ATC210514: Report of the Portfolio Committee on Police on the 2021/22 Budget Vote 28, Annual Performance Plan (App) of the Department Of Police (Saps), Dated 12 May 2021

Police

REPORT OF THE PORTFOLIO COMMITTEE ON POLICE ON THE 2021/22 BUDGET VOTE 28, ANNUAL PERFORMANCE PLAN (APP) OF THE DEPARTMENT OF POLICE (SAPS), DATED 12 MAY 2021.

The Portfolio Committee on Police examined the Budget Vote of the Police (Vote 28) for the 2021/22 financial year, as well as the projections of the Medium-Term Expenditure Framework (MTEF) for 2020-2024, which were included in the Estimates of National Expenditure (ENE) 2019. The budget was examined in conjunction with the Annual Performance Plan 2021/22 and the Strategic Plan (2020-2025). The Committee reports as follows:

INTRODUCTION

Structure

The Report provides an overview of the 2021/22 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: Strategic Priorities of the Department of Police for the 2021/22 financial year. This section highlights the strategic focus areas for the Department of Police for the year under review.
Section 3: SAPS Budget and Performance targets for 2021/22. 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 2021/22 financial year. This section also provides a programme analysis of the Department.
Section 4: 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 2021/22 budget hearings and subsequent responses by the Department of Police.
Section 5: Recommendations and additional information. This section summarises the recommendations made by the Portfolio Committee on Police, as well as the additional information requested from the Department of Police.

1.2 Meetings Held

The Committee met on 4 and 5 May 2021 to consider the SAPS APP and Budget. The meeting was held on a virtual platform and due to the shortened time of virtual meetings, the Committee was unable to invite any civil society and trade union organisations to make presentations on the budget of the SAPS as is usually done.

2.1 State of the Nation priorities

In his State of the Nation address in February 2021, the President emphasised four key priorities for the state: First, he emphasised that the country should defeat the coronavirus pandemic. Secondly, the economic recovery of South Africa should be accelerated. Thirdly, economic reforms to create sustainable jobs and drive inclusive growth must be implemented. Lastly, the fight against corruption must intensified to strengthen the State.

Corruption: The fight against corruption and strengthening the state was identified by the President as one of the four overriding priorities of 2021. He further stated that the testimony at the Zondo Commission of Inquiry has shown how corruption has compromised and weakened the criminal justice system. Over the past three years, efforts have been made to turn around law enforcement bodies including improved cooperation and sharing of resources between respective law enforcement agencies, enabling a more integrated approach to investigations and prosecutions.

The President noted that he would shortly begin appointing members of the National Anti-Corruption Advisory Council, which is a multi-sectoral body that will oversee the initial implementation of the National Anti-Corruption Strategy and the establishment of an independent statutory anti-corruption body that reports to Parliament.

The Portfolio Committee has received a briefing on the collaborative approaches by the Criminal Justice System to fight corruption by sharing resources through the newly created Fusion Centre.The President indicated that there has been progress with regard to turning around law enforcement agencies and that critical leadership positions have been filled with capable, experienced and trustworthy professionals. In this regard, the Fusion Centre has brought many cases to trial and preserved or recovered millions of rand in public funds.

Crime and violence: The President stated, “Crime and violence continues to undermine people’s sense of safety and security” and that tackling crime is central to the success of South Africa’s recovery from the Covid-19 pandemic.

Gender based violence: The President repeated his focus on ending gender-based violence as a key priority. He indicated that he has launched the National Strategic Plan on Gender-Based Violence and Femicide in April last year and that Government has made efforts to strengthen the criminal justice system to prevent women from being traumatised again, and to ensure that perpetrators face justice. As part of this initiative, Government has introduced three key pieces of legislation in Parliament last year to realise effective change in combatting gender-based violence.

The President further stated that Government is making progress in reducing the backlog of gender-based violence cases and that Government continues to provide care and support to survivors of gender-based violence. To support these initiatives, the President announced that Government has allocated approximately R12 billion to implement thevarious components of the National Strategic Plan on Gender-Based Violence over the 2021/22 medium-term.

Economic crimes: The President stated that crimes like cable theft, railway infrastructure vandalism, land invasions, construction site disruptions and attacks on truck drivers hamper economic activity and discourage investment. The President noted that Government has set up task teams in a number of provinces to deal with extortion and violence on sites of economic activity.

2.2 National Development Plan

The Constitution of the Republic of South Africa envisages a public service that is professional, accountable and developmental-orientated. The National Development Plan outlines specific steps that need to be taken to promote the values and principles of public administration in terms of section 195 of the Constitution and build an efficient, effective and developmental oriented public service. The NDP further places particular emphasis on the need to improve the quality on implementation of policies and programmes. This require improvements in medium- and short-term planning, as well as a sustained focus on improving performance. The NDP states that government’s ability to achieve its developmental objectives require the building of safer communities (Chapter 12), promoting accountability and fighting corruption (Chapter 14) and transforming society and uniting the country (Chapter 15). Chapters 12, 14 and 15 of the NDP have identified the following sub-outcomes which must be met to achieve the vision 2030 which are as follows:

Strengthen the criminal justice system;
Make the police service professional;
Demilitarise the police;
Increase rehabilitation of prisoners and reducing recidivism;
Build safety using an integrated approach; and
Increase community participation in safety.

There are nine years before the end of the 2030 deadline for reaching these goals and the SAPS should consider how far the Department have come in the face of all the crises it has faced such as the Marikana massacre, the killing of protestors and the failure of the implementation of other goals laid out in the NDP.

2.3 Medium Term Strategic Framework (2019-2024)

The Medium Term Strategic Framework (MTSF) (2019-2024) is the second government strategic framework for delivery to the people of South Africa. The delivery mechanisms and the programmes of government is brought together in the implementation of the MTSF of the National Development Plan (NDP) which has nine remaining years left to 2030.

The MTSF (2019-2024) provides for seven key priorities:

Priority 1: Building a capable, ethical and developmental state;
Priority 2: Economic transformation and job creation;
Priority 3: Education, skills and health;
Priority 4: Consolidating the social wage through reliable and quality basic services;
Priority 5: Spatial integration, human settlements and local government;
Priority 6: Social cohesion and safe communities; and
Priority 7: A better Africa and world.

