault GBH)	82,11%
	Conviction rate for crimes committed against children under 18 years (Murder, Attempted Murder, All Sexual Offences, Common Assault and Assault GBH)	81.6%
	Detection rate for contact-related crimes New indicator	47.5%
	Conviction rate for contact -related crimes New indicator	87%
	Detection rate for property-related crimes	14.43%
	Conviction rate for property-related crimes	89.18%
	Detection rate for other serious crimes	36%
	Detection rate for criminal & violent conduct during public protests	44,65%
	Percentage of trial–ready case dockets for criminal & violent conduct during public protests	85,60%
	Conviction rate for criminal & violent conduct during public protests	63,63%

Source: SAPS 2018/19 APP

Specialised Investigations Sub Programme (DPCI)

The Specialised Investigations sub programme contains the function of the Directorate for Priority Crime Investigations (DPCI), commonly known as the Hawks. In 2017/18, the Directorate receives an allocation of R1.5 billion, which is an increase of 6.8% compared to the previous financial year. The budget allocation of the Directorate is exclusively appropriated for its use in the Appropriations Bill, 2017 (as was done in the previous financial year). Much of the targets for the DPCI remained the same for the 2018/19 financial year, although the budget for specialised investigations grew by 6.8% from the last financial year.

Table 12: Specialised Investigations appropriation

Sub programme	Adjusted appropriation	Medium-term expenditure estimate			Growth
R million	2017/18	2018/19	2019/20	2020/21	2017/18-2018/19
Specialised Investigations	1528.8	1 617.5	1 733.0	1 855.1	6.8%
Total Programme 3	16,772.5	18 811.6	20 102.5	21 523.6	6.8%

Source: 2018 ENE

The table below indicates the programme performance indicators and annual targets of the Specialised Investigations Sub Programme (DPCI) with some comments on the objective statements and associated performance targets:

Table 13: Programme performance indicators and Annual Targets for 2018/19 – Specialised Investigation Sub-Programme (Directorate for Priority Crime Investigations DPCI)

Objective Statement	Performance Indicator	2018/19 Target
Address serious corruption where officials are involved in procurement fraud and corruption-related cases	Trial-ready case dockets for fraud and corruption by individuals within the JCPS cluster measured against the total fraud and corruption cases not finalised in court.	60%
Specialised investigation of serious commercial crime-related charges	Detection rate for serious commercial crime-related charges	80%
	Percentage of trial-ready case dockets for serious commercial crime-related charges	80%
		53%
Specialised investigation of cyber-related crime	Percentage of cyber-related crime case files successfully investigated	40%
Specialised investigation of serious organised crime	Percentage of registered serious organised crime project investigations successfully closed	43%
Specialised investigation of serious organised crime	Percentage of identified clandestine laboratories dismantled	100%
Improve the processing of fingerprints searches and maintenance of criminal records	95% original previous conviction reports generated within 15 calendar days.	95% of results of trial updated in respect of guilty verdicts; and 95% of results of trial updated in respect of not guilty verdicts.
Enhance the processing of Forensic Evidence case exhibits (entries).	Backlog of case exhibits not exceeding 10% (2016/17 target missed by a wide margin).	75% of routine case exhibits (entries) finalised within 35 calendar days (Target increased from 28 days to 35 days); 70% of non-routine case exhibits (entries) finalised within 113 calendar days (Target increased from 75 working days to 113 calendar days); 95% of Ballistics (IBIS) Intelligence case exhibits (entries) finalised within 35 calendar days (Target increased from 28 working days); and 80% of Biology Deoxyribonucleic Acid (DNA) Intelligence case exhibits (entries) finalised within 90 calendar days (Target increased from 63 working days).