Of the MTSF specific outcomes, 20 are aligned to the United Nations (UN) Sustainable Development Goals (SDGs) and the African Union (AU) Agenda 2063 goals and priority areas. The MTSF provides that within the next ten years, progress will be made in tackling poverty, unemployment, and inequality. A fundamental goal is that violent crime will be halved.

Priority 6 links Social Cohesion and Safe Communities and suggest that achieving social cohesion and safe communities requires strengthening of criminal justice platforms, police services and community participation in public policing. This cannot be achieved without improving trust in our public sector and its institutions.

The 2021/22 SAPS APP and 2020-2025 Strategic Plan are closely aligned to the 2019-2024 MTSF and include various performance indicators required by the MTSF. In the Minister’s Foreword, he places emphasis on the value of cohesive efforts from a society-wide approach to achieve social cohesion and safe communities and acknowledges that the MTSF is a stepping-stone towards the achievement of the NDP. To realise increased police visibility, the SAPS launched the Royal Police Reserve in December 2020, and continued the implementation of the Traditional Policing and Community-in-Blue Concepts, together with the Safer Cities Framework. The SAPS believe that these initiatives will contribute to the reduction of contact crime, particularly crimes against women and children.

2.3.1 Selected MTSF targets

The MTSF has the following selected targets for 2019-2024:

Monitoring Framework: Corruption

Table 1: 2024 IMPACT: IMPROVED INVESTOR PERCEPTION (CONFIDENCE)

Outcomes

Indicator

Target

Outputs

Targets

Improvement in Corruption Perception

Index rating

Improved Transparency

International

ranking

Improvement in Corruption Perception

Index ranking by 5 (to

68/100)

Reduced levels of fraud and

corruption in the private and

public sectors

70% conviction rate

for serious fraud and

corruption in the

private sectors

Reduced organised crime

Percentage of identified organised

crime groups/ syndicates neutralised

90% of identified

Organised crime groups/ syndicates

neutralised.

Reduce drug

syndicates through

the implementation

of the Narcotics

Intervention

Strategy and the

revised National

Drug Master Plan

90% identified

drug syndicates

neutralised with

arrests

OUTCOME

REDUCED ORGANISED CRIME

Intervention

Resourcing

(MTEF Budget

Allocation)

Contribution by DFIs, SOEs and public entities

Human capital,

skills and

technology

requirements

Spatial planning

reference and

spatial action

area in terms of the NSDF, PSDF and SDF

Reduce drug

syndicates through the implementation of the Narcotics Intervention

Strategy and the revised National Drug Master Plan

DPCI:

Financial implication –

R 96 756 million.

Detective Service:

Please refer to

(Intervention: Reduce

levels of contact crime

above).

Parliament and

Parliamentary

Committees

Personnel – 2 669

Infrastructure

– dedicated

infrastructure

required

Personnel – 551

(21 additional

FCS Units over

the short-term

and 164 over the

medium to long

term)

National –

Planning

direction,

policy,

standards,

partnerships,

resourcing

and corrective

action

Reduce the levels of

serious organised crime

through the successful

closure of serious

organised crime project

investigations

To be determined

Reduction of organised

criminal groups

and gangs (incl.

implementation of the

National Anti-Gang

Strategy)

To be determined

OUTCOME

Increased feelings of safety in communities

Intervention

Resourcing

(MTEF Budget

Allocation)

Contribution by DFIs, SOEs and public entities

Human capital,

skills and

technology

requirements

Spatial planning

reference and

spatial action

area in terms of the NSDF, PSDF and SDF

Reduce levels of

contact crime

Financial implication:

SAPS Personnel: R2.351 billion (MTEF)

Financial implication:

SAPS new police stations:

R1 billion (MTEF)

Financial implication:

NPA capacity for critical

posts R285 412 million

Aspirant Prosecutors’

Programme

R 245.3 million

Parliament and

Parliamentary

Committees

PSIRA

PRASA

Personnel – Capacitating

existing police stations:

50 959

Personnel – Capacitating

new police stations – 576

Infrastructure – 25 police stations

Personnel – 551 (21

additional FCS Units over the short-term and 164 over the medium-to-long

term) SAPS, NPA, DoJ&CD, Legal Aid SA

Ensure that CJS role

players are adequately resourced to implement Sexual Offences and Related Matters Act

National – Planning

direction, policy,

standards, partnerships,

resourcing and

corrective action

Reduction in

violence against

women

To be determined

Reduction in

violence against

children

To be determined

National – Planning

direction, policy,

standards,

partnerships,

resourcing and

corrective action

OUTPUT:

REDUCE ORGANISED CRIME

2024 IMPACT: ALL PEOPLE IN SOUTH AFRICA ARE SAFE

Outcomes

Indicator

Target

Outputs

Targets

Reduced

organised crime

Percentage

of identified

organised

crime groups/

syndicates

neutralised

90% of

identified

organised

crime groups/

syndicates

neutralised.

Reduce drug

syndicates through

the implementation

of the Narcotics

Intervention

Strategy and the

revised National

Drug Master Plan

90% identified

drug syndicates

neutralised with

arrests

OUTPUT:

INCREASED FEELINGS OF SAFETY IN COMMUNITIES

Increased

feelings of

safety in communities

Percentage increase

in households who

felt safe walking

alone in their areas

of residence during

the day (SATSSA)

10% increase in

percentage of

households who

felt safe walking

alone in their areas

of residence during

the day

Reduction in levels of

contact crime

Reduce

by 6.7%

(Reduce

by 112 157

crimes in

2019/20)

per annum1

Source: MTSF 2019-2024

2.4 Ministerial Priorities

In terms of the 2020/21 APP, the Minister has emphasised the following strategic priorities:

The establishment of a capable, ethical and developmental state;
Social cohesion and safe communities;
COVID-19 pandemic has accentuated the role that is required of the SAPS in ensuring that government policy, which is aimed at securingand protecting the people of this country, is implemented;
Crime and its associated violence against women, in particular, will not be tolerated by this Ministry.
The SAPS will integrate and fast-track SAPS’ efforts with all stakeholders through its Gender-based Violence Action Plan, in support of the GBVF National Strategic Plan;
Unblocking of hindrances to service delivery by the SAPS and to avail the support that is required by police officers in the frontlines; and
The identification, analysis and constructive addressing of specific service delivery-related challenges and encompasses both the operational and support environments within the SAPS.