Source: SAPS 2018/19 APP

The Committee once again raised the matter of making the DPCI a separate Vote in order for the DPCI to be more effective. The Minister of Finance in his response to the Portfolio Committee Recommendations noted the following:

In principle, the National Treasury does not object to the DPCI being a separate Vote. However, as outlined in the various engagements with the DPCI in this regard, section 17(c)(1) of the SAPS Amendment Act, 2012 would need to be amended first as the section establishes the DPCI as a directorate within the SAPS. In addition, section 17(H)(4) of the same Act vests accountability for the budget, revenue and expenditure for the DPCI with the National Commissioner of the Police as accounting officer of the Department, which is also consistent with the Public Finance Management Act of 1999 (PFMA). Accordingly, a legislative amendment which ceases to establish the DPCI as a directorate within the SAPS is required before the National Treasury can consider a proposal by the DPCI to be established as a Vote.

Programme 4: Crime Intelligence

The purpose of the Crime Intelligence Programme is to manage crime intelligence, analyse crime information, and to provide technical support to investigators and crime prevention operations.

The programme manages crime intelligence by analysing crime information and provides provide technical support for investigations and crime prevention operations. In this programme, Compensation of Employees payments are usually the largest portion. The operational costs are primarily fuel, fleet maintenance, travel & subsistence as generated by personnel. The Secret Services Account is not part of the Budget Vote 23.

The SAPS states it forms a key operational dimension within the Back-to-Basics Approach, in that of crime intelligence supports proactive and reactive policing and necessitates actionable crime intelligence that is used proactively and reactively in the prevention and investigation of crime. The SAPS further states that the “targeted, informed deployment of resources seeks to ensure that all operational resources are deployed in accordance with proper crime analyses and/or crime intelligence, targeting vulnerable areas.”

Table14: Budget Allocation: Crime Intelligence Programme per sub-programme

Sub programme		Adjusted appropriation		Medium-term expenditure estimate			Growth
R million	2017/18		2018/19		2019/20	2020/21	2018/19-2019/20
Crime Intelligence Operations	1 441.1		1 567.5		1 693.1	1 812.6	7.9%
Intelligence and Information Management	2 104.9		2 237.2		2 405.3	2 581.6	7.0%
Total	3 546.0		3 804.7		4 098.3	4 394.2	7.4%

Source: National Treasury (2018)

The budget allocation of the Crime Intelligence Programme increases from R3.54 billion in 2017/18 to a budget allocation of R3.80 billion in 2018/19, which represents an increase of 6.8% in nominal terms.

The Intelligence and Information Management sub programme receives a larger portion of the budget two receiving R 2 237.2 billion, while the Crime Intelligence sub-programme receives R1 567.5 billion.

Strategic Objectives Annual Targets

The Strategic objectives of the Crime Intelligence Programme are to:

Gather crime intelligence in support of the prevention, combatting and investigation of crime;
Collate, evaluate, analyse, coordinate and disseminate intelligence for the purpose of tactical, operational and strategic utilisation;
Supply intelligence products relating to national strategic intelligence to the National Intelligence Coordinating Committee (NICOC);
Institute counter-intelligence measures within the SAPS; and
Prevent and fight crime through enhanced international cooperation and innovation on police and security matters.

The Strategic Objective Annual Targets of the Crime Intelligence Programme are restated in the Programme Performance Indicators and Annual Targets and as such will be discussed within the respective sub programmes. The Strategic Objective Annual Targets as per the objective statements are:

Conduct intelligence operations to address prioritised crime threats.
Provide intelligence products in support of pro-active SAPS operations relating to the following:
- threat and risk assessments; and
- early warning reports.

Provide intelligence reports in support of reactive SAPS operations relating to the following:

Profiles
Intelligence analysis reports
Provide strategic intelligence products to NICOC.

Conduct security assessments within the SAPS relating to the following:

Vetting investigations finalised for prioritised environments;
ICT security assessments; and
Physical security assessments.

Promote mutual assistance and cooperation between the SAPS and other National and International Law Enforcement Agencies to reduce transnational crime by:

Facilitating of cross-border operations;
Facilitating of arrests of identified transnational crime suspects;
Generating of global threat assessment reports; and
Generating of persons of interest reports.

Table 15: Programme performance indicators and Annual Targets for 2018/19 – Crime Intelligence Operations Sub Programme

Objective Statement	Performance Indicator	2018/19 Target
Conduct network operations to infiltrate/penetrate criminal groupings/syndicates and collect intelligence on priority threats.	Number of network operations successfully terminated	100%
Conduct security assessments within the SAPS relating to the following: Vetting investigations finalised for prioritised environments; ICT security assessments; and Physical security assessments	Conduct 1 154 security assessments within the SAPS relating to Vetting investigations finalised for prioritised environments; ICT security assessments; and Physical security assessments	100% of vetting investigations finalised for prioritised environments in relation to applications received; 100% of ICT security assessments finalised as per ICT Annual Assurance Schedule; 100% of physical security assessments finalised as per Physical Security Annual Assurance Schedule; and 100% (165) security awareness programmes conducted, in accordance with the Information Security Regulatory Authority (New).
Generate intelligence products in support of pro-active SAPS operations relating threat and risk assessments and early warning reports.	Threat and risk assessment reports generated for pro-active policing operations	14 480 risk assessment report generated
	Early warning reports generated for pro-active intelligence reports that were operationalised	21 700 warning reports
	100% of pro-active intelligence reports that were operationalised.	100% proactive intelligence reports
Generate intelligence reports in support of reactive SAPS operations relating to profiles and intelligence analysis reports.	Profiles generated profiles generates for reactive policing operations	98 277 profiles
	Intelligence reports generated for reactive policing operations	141 423 intelligence reports
	% of reactive intelligence reports that were operationalised by the relevant business unit.	100% reactive intelligence reports
Promote mutual assistance and cooperation between the SAPS and other National and International Law Enforcement Agencies to reduce transnational crime.	100% of cross-border operations facilitated in relation to requests received	4 Global threat assessment report generated for SAPS operations
	100% of arrests of identified transnational crime suspects facilitated in relation to requests received.	45 persons of interest reports generated for SAPS operations.

Source: SAPS 2018/19 APP

The SAPS appointed a new Divisional Commissioner to manage the Division, budget and programme of Crime Intelligence. The Committee noted that it was the first time in six years that the Crime Intelligence programme had a permanent Head.

4.2.5 Programme 5: Protection and Security Services

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

The Programme received an increased budget allocation of 6.4% in 2018/19, from R2.8 billion in 2017/18 to R2.9 billion in 2018/19. In real terms, this is only a slight increase of 4.5%. The Static and Mobile Security sub-programme receives a budget allocation of R1 062 billion while the Government Security Regulator receives R112.2 million and the Operational support sub-programme receives R267.2 million. This is compared to the VIP Protection Services sub-programme, which receives R1.5 billion.

Table 16: Budget Allocation: Protection and Security Service Programme

Sub programme	Adjusted appropriation	Medium-term expenditure estimate			Growth
R million	2017/18	2018/19	2019/20	2020/21	2017/18-2018/19
VIP Protection Services	1 407.0	1 500.8	1 611.9	1 727.5	7.1%
Static and Mobile Security	997.9	1 062.1	1 132.6	1 216.4	6.8%
Government Security Regulator	132.9	112.2	120.4	129.8	-0.8%
Operational Support	270.2	267.2	286.2	307.2	4.4%
Total	2 808.1	2 942.4	3 151.1	3 380.9	6.4%

Source: National Treasury (2018)

The VIP Protection Services provides for the protection of the President, Deputy-President, former presidents, their spouses, and other identified dignitaries while in transit. The Static and mobile security provides for the protection of other local and foreign dignitaries, and the places in which all dignitaries, including persons related to the President and the Deputy-President, are present.

Compensation of Employees is a major element for all protection and security functions with significant overtime costs. The Travel and Subsistence costs also spike as a result.

Table 17: Programme performance indicators and Annual Targets for 2018/19 Protection and Security Services

Objective Statement	Performance Indicator	2018/19 Target
Provision of in-transit protection	In transit protection provided without security breaches	100%
Provision of in-transit protection	Percentage of protection provided to VIPs without security breaches	100%
Sub-Programme Static Protection
Regulation of physical security in identified government buildings and strategic installations.	100% (132) Strategic Installations audited	100%
	100% (200) National Key Points evaluated	100%
Sub-Programme Government and Security Regulator
Regulation of physical security in identified government buildings and strategic installations	Percentage of National Key Points (NKPs) evaluated	100% ( )
Percentage of Strategic installations audited		51.36% (132 from a total 257)

Source: SAPS 2018 APP

COMMITTEE DELIBERATIONS

The Portfolio Committee made a number of observations during the 2018/19 budget process hearings and deliberations. These related to all the programmes of the SAPS (and the DPCI) as well as general observations.