2.5 SAPS Priorities

The SAPS has listed its priorities for 2021/22 in the APP as follows:

Enhancing community safety: The Department “has recognised community safety as integral to creating a safe and secure environment that is conducive to social and economic stability, and supporting a better life for all.” The Department will continue its focus on community participation initiative in crime prevention and focus on the effective functioning of Community Policing Forums (CPFs).

Reducing violence against women and children: The Department will target detection rates of 75 per cent and 70 per cent for crimes against women and children, respectively. According to the Department, it will enhance the detective capacity, improve forensic support and optimise the implementation of the integrated criminal justice strategy.

Targeting fraud and corruption: The Department will target fraud and corruption in the public and private sectors through “responsive investigations” that will be facilitated through specialised cybercrime investigative capabilities. The Departments aims to maintain an annual conviction rate of 70 per cent for cases relating to serious fraud and corruption.

Mitigating the impact of baseline reductions: The SAPS indicated that the Department will “explore alternatives to how it renders services in communities” in an effort to mitigate the impact of baseline reductions. This will include increasing the capacity of police stations; redirecting resources towards increasing police visibility; improving access to policing services; and enhancing frontline service delivery. This will be realised through the recruitment of entry-level officers and redeploying senior officers to stabilise areas with high levels of crime. In addition, the Department will continue to conduct virtual meetings that will reduce expenditure on related spending items to ensure that the budget is sufficient.

2.6 Directorate for Priority Crime Investigation

The Directorate for Priority Crime Investigation (DPCI) (commonly known as the Hawks), has also listed their priorities in the 2021/22 APP which includes the following areas:

Continued investigations of COVID 19 related cases (Solidarity Fund);
Truth and Reconciliation Cases;
Clean Audits focusing on Municipalities;
Expediting the recruitment process in order to capacitate the DPCI;
Acquiring of suitable accommodation for the DPCI;
Procuring of Information Technology/Modernisation of systems; and
Expanding on Training.

2.7 Organisational environment

2.7.1 Leadership

The SAPS is bedevilled by a number of leadership issues that directly affects the ability of the Department to manage the crime problem effectively. Some of the key issues related to the leadership and management facing legal challenges and battles affecting the senior managers of the Department.

The suspension of the senior management of the Crime Intelligence Programme and the uncertainty of their subsequent re-instatement, particularly the Divisional Commissioner for Crime Intelligence has unleashed what has been called a “War of Generals” in the SAPS. Different court cases have beset the National Commissioner with regard to following procedures in the matter between the National Commissioner and the Divisional Commissioner for Crime Intelligence. Since the suspension and the subsequent court case, the Divisional Commissioner has been moved into the position of Divisional Commissioner for the Police Inspectorate. The suspension has been contested by the Minister of Police.

The National Commissioner and two deputies is currently facing a court judgement related to the purchase of a communications interception device called a ‘grabber’. The judgement relates to the fact that the National Commissioner and his and the two deputies’ refusal to provide the IPID with the necessary documentation surrounding the purchase of the ‘grabber’ which they claimed was classified. It necessitated the IPID approaching the court for relief. The Court instructed the national Commissioner to hand over the documents to the IPID.

Structural changes to the top leadership of the SAPS has been announced by the National Commissioner, but during the hearings, the Committee questioned why the restructuring plans was not first presented to the Committee. It has since come to light that the Minister has not supported the appointments.

The dispute between the Minister and the Commissioner has the net consequence of creating tensions between the SAPS Command and the Executive Authority and a loss of public confidence in the SAPS leadership.

2.7.1 COVID-19 Pandemic

The President announced a lockdown of the nation on 23 March 2020 in order to prevent further infections of and spread of the Covid-19 (Corona) virus. The lockdown took effect on 26 March 2020. The terms of the lockdown period were declared in terms of the Disaster Management Act (57 of 2002), and the Regulations provides that the South African Police Service (SAPS) is supported by the South African National Defence Force (SANDF) and the Metro Police during the period of the lockdown. The lockdown regulations have been amended a number of times and the country has been placed on different lockdown levels.

At the time of adopting this report, the country is on lockdown level one.

The policing environment has been adversely affected by the COVID-19 pandemic with devastating consequences. As at 31 March 2021, the SAPS had approximately 28741 confirmed COVID-19 cases involving SAPS members and 598 fatalities. There have been 27991 recoveries with 152 active cases with 67 members hospitalised. The DPCI has 488 cases of members being infected. The pandemic has cut across all four departments the Portfolio Committee has oversight over.

2.8 Internal Governance Environment

2.8.1 Gender Based Violence

The SAPS is one of the Departments that has to account for its role and resources towards the implementation of the GBV&F National Action Plan. The SAPS budget must speak to the Action Plan and the Committee should ask the SAPS to provide the budget and its breakdown provincially towards fighting gender based violence and femicide.

There have been reports from civil society organisations that the SAPS is not placing GBV&F squarely at the centre-point of its interventions, particularly at station level.

The Committee had asked the SAPS to provide its implementation plan on the National Emergency Action Plan on gender based violence and femicide and the National Strategic Plan on gender based violence and femicide. In addition, the Parliamentary Cluster on Security and Justice must have joint meetings with all committees responsible for the oversight of the implementation of the National Strategic Framework on GBV&F.

The IPID must also provide key statistics of its interventions and reporting on the GBV&F, domestic violence and crimes against children and how the SAPS have, at station level, implemented the Domestic Violence Act.

2.8.2 Central Firearm Registry (CFR)

The Central Firearms Registry (CFR) have become dysfunctional in the management and implementation of the Firearms Control Act. The Committee has received several complaints from firearm applicants and owners that there is a complete breakdown of communication between the SAPS and the Firearm Owners Associations.