Committee Observations

The Committee raised a number of important strategic areas affecting the SAPS and its budget allocations for the 2018/19 financial year. The Committee noted that there have been lots of developments within the SAPS environment which were concerning. Amongst other, the Committee pointed to the following areas within the environment that requires closer attention and supervision:

Leadership

The Committee noted that in addressing the Minister of Police, that he was the 3rd Minister in four years to lead the SAPS. The Committee wanted assurances that there would be stability in the senior management of the SAPS as the communities required professional policing. There have been serious issues of crime and corruption within the SAPS environment and the Committee wanted the Minister to provide assurances that the newly appointed National Commissioner and his team would be able to deliver effective policing services to the country. In particular, it was pointed out that foreign countries issued travel alerts about crime in the country and there were serious concerns about the FDA contract. The Minister indicated that the necessary leadership appointments in the top echelons of the SAPS management had been made. The National Commissioner was appointed as well as two deputy National Commissioners for Crime Detection and that of Management Advisory Services. The Divisional Commissioner for Crime Intelligence and the Provincial Commissioner of the Free State were other management appointments. The Committee, while welcoming the appointments, indicated that it expected delivery on crime targets.

National Development Plan (NDP)

The Committee urged the SAPS management to implement the NDP and that more should be done with respect to the implementation of the National Police Board and professionalism in the SAPS. Members were concerned that while the budget of the SAPS increased, it required professionalism from the SAPS in how it dealt with the members of the public.

SAPS Budget and Staff Establishment

The SAPS reported it would issue a revised business case proposal to the National Treasury to reconsider the proposed reduction of 3000 employees over the medium term. The Committee expressed its concerns that the reduction of personnel of 1000 per year over the medium term from 2018/19 to 2020/21 would affect the levels of service delivery at station level, where it would be most felt. The SAPS indicated that they were asked to re-enlist detectives and former members, while their baseline staff establishment was cut. This appeared to be a contradiction in terms and this is the reason why the Department would make a business case to the National Treasury to change the target under the Compensation of Employees budget.

Consultation on SAPS Budget

The Committee noted that despite the recommendation of the Portfolio Committee, the SAPS did not consult relevant parties such as the Trade Unions and civil society representatives such as community police forums and other non-governmental organisations during the process of developing its budget. This was not included in the APP.

Integrity, Corruption and Lifestyle Audits

The Committee noted that the morale of the SAPS appears to have dropped as a result of the levels of corruption facing senior officers. Members informed the SAPS that Corruption Watch reported 1165 cases on corruption within the SAPS. The Committee called for lifestyle audits to be implemented at national level and cascaded to the provincial and station levels. The National Commissioner assured the Committee that lifestyle audits were over and above vetting processes and that such lifestyle auditing has already started with his senior officers. The results will be communicated directly to him. He noted that he is committed to seeing through the process. Members wanted police officers to be above reproach with integrity and dedicated high levels of professionalism.

Killing of Police Officers

The Committee noted the recent and continued killing of police officers in the course of duty and expressed its concerns about the brazen attacks on officers. The killing of five police officers in Engcobo in the Eastern Cape (which was the deadliest single attack on the police) was a case in point, and the Committee strongly urged that much more should be done to protect officers when they work in high risk spaces. The Committee noted that it made such a recommendation in its 2017 Budget Review and Recommendation Report and that it had not been implemented and there was no indicator in the APP. These protection measures include the use of body-worn cameras and CCTV in all police stations.

Performance Targets and Solving Crime

The Committee for the second year expressed its dissatisfaction with the low performance targets for some of the programmes of the SAPS. Some of the targets which were removed from the APP in the last financial year (2017/18) was returned to the APP, but others were not linked to the MTSF. In particular, the Committee noted that the reduction of serious crime by 2% was disappointing and suggested that the SAPS linked was not serious about fighting crime. The members of the Committee were not impressed by the fact that the SAPS could not make a serious dent in crime if it had such low targets. In particular, members raised their concerns about the fact that the SAPS Detective Services programme was not attaining their targets. In many of the Detective Services targets, where the target was not attained in 2017/18 financial year, was maintained in the 2018/19 APP. The Department agreed that the question of low targets and the attainment thereof is driven by available resources.

Technical Indicator Description Document

The Committee was pleased to be able to receive the Technical Indicator Description document from the SAPS prior to the hearings. The Committee noted that it assisted with the analysis of the APP document.

SAPS ICT: The Minister informed the Committee that he saw Cybercrime as one of the key priorities in the coming year. He noted that as far as CCTV cameras were concerned, there was a problem with the environmental design of many of the communities the SAPS have to police. The design of the communities does not make it conducive for CCTV cameras and that he will be addressing this with local government. Despite this, the Committee maintained that it required the SAPS to comply to provide body-worn cameras to the front-line police officers and CCTV cameras inside the police station.

SCM ICT Contract Management

The Committee noted that certain contracts was causing problems in the ICT environment such as the FDA forensic and technology contracts which was worth over R4 billion. The Committee required assurances that the SCM is above reproach when it comes to making sure the process of awarding contracts is not compromised. The Committee noted that in view of the value of the contracts, the National Treasury should as a rule be involved in the Bid Evaluation Committee. The Committee also wanted to know what the policy is when it comes to doing business with the Department, especially if it is former employees of the Department. The SAPS agreed with the Committee and they indicated that there is a policy gap in relation to former employees doing business with the Department, which they intend to close.

The SAPS indicated that there were certain suppliers who kept information from the state during contract negotiations and that this compromised the security of the state. As a result, an investigation was underway into the FDA contract. The Department was not paying the suppliers in view of the investigation which was underway.

Cyber-Crime

A cyber-crime policy was being developed by the State Security Agency (SSA). The SAPS was not effectively using technology to assist in the fight against crime. Cyber-crime was one of the biggest problems facing the country and the Committee when it wanted to know how prepared the SAPS was when it came to countering cyber-crime, through crime intelligence and effective investigations and advice to victims of cyber-crime. The Committee once again expressed its concern with the Cyber-crime policy development process and urged the SAPS to train its members on cyber-crime. The Department indicated that it was recruiting IT specialists in order to manage the process. The State Security Agency is setting up the National Cyber-crime centre and SAPS will have personnel operating from there. The Department have trained 1612 members in electronic crime related to cybercrime and the analysis of seized items. A further 72 members were trained on sexual related cyber-crime in France, while another 833 members will be trained in the coming financial year.

Public Trust in the Police

The Committee noted that during the submissions from policing NGOs and trade unions that there was a public trust gap between the police and the communities they are meant to police. The Committee was concerned that this lack of trust and confidence in the police led to a lack of morale on the members of the police. The number of suicides in the police was also raised as a concern in this respect. The SAPS noted that it had commissioned an internal climate survey to ascertain the depth of the problem. In addition, the Department indicated that it has proactive and reactive programmes, and have made it mandatory for members in specialised units to subjects themselves to mandatory briefing monthly. The SAPS noted that they are using the Service Charter to build trust in the community and they have also invested in organising a Youth Crime Prevention Summit in order to develop a Youth Crime Prevention Strategy. In addition, the Minister was using his roadshows to build community trust and confidence.

Building Community Policing

The role and functions of the community police forums(CPFs) as a support to the police to fight crime was raised by the Committee. The Committee wanted to know what efforts were underway to support the work of the CPFs. The Minister responded by pointing out that the CPFs appeared to have lost their way. As far as he was concerned, there needs to a fresh start as it appears that it lost the initial understanding of its role. Some of the CPFs have started to fight the police while others were still monitoring the police. The Minister indicated that he was unsure if training was still provided to the CPFs. He stated that some of the communities have retreated from becoming involved with the police. In his view, the CPFs have been let down by not being resourced. He stressed that all CPFs should be vetted and that the SAPS cannot do without the CPFs. The Committee noted that there should be one policy in this respect as different provinces were doing different things.