In addition, it appears that the designated firearms officers at the Firearms, Liquor and Alcohol and Second Hand Good (FLASH) units at station, provincial and national level are not providing the same instructions to firearm owners and applicants for firearm licenses. While the SAPS have extended the period to process a firearm license from 90 days (as stipulated in the Firearms Control Act, to 120 days, even this deadline is not being honoured. The licensing software called the Firearm Permit System appears to be part of the dispute between the SAPS and the FDA company.

The Chairperson recently held a meeting with Firearm Owners, Ammunition dealers and Hunting Association and numerous complaints were made against the SAPS management of the CFR. There have been several legal cases that was won against the SAPS and the Committee has asked that the SAPS provide it with a list of the last ten court cases together with its implementation of the court orders. This is after the firearms stakeholders informed that the SAPS was not implementing court orders.

2.8.3 Forensic Sciences Laboratory and DNA Analysis

The Forensic Sciences Laboratory (FSL) has been a source of major discontent amongst victims of crime. The FSL has not been able to effectively deal with its backlogs of processing DNA samples as a result of the shortage of chemicals available to the FSL. The DNA backlog of cases stood at 117 738 cases as at the last meeting between the Portfolio Committee and the SAPS.

The SAPS reported that the processing and analysis of DNA samples from the Eastern Cape were being supported by the Western Cape province. The SAPS used the Forensic Data Analysis (FDA) software PCEM System, to manage and control (track and trace) case files and exhibits handed in for analysis at the SAPS Forensics Science Laboratory.

In its March 2021 report to the Portfolio Committee, the SAPS reported on the dispute with the Forensic Data Analysis (FDA) company and indicated that it was in the process of developing a new forensics exhibit management (FEM) data system with the State Information Technology Agency (SITA). The new system was to go live online on 6 April 2021.

In view of the budget increase of R250 million to the Division: Forensic Services, the Committee has agreed to examine whether the system is indeed working after newspaper reports that it is not working, and ascertain how the budget was spent.

The Committee decided that the SAPS should report on its court cases and the costs thereof in relation to the FSL processing DNA samples.

2.8.4 District Development Model

The District Development Model requires the SAPS to focus on the establishment of safe and secure communities and to collaborate with all spheres of Government in establishing an integrated planning, budgeting, implementation, reporting and monitoring process.

According to the SAPS, the Department will lead the following initiatives:

The identification of the Top 30 High Contact Crime Weight Stations will ensure a multidisciplinary approach to the significant reduction in the incidence of contact crime at the 30 police stations in the country, at which the majority of the incidents of contact crime are reported annually. The Top 30 High Contact Crime Weight Stations are identified annually, based on the analysis of reported contact crime during the preceding financial year.
The initiation of the Safer Cities Framework will ensure a collaborative approach by all relevant stakeholders in the public and privates sectors, using a technologically driven approach to integrating all efforts related to safety and security and service delivery.
The identified GBVF Hotspot Stations are based on the consideration of a number of variables, including, inter alia: the reported incidence of crimes against women, Domestic Violence and GBV-related calls received via the GBVF National Command Centre, the reported incidence of related cases reported to health facilities, and reported cases received by Kgomotso, Khuseleka and Thuthuzela Care Centres.
The Districts that will benefit from the establishment of a newly built police station.
Participate in the establishment of Community Safety Forums (CSFs) in all districts and metropolitan areas.

The SAPS will develop and implement a DDM Implementation Plan, within the context of its Departmental Annual Operational Plan (AOP), to structure the planning and budgeting integration during the 2020 to 2025 strategic period.

SAPS BUDGET AND PERFORMANCE TARGETS FOR 2021/22

The SAPS received a Main Appropriation of R96.3 billion in 2021/22, which is a nominal decrease of R3.2 billion or 3.2 per cent compared to the previous financial year. In real terms (inflation considered), the Department’s allocation decreased with R7 billion, or 7.12 per cent. The largest decrease is in the Department’s core service delivery programme, Visible Policing. This Programme’s appropriation decreased with R3.8 billion, or 7.24 per cent in nominal terms compared to the previous financial year. Considering inflation, the Programme’s appropriation decreased with R5.8 billion, or 10.98 per cent. Despite the decreased allocation, the Programme continues to receive more than half of the Department’s total 2021/22 budget allocation (51.4 per cent).

The Detective Services Programme received a Main Appropriation of R19.5 billion in 2021/22, which is a nominal decrease of 0.75 per cent and a real decrease of 4.75 per cent. The Crime Intelligence Programme’s 2020/21 allocation of R4.2 billion decreased with R88.6 million to a Main Appropriation of R4.1 billion in 2021/22, which is a nominal decrease of 2.11 per cent and a real decrease of 6.06 per cent. The Protection and Security Services Programme received a Main Appropriation of R3.2 billion in 2021/22, which is a nominal percentage decrease of 0.97 per cent and 4.96 per cent in real terms.

The Administration Programme is the only Departmental Budget Programme that received a slight increased allocation of R929.1 million in 2021/22 compared to the previous financial year. This is a nominal increase of 4.89 per cent and 0.66 per cent in real terms.

Table 2: SAPS Budget summary

Programme	Budget		Nominal Increase/ Decrease in 2021/22	Real Increase/Decrease in 2021/22	Nominal % change in 2021/2022	Real % change in 2021/2022
R million	2020/21	2020/21
Administration	19 007.0	19 007.0	929.1	125.5	4.89 per cent	0.66 per cent
Visible Policing	53 401.5	49 534.4	- 3 867.1	- 5 863.7	-7.24 per cent	-10.98 per cent
Detective Services	19 688.5	19 541.6	- 146.9	- 934.6	-0.75 per cent	-4.75 per cent
Crime Intelligence	4 200.1	4 111.5	- 88.6	- 254.3	-2.11 per cent	-6.06 per cent
Protection and Security Services	3 263.7	3 232.0	- 31.7	- 162.0	-0.97 per cent	-4.96 per cent
TOTAL	99 560.9	96 355.5	- 3 205.4	- 7 089.2	-3.2 per cent	-7.12 per cent

Source: National Treasury (2021)

The percent of total budget per Programme normally remains consistent across financial years, with only slight changes. However, in 2021/22, there were noticeable changes. The proportional allocation of the Administration Programme increased by 1.6 per cent, while the proportional allocation of the Visible Policing Programme decreased by 2.23 per cent in 2021/22 compared to the previous financial year. This is a significant shift away from the core service delivery programme of the Department and is largely attributed to a decrease in personnel expenditure.

Table 3: Changes in percent of total budget per Programme

Programme	Budget	Percent of total budget per programme	Budget	Percent of total budget per programme	Change in percent allocation
R million		2020/21		2021/22
Administration	19 007.0	19.09 per cent	19 936.1	20.69 per cent	1.60 per cent
Visible Policing	53 401.5	53.64 per cent	49 534.4	51.41 per cent	-2.23 per cent
Detective Services	19 688.5	19.78 per cent	19 541.6	20.28 per cent	0.51 per cent
Crime Intelligence	4 200.1	4.22 per cent	4 111.5	4.27 per cent	0.05 per cent
Protection and Security Services	3 263.7	3.28 per cent	3 232.0	3.35 per cent	0.08 per cent
TOTAL	99 560.9	100.00 per cent	96 355.5	100.00 per cent	0.00 per cent

Source: National Treasury (2021)

Expenditure per economic classification

In 2021/22, Current Payments comprise 95.03 per cent of the total Departmental budget, while Transfers and subsidies and Payments for capital assets comprise 1.38 per cent and 3.58 per cent, respectively. Expenditure on Current payments is expected to decrease by 1.2 per cent over the medium term, largely driven by a 0.4 per cent decrease in expenditure on Compensation of employees and a 4.4 per cent decrease on Goods and services.

Table 4: Budget summary per economic classification

	2021/22
Programmes R’ million	Total	Current payments	Transfers and subsidies	Payments for capital assets
Administration	19 936.1	17 894.9	697.0	1 344.3
Visible Policing	49 534.4	47 768.6	405.8	1 360.0
Detective Services	19 541.6	18 763.5	177.5	600.6
Crime Intelligence	4 111.5	4 009.6	42.0	59.9
Protection and Security Services	3 232.0	3 134.1	11.3	86.6
Total expenditure estimates	96 355.5	91 570.7	1 333.5	3 451.3
% of Total budget allocation	-	95.03%	1.38%	3.58%

Source: National Treasury (2021)

The substantial decrease in expenditure on Goods and services will be realised through savings on departmental events, catering, hiring and interprovincial traveling. These are due to COVID-19 lockdown restrictions. The savings will enable the Department to mitigate the impact of baseline reductions over the medium-term.

Personnel expenditure and fixed establishment

Compensation of employees accounts for 77.5 per cent (R225.9 billion) of the Department’s expenditure over the medium term. To remain within Government’s expenditure ceiling for Compensation of employees, the Department’s budget for this item is reduced by R35.8 billion over the medium term. Of this, R15.9 billion is in line with the decision not to implement the third year of the 2018 public sector wage agreement, and freezing salary increases for the next three years. Social benefits are expected to decrease with 12.0 per cent over the medium-term.

The number of personnel is expected to decrease from 181 344 in 2020/21 to 162 945 in 2023/24, due to natural attrition. Given the significant impact of the reductions on compensation of employees, non‐critical vacant posts will not be filled.

Table 5: Personnel numbers and cost over the medium term

Number of posts estimated for 31 March 2021 (Funded posts)		Actual		Revised estimate		Medium-term expenditure estimate						Ave. growth rate (%)	Ave. Salary level/ Total (%)
		2019/20		2020/21		2021/22		2022/23		2023/24		2020/21 - 2023/24
		Number	Cost	Number	Cost	Number	Cost	Number	Cost	Number	Cost
Programme 1	34,981	35,781	13,590.9	34,641	13,381.7	33,418	13,243.5	32,108	13,219.1	30,801	13,196.1	-3.8%	19.0%
Programme 2	94,798	97,598	39,719.9	93,253	39,324.7	89,754	39,013.5	85,863	39,013.3	82,015	39,012.2	-4.2%	50.9%
Programme 3	38,423	38,821	16,207.2	38,631	16,654.5	38,080	16,442.6	37,377	16,467.6	36,677	16,492.6	-1.7%	21.9%
Programme 4	8,762	8,590	3,817.5	8,373	3,812.7	8,040	3,735.2	7,874	3,735.1	7,676	3,732.8	-2.9%	4.6%
Programme 5	6,483	6,568	3,022.2	6,446	2,973.3	6,053	2,865.6	5,918	2,864.5	5,776	2,863.4	-3.6%	3.5%
Total	183,447	187,358	76,357.7	181,344	76,147.0	175,345	75,300.5	169,140	75,299.7	162,945	75,297.1	-3.5%	100.0%

Source: National Treasury (2021)

The table above shows that, over the medium-term, expenditure on Compensation of employees will decrease, on average, by 3.5 per cent. As the Visible Policing Programme receives the bulk of the Department’s budget, more than half of the total budget is allocated to it and it also shows the largest decrease over the medium-term (4.2 per cent decrease).

3.4 Budget allocation per Programme

3.4.1 Administration Programme

The purpose of the Administration Programme is to provide strategic leadership, management and support services to the South African Police Service.

The Administration Programme received a Main Appropriation of R19.9 billion in 2021/22, which is a nominal increase of 929.1 million or 4.9 per cent compared to the previous financial year. In real terms, the Programme’s Appropriation increased with 0.66 per cent. The Administration Programme is the only Programme that received an increased allocation in 2021/22. The increased allocation lies only in the Corporate Services sub-programme, which increased with 4.95 per cent from R18.8 billion in 2020/21 to R19.7 billion in 2021/22. The Ministry and Management sub-programmes’ allocations decreased with 2.34 per cent and 3.01 per cent, respectively.