Sexual Abuse of female police members

The Committee noted that it was getting increasing numbers of complaints from female members of the police service noting they were being harassed by male members. Different members lamented the fact that some members complained about sex-for-rank promotions. In particular, the KwaZulu-Natal province has seen a few complaints from female members being subjected to intimidation, abuse and in some cases, harassment and sexual abuse.

The Committee urged the SAPS to immediately address these cases as it had the potential to seriously undermine public confidence and trust in the police. The Department responded by indicating that where there had been such cases, they have been dealt with. There were limited cases where the complainants did not provide all the details and investigations into the allegations were launched by the Deputy National Commissioner for Human Resources.

Organisational Restructuring Review

The Committee was informed that the National Commissioner has commissioned a review of the police structure with a view of making it more effective in the fight against crime. The SAPS will meet with the trade unions to consider the plan and get their buy-in. He is also consulting the PSA and the SSSBC. The Regional Commissioners will be aligned to a permanent structure; certain stations will be graded to that of major-general level. It was agreed that there were still stations graded at the level of Captain while the minimum rank is that of Lieutenant – Colonel, which is the minimum rank required for that of a station commander. The proposed changes will have consequences for the cluster structures.

Detectives Performance

The Portfolio Committee members once again questioned the low targets for the crime detection rates. The Committee raised questions about the training and the experience of detectives and whether the SAPS were making progress in the investigation of crime. As far as the investigation of crime was concerned, the case of Senzo Meyiwa was raised by the Committee to illustrate the fact that the SAPS were not taking high profile matters seriously. Members also questioned the fact that one of the alleged hitmen (a police officer) in the Glebelands hostel had hired one of the most expensive lawyers to defend him in his murder trial. The Committee Members wanted to know if the SAPS was continuing to pay the salaries of such individuals who have allegedly committed crime. The Department responded by stating that they had not paid the salaries of such members and the National Commissioner pledged not to continue the practise where members were paid salaries when they were suspended for serious crime. The Department responded by stating that they would not let the target for the investigation of serious crime slip below 2% and that there had been new developments in the Senzo Meyiwa investigation.

Crime Intelligence

The Committee was briefed by the new Divisional Commissioner for Crime Intelligence on plans to turn around the Division. The Committee welcomed his approach and emphasised that it was interested in how he intended to turn around the dysfunctional Division. It was pointed out that it was the first time in six years that the SAPS had a permanent Head of Crime Intelligence and that there was a lot of expectation on the leadership to make Crime Intelligence the centre of its crime prevention strategy. The Department responded that there was a handover process which would allow the Divisional Commissioner to assess the strengths and weaknesses of the Division. Members pointed out that the areas that required urgent intervention included cronyism of the previous leadership, working with counter-intelligence, re-aligning and reassigning staff, reviewing the appointments of family members of former members and developing intelligence on the growing cash-in-transit robberies. Members wanted to see a return of crime intelligence at station level and noted that it was ineffective at cluster level.

Protection and Security Services Accommodation

The Committee asked for an update and progress report with respect to accommodation for VIP protectors in the Free State and the overtime payments to protectors in the Northern Cape. The Commissioner indicated that he had given an order for the protectors to be moved in the Free State and that it would be implemented. There will also be a report provided to the Committee about any further developments.

The Committee indicated that it wanted assurances that no further incidents of abuse of VIP protectors by political principals were allowed to continue. The Commissioner reported that he was considering shifting the accountability for the VIP Protection Division to the Secret Service so that while it would still be part of the SAPS, it would account to a different body. There are security implications to moving the Division and the Committee would be briefed if any decision to relocate the Division.

The Commissioner also reported that there were no incidents of attacks on the public by the VIP Protection services personnel and no accidents for the 2017/18 financial year.

National Key Points

The Committee discussed the increase in National Key Points and the fact that that only 51% of strategic installations had been audited. Members were also concerned about the increase in the budget of the programme and questioned the reason for the increased budget. The SAPS responded by indicating that there were 11 Presidential National Key Points. This was so because it involved former Presidents and Deputy-Presidents and spouses. The number has increased over the last few years.