Table 6: Administration Programme: Difference in 2012/21 and 2021/22 budget allocation

Sub-programme	Budget		Nominal Increase / Decrease in 2021/22	Real Increase / Decrease in 2021/22	Nominal % change in 2021/22	Real % change in 2021/22
R million	2020/21	2021/22
Sub-programme 1: Ministry	64.1	62.6	- 1.5	- 4.0	-2.34 per cent	-6.28 per cent
Sub-programme 2: Management	86.4	83.8	- 2.6	- 6.0	-3.01 per cent	-6.92 per cent
Sub-programme 3: Corporate Services	18 856.6	19 789.7	933.1	135.4	4.95 per cent	0.72 per cent
TOTAL	19 007.0	19 936.1	929.1	125.5	4.9 per cent	0.66 per cent

Source: National Treasury (2021)

The table below shows that the Corporate Services sub-programme receives almost the total budget of the Administration Programme at 99.27 per cent, while the Ministry and Management sub-programmes receive 0.31 per cent and 0.42 per cent of the total Programme budget, respectively.

Table 7: Percent of total Administration Programme budget per sub-programme

Sub-programme	Budget	Percent of total budget per programme	Budget	Percent of total budget per programme	Change in percent allocation
R’ million	2020/21		2021/22
Ministry	64.1	0.34 per cent	62.6	0.31 per cent	-0.02 per cent
Management	86.4	0.45 per cent	83.8	0.42 per cent	-0.03 per cent
Corporate Services	18 856.6	99.21 per cent	19 789.7	99.27 per cent	0.06 per cent
TOTAL	19 007.0	100.00 per cent	19 936.1	100.00 per cent	0.00 per cent

Source: National Treasury (2021)

In 2021/22, there were only slight changes in the percent allocation made towards the sub-programmes in the Administration Programme, compared to the previous financial year.

Expenditure on infrastructure

The budget for infrastructure development is derived from the Administration Programme’s budget. In 2021/22, R946.7 million is allocated for infrastructure development, including the construction and re-establishment of police stations, construction of living quarters and offices, repairs and renovation and improvements to shooting ranges.

The total project cost of these, from 2020/21 to 2023/24 is R3.4 billion, of which the largest portion lies in the construction of new and re-established police stations at R2.21 billion over the same period.

Table 8: Summary of expenditure on infrastructure

Programme	Project name	Service delivery outputs	Current project stage	Total project cost	Audited outcome	Adjusted appropriation	Medium-term expenditure estimate
R million					2019/20	2020/21	2021/22	2022/23	2023/24
Administration	Police stations	Construction of new and re-established police stations	On-going	2,216.9	464.0	221.0	649.3	658.8	687.8
Administration	Member and office accommodation	Construction of living quarters and offices	Construction	699.8	31.2	162.5	174.7	177.4	185.2
Administration	Small infrastructure projects	Repairs and renovation of infrastructure	Construction	218.9	0.5	50.8	54.6	55.5	57.9
Administration	Forensic science laboratory	Repairs and renovation of infrastructure	Hand over	2.2	–	0.5	0.6	0.6	0.6
Administration	Shooting ranges	Construction of facilities to improve shooting competency of police officers	Construction	244.4	16.3	56.7	61.0	62.0	64.7
Administration	Training facilities	Construction of facilities to improve police personnel capabilities	Construction	9.1	1.3	2.1	2.3	2.3	2.4
Administration	Mobile homes and storage facilities	Implementation of basic services for accommodation and storage	On-going	17.3	–	4.0	4.3	4.4	4.6
Detective Services	Network infrastructure	Installation of network infrastructure	Complete	–	–	–	–	–	–
Total	Total			3,408.4	513.3	497.7	946.7	960.9	1,003.2

The Department listed 20 infrastructure projects to be constructed over the medium-term (up to 2024) in their 2021/22 APP (pg. 79-80), to the total cost of R1.124 billion. The table provided by the Department provides the start date, completion date, estimated cost and expenditure for the current year. This table estimates a cost of R2.2 billion, thus there is a difference of R1.09 billion in the projects listed and the available funds stated by National Treasury.

The majority of projects were started in 2016 (7 stations), followed by 2014 (6 station), 2018 (3 stations) and 2015 (1 station) and 2020 (1 station).

Expenditure on infrastructure projects has been notoriously slow over the past financial years. In 2019/20, the Adjusted Appropriation was R870.6 million, of which R321.3 million was shifted during the adjustments period, leaving a Final Appropriation of R512.7 million, of which the Department spent 93.3 per cent at year-end. As at the end of December 2020 (2020/21 financial year), the Department recorded further underspending due to the closure of the construction industry during stages 4 and 5 of the national COVID-19 lockdown. As part of the 2020 Supplementary budget, the allocation made to infrastructure projects was decreased by R400 million (-44.55 per cent) from a Main Appropriation of R897.6 million to an Adjusted Appropriation of R497.6 million.

3.4.2 Visible Policing Programme

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

The Visible Policing Programme’s Main Appropriation is reduced significantly from R53.4 billion in 2020/21 to R49.5 billion in 2021/22. This is a nominal decrease of R3.8 billion (or 7.2 per cent) and a real decrease of R5.8 billion (or 10.98 per cent) and is largely in the Crime Prevention sub-programme. The sub-programme’s allocation is reduced from R42.1 billion in 2020/21 to R38.2 billion in 2021/22, which is a nominal decrease of R3.86 billion or 9.2 per cent and a real decrease of 12.86 per cent. The reduction is almost exclusively in Goods and services in that its allocation decreased by R3.51 billion in 2021/22 compared to the previous financial year.

Table 9: Visible Policing Programme: Difference in 2020/21 and 2021/22 budget allocation

Sub-programme	Budget		Nominal Increase / Decrease in 2021/22	Real Increase / Decrease in 2021/22	Nominal % change in 2021/22	Real % change in 2021/22
R million	2020/21	2021/22
Crime Prevention	42 165.2	38 285.8	- 3 879.4	- 5 422.6	-9.20 per cent	-12.86 per cent
Border Security	2 204.6	2 203.6	- 1.0	- 89.8	-0.05 per cent	-4.07 per cent
Specialised Interventions	4 555.8	4 533.8	- 22.0	- 204.7	-0.48 per cent	-4.49 per cent
Facilities	4 476.0	4 511.2	35.2	- 146.6	0.79 per cent	-3.28 per cent
TOTAL	53 401.5	49 534.4	- 3 867.1	- 5 863.7	-7.2 per cent	-10.98 per cent

Source: Treasury (2021)

The allocation for the Border Security, Specialised Interventions and Facilities sub-programmes decreased only marginally in 2021/22 compared to the previous financial year.