Provincial Commissioner for KwaZulu-Natal

The Committee questioned whether the SAPS was paying for the legal services of the suspended Provincial Commissioner for the KwaZulu-Natal province. The SAPS responded by stating that they were not paying for such legal services.

Directorate for Priority Crimes Investigation (DPCI)

The Committee again raised a number of issues relating to the DPCI especially with respect to trust and governance of the DPCI. The Committee was very clear that it was concerned that the DPCI was not effectively dealing with organised and serious crimes with respect to levels 4-5 on the criminal value chain.

The issues of the rhino horn poaching, organised crime, illegal mining and state capture were issues in the public domain that required the full attention of the DPCI. The Committee wanted to know if additional resources were going to be given to the DPCI to investigate the state capture cases. The Committee also asked the Department to provide a liaison person to follow up on the 1165 cases of corruption that was reported by Corruption Watch.

The Committee was informed as part of the Minister of Finance’s responses to the Portfolio Committee recommendations, that the matter of the DPCI as a separate Vote would require a legislative amendment to the SAPS Act (68 of 1995).

6. RECOMMENDATIONS AND ADDITIONAL INFORMATION: SAPS

The Committee requested additional information (within six months) through written responses and reports to supplement the information gathered during hearings on the 2018/19 Annual Performance Plan and 2018/19 Budget of the Department of Police:

6.1 Administrative information

The SAPS should make available its review reports on the following areas:

The Police Safety Strategy review;
Details of the Root Cause Analysis Research Centre;
A copy of the revised MOU with Community Police Forums;
Details of lifestyle audits conducted and outcomes;
Details of the budget allocation for the 66 000 promotions in the department and the funding source;
A comprehensive report on the FDA matter;
A copy of the reviewed performance management strategy;
A copy of the total review of the technological requirement for policing;
A copy of the Cost of Policing study;
A copy of the work-study report on the restructuring of the pyramid structure of the SAPS; and
A copy of the reviewed cluster concept report.

The Committee includes it budget and performance recommendations below.

6.2 Recommendations

The Committee made the following recommendations in terms of the 2018/19 Annual Performance Plan, Strategic Plan (2014-2019) and Budget of the Department of Police:

6.2.1 Budget Recommendations

The Committee recommends that the Department makes provision for an increase in the budget with respect to the promotions of SAPS members who qualify for promotion.
The Committee recommends that the Department should review the service provider for the delivery of the new generation Nyalas for the policing of Public Order events with the allocation on Public Order.
The Committee recommends that the SAPS reviews and determines the costs of the NDP recommendations implemented by the SAPS.

6.2.2 Performance Based Recommendations:

APP Targets

The Committee recommends that the Department aligns all its outstanding APP targets not aligned to the MTSF in order for SAPS to meet the objectives of the NDP.
The Committee recommends that the SAPS reviews all the low targets in all five programmes and insert the new targets in the 2019/20 APP.
The Committee recommends that the SAPS prepares a professional strategic plan for 2020/21 – 2025/26 taking service delivery and policing in the 21st century into account.
The Committee recommends that the SAPS prepares alternative measures for the loss of 3000 personnel on the staff establishment over the medium term by including existing reservists, auxillary members, neighbourhood watch members, CPF members and the private sector.
The Committee recommends that the SAPS reviews all targets in all its programmes including those not attained and those whose targets are too low and align it with the MTSF. A special effort must be made to deal with the Detective Programme with respect to trial-ready dockets and the investigation of serious crime.
The Committee commends the SAPS management for including the Technical Indicator Descriptor document in its presentation to the Committee prior to the Annual Budget hearings and recommends that this practise should be continued.
The Committee recommends that the SAPS completes all outstanding audits and evaluations of National Key Points.

Police Budget

The Committee recommends that the SAPS consult with police trade unions, civil society and the public when compiling its Annual Budget.

National Development Plan (NDP)

The Committee recommends that the SAPS implements the NDP recommendations and continue preparation for the implementation of the National Police Board.