Table 10: Percent of total Visible Policing Programme budget per sub-programme

Programme	Budget	Percent of total budget per programme	Budget	Percent of total budget per programme	Change in percent allocation
R million	2020/21		2021/22
Crime Prevention	42 165.2	78.96 per cent	38 285.8	77.29 per cent	-1.67 per cent
Border Security	2 204.6	4.13 per cent	2 203.6	4.45 per cent	0.32 per cent
Specialised Interventions	4 555.8	8.53 per cent	4 533.8	9.15 per cent	0.62 per cent
Facilities	4 476.0	8.38 per cent	4 511.2	9.11 per cent	0.73 per cent
TOTAL	53 401.5	100.00 per cent	49 534.4	100.00 per cent	0.00 per cent

Source: Treasury (2021)

The table above shows that the reduction in the allocation of the Crime Prevention sub-programme means that its proportional allocation within the Visible Policing decreased from 78.96 per cent in 2020/21 to 77.29 per cent in 2021/22, which is a decrease of 1.67 per cent. This allowed for a slight proportional increase to the percentage allocation of the Border Security, Specialised Interventions and Facilities sub-programmes.

3.4.3 Detective Services Programme

The purpose of the Detective ServicesProgramme is to enable the investigative work of the SAPS, including providing support to investigators in terms of forensic evidence and criminal records.

The Detective Services Programme’s Main Appropriation decreased from R19.68 billion in 2020/21 to R19.54 billion in 2021/22. This represents a nominal decrease of 0.7 per cent and a real decrease (inflation taken into account) of 4.75 per cent. The Crime Investigations sub-programme received R765.1 million less in 2021/22 compared to the previous financial year. This represents a nominal decrease of 1.65 per cent and a real decrease of 5.62 per cent. The Criminal Record Centre and Forensic Science Laboratories sub-programmes received a nominal increase in their allocations of 4.19 per cent and 1.58 per cent respectively.

Although the Forensic Science Laboratories sub-programme receives a nominal increase in 2021/22 compared to the previous financial year, when taking inflation into account, it represents a real decrease of 2.51 per cent. Recently, the Department indicated that R250 million will be set aside to address the massive DNA testing backlog of 117 738 cases. This includes a dedicated overtime budget of R18.5 million. The backlog has been exacerbated by a shortage of processing chemicals and lockdown restrictions. The division has not done any processing in January and February 2021.

Table 11: Detectives Services Programme: Difference in 2020/21 and 2021/22 budget allocation

Sub-programme	Budget		Nominal Increase / Decrease in 2021/22	Real Increase / Decrease in 2021/22	Nominal Percent change in 2021/22	Real Percent change in 2021/22
R million	2020/21	2021/22
Crime Investigations	13 620.6	13 395.4	- 225.2	- 765.1	-1.65 per cent		-5.62 per cent
Criminal Record Centre	2 550.0	2 656.9	106.9	- 0.2	4.19 per cent		-0.01 per cent
Forensic Science Laboratory	1 388.2	1 410.2	22.0	- 34.8	1.58 per cent		-2.51 per cent
Specialised Investigations (DPCI)	1 388.2	1 410.2	22.0	- 34.8	1.58 per cent		-2.51 per cent
TOTAL	19 688.5	19 541.6	- 146.9	- 934.6	-0.7 per cent		-4.75 per cent

Source: National Treasury (2021)

3.4.4 Specialised Investigations: Directorate for Priority Crime Investigation (DPCI)

The Specialised Investigations sub programme contains the function of the Directorate for Priority Crime Investigations (DPCI), commonly known as the Hawks.

The Specialised Investigations sub-programme, or the Directorate for Priority Crime Investigations (DPCI or “Hawks”), received a decreased allocation from R2.1 billion in 2020/21 to R2.0 billion in 2021/22, which represents a nominal decrease of 2.38 per cent and a real decrease of 6.31 per cent. This is concerning as the Directorate still needs to be fully capacitated in terms of personnel and specialised technological aids and equipment. During 2021/22, the Directorate will focus on: (1) corruption at State Owned Enterprises and municipalities, (2) serious violent crimes, such as cash-in-transit robberies and the murder of police officials, and (3) crimes committed by organised criminal groups who tamper, steal or damage essential infrastructure.

The table below shows that the proportional allocations of the Crime Investigations and Specialised Investigations sub-programmes decreased with 0.63 per cent and 0.18 per cent, respectively while that of the Criminal Record Centre and Forensic Science Laboratories sub-programmes increased with 0.64 per cent and 0.17 per cent, respectively.

Table 12: Percent of total Detective Services Programme budget per sub-programme

Programme	Budget	Percent of total budget per programme	Budget	Percent of total budget per programme	Change in percent allocation
R million	2020/21		2021/22
Crime Investigations	13 620.6	69.18 per cent	13 395.4	68.55 per cent	-0.63 per cent
Criminal Record Centre	2 550.0	12.95 per cent	2 656.9	13.60 per cent	0.64 per cent
Forensic Science Laboratories	1 388.2	7.05 per cent	1 410.2	7.22 per cent	0.17 per cent
Specialised Investigations	2 129.7	10.82 per cent	2 079.1	10.64 per cent	-0.18 per cent
TOTAL	19 688.5	100.00 per cent	19 541.6	100.00 per cent	0.00 per cent

Source: National Treasury (2021)

3.4.5 Crime Intelligence Programme

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

The Crime Intelligence Programme received a Main Appropriation of R4.11 billion in 2021/22, which is a nominal decrease of 2.1 per cent from the R4.2 billion Adjusted Appropriation of the previous financial year. In real terms, the Programme’s allocation decreased with 6.06 per cent.

The Crime Intelligence Operations sub-programme received a substantial nominal decrease from R1.7 billion in 2020/21 to R1.66 billion in 2021/22, which is a nominal decrease of 4.16 per cent and a real decrease of 8.02 per cent. The Intelligence and Information Management sub-programme’s allocation decreased slightly by 0.67 per cent (nominal).