Police Safety

The Committee recommends that CCTV cameras are installed at all police stations.
The Committee recommends that all frontline officers are provided with body-worn cameras before the end of the financial year.
The Committee recommends that the Department takes urgent steps to prevent police officers being killed in the line of duty by issuing them with relevant equipment, changing support protocols and undertaking studies to reduce police deaths.
The SAPS must implement physical security measures at all police stations including fencing, public access control and other relevant protection measures. These measures should not limit public access to the police station.

Public Trust and Community Policing

The Committee recommends that the SAPS, together with the Civilian Secretariat for Police Services develop a Public Education Campaign to build public trust in the police.
The Committee recommends that the SAPS engages the Civilian Secretariat for Police Services to support the Community Police Forums through capacity building and training programmes.

Police Corruption and Lifestyle Audits

The Committee recommends that the SAPS implements lifestyle audits on its senior management with special emphasis on supply chain management and cascade it to provincial and station level managers before the end of the financial year. The SAPS must provide the Committee with quarterly reports in this regard.
The Committee recommends that the SAPS takes urgent measures to reduce the escalation of corruption in its ranks by dealing with the 1165 cases of corruption reported by Corruption Watch.
The Committee recommends that that the National Commissioner engages with the IPID in order that SAPS members comply with their obligations in terms of the IPID Act and prescripts to ensure compliance.
The Committee recommends that the Supply Chain Management ICT contract management environment should be audited by an independent forensic auditor with a view to minimising risks. Criminal and departmental sanctions should be instituted where officials have engaged in wrongdoing. The SAPS should provide the Committee with quarterly reports on the forensic investigation (s) in this regard.

Cyber-Crime and Organisational Restructuring

The Committee recommends that the SAPS continue to train its officials in cyber-crime together with the Civilian Secretariat. Together they should fully participate in the development of the Integrated Cyber-Crime Strategy and policy development, keeping up with international standards and trends.
The Committee recommends that the SAPS keep the Committee abreast of any progress with the organisational restructuring proposed and provide quarterly reports to the Committee on progress.

POPS and Crime Intelligence

The Committee recommends that the SAPS provides crime intelligence services at station level and provides quarterly reports on the turnaround status.
The Committee supports the changes to vetting classification for SAPS officers. The Committee recommends that the SAPS provide it with a full report on the updated implementation plan for the establishment of new POPS units including the reserve units.

Directorate for Priority Crime Investigation

The Committee recommends that the DPCI reviews its performance targets and focusses exclusively on levels 4-5 of the criminal value chain.
The Committee further recommends that the DPCI compiles a budget for the two new units and make a submission through the accounting officer, to National Treasury and Parliament.
The Committee recommends that the DPCI finalise their organisational structure and budget analysis review in terms of relevant technology required to fulfill its mandate.

6.3 Conclusion

The Portfolio Committee on Police notes that the previous vacancy of the National Police Commissioner had affected public confidence in, and the performance of the police. The fact that the National Commissioner and a new management team had been put in place within the top echelons of the organisation, provides the police with an opportunity to address its challenges. Corruption and reports of corruption has also affected the morale and moral authority of rank and file members of the SAPS and the public and this should be tackled with vigour from the Executive Authority.

Throughout the 2018/19 APP hearings, the recurring theme were continuing allegations of high-level corruption and a decline in performance targets. The Committee supports the new turnaround vision of the National Commissioner with a view to returning policing to its rightful role of protecting citizens from crime. This new vision requires that the SAPS recommits to command-and-control and discipline in its ranks in order to strengthen public trust and reduce crime.

The Committee will continue to monitor the SAPS implementation of its APP and Strategic Plan together with its budget spending in this regard. The Portfolio Committee on Police supports the budget of the Department of Police for 2018/19 and recommends that the Budget Vote 23 be adopted.

The Democratic Alliance reserved its right to support or not to support the Budget Vote.

Report to be considered.

Documents

No related documents

ATC180509: Report of the Portfolio Committee on Police on the 2018/19 Budget Vote 23, Annual Performance Plan (App) of the Department of Police (Saps), dated 9 May 2018

Police

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