Table 13: Crime Intelligence Programme

Sub-programme	Budget		Nominal Increase / Decrease in 2021/22	Real Increase / Decrease in 2021/22	Nominal Percent change in 2021/22	Real Percent change in 2021/22
R million	2020/21	2021/22
Crime Intelligence Operations	1 734.3	1 662.2	- 72.1	- 139.1	-4.16 per cent	-8.02 per cent
Intelligence and Information	2 465.8	2 449.3	- 16.5	- 115.2	-0.67 per cent	-4.67 per cent
TOTAL	4 200.1	4 111.5	- 88.6	- 254.3	-2.1 per cent	-6.06 per cent

Source: National Treasury (2021)

The table below shows that the proportional allocation for the Crime Intelligence Operations sub-programme decreased with 0.86 per cent and went to the Intelligence and Information Management sub-programme. The sub-programme receives 60 per cent of the Programme’s total budget allocation.

Table 14: Percent of total Crime Intelligence Programme budget per sub-programme

Programme	Budget	Percent of total budget per programme	Budget	Percent of total budget per programme	Change in percent allocation
R million	2020/21		2021/22
Crime Intelligence Operations	1 734.3	41.29 per cent	1 662.2	40.43 per cent	-0.86 per cent
Intelligence and Information Management	2 465.8	58.71 per cent	2 449.3	59.57 per cent	0.86 per cent
TOTAL	4 200.1	100.00 per cent	4 111.5	100.00 per cent	0.00 per cent

Source: National Treasury (2021)

3.4.6 Protection and Security Services Programme

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

The Protection and Security Services Programme received a Main Appropriation of R3.23 billion in 2021/22, which is a nominal decrease of 1 per cent compared to the previous year’s allocation of R3.26 billion. In real terms, the allocation decreased by R162 million or 4.96 per cent. The VIP Protection and Operational Support sub-programmes received slight nominal increases of 1.56 per cent and 2.23 per cent, respectively, while the Government Security Regulator sub-programme received a substantial nominal increase of 16.21 per cent. The sub-programme provides for security regulations and evaluation, the administration of national key points, and strategic installations. The Static Protection sub-programme received a substantially deduced allocation from R1.2 billion in 2020/21 to R1.1 billion in 2021/22, which is a nominal decrease of 6.28 per cent and real decrease of 10.06 per cent.

Table 15: Protection and Security Services: Difference between 2020/21 and 2021/22 budget allocation

Programme	Budget		Nominal Increase / Decrease in 2021/22	Real Increase / Decrease in 2021/22	Nominal Percent change in 2021/22	Real Percent change in 2021/22
R million	2020/21	2021/22
VIP Protection	1 689.7	1 716.0	26.3	- 42.9	1.56 per cent	-2.54 per cent
Static and Mobile Security	1 224.5	1 147.6	- 76.9	- 123.2	-6.28 per cent	-10.06 per cent
Government Security Regulator	76.5	88.9	12.4	8.8	16.21 per cent	11.53 per cent
Operational Support	273.0	279.4	6.4	- 4.9	2.34 per cent	-1.78 per cent
TOTAL	3 263.7	3 232.0	- 31.7	- 162.0	-1.0 per cent	-4.96 per cent

Source: National Treasury (2021)

The table below shows that the proportional allocation made towards the VIP Protection Services sub-programme increased with 1.32 per cent while that of the Static Protection sub-programme decreased with 2.01 per cent in 2021/22 compared to the previous financial year.

Table 16: Percent of total Protection and Security Services Programme budget per sub-programme

Programme	Budget	Percent of total budget per programme	Budget	Percent of total budget per programme	Change in percent allocation
R million	2020/21		2021/22
VIP Protection Services	1 689.7	51.77 per cent	1 716.0	53.09 per cent	1.32 per cent
Static Protection	1 224.5	37.52 per cent	1 147.6	35.51 per cent	-2.01 per cent
Government Security Regulator	76.5	2.34 per cent	88.9	2.75 per cent	0.41 per cent
Operational Support	273.0	8.36 per cent	279.4	8.64 per cent	0.28 per cent
TOTAL	3 263.7	100.00 per cent	3 232.0	100.00 per cent	0.00 per cent

Source: National Treasury (2021)

3.5 PERFORMANCE ANALYSIS

3.5.1 Previous performance (2017/18 to 2019/20)

The figure below shows a declining performance rate in the Administration and Visible Policing Programmes over the past three financial years. Similarly, the overall performance of the Department has declined over the past three financial years from an achievement rate of 78% in 2017/18, to 74% in 2018/19 and 63% in 2019/20. The Administration Programme shows the most significant decline. The Detective Services Programme and the Protection and Security Services Programme shows erratic performance over the past three financial years. While the Protection and Security Services Programme’s performance increased from 79% in 2018/19 to 86% in 2019/20, the Detective Services recorded a significant decline in performance in 2019/20 compared to the previous financial year (2018/19: 83%; 2019/20: 63%).

The Crime Intelligence Programme is the only programme that recorded steady performance with a slight improvement in 2019/20 from an achievement rate of 67% in 2018/19 to 69% in 2019/20.

Table 17: SAPS Performance Rate 2017/18-2019/20

Annual Performance Plan (APP) performance indicators per Programme

3.5.2 Administration Programme

Programme objective: To regulate the overall management of Department and provide centralised support services

Performance indicators: The Administration Programme has identified 21 performance indicators for the 2021/22 financial year. There are no new performance indicators and few indicators were amended. The performance indicators include:

Number of SAPS-owned firearms reported as stolen/lost: Target to reduce by 10% from 564 to 508 in 2021/22.
The number of new police stations established, as per the SAPS Infrastructure Development Programme. The target was increased from two police stations to three police stations in 2021/22.
The number of mobile contact points procured (a mobile contact point is defined as a structure built on a chassis cab truck for the purpose of being utilised as a mobile access point for the provisioning of policing services) remains unchanged at 15 in 2021/22 compared to the previous financial year.
Number of identified digital radio communication infrastructure sites modernised and implemented: The target for the number of identified digital radio communication infrastructure sites modernised and implemented (high sites) was decreased from 129 in 2020/21 to only four in 2021/22.
Number of identified National Network Communication Infrastructure sites modernised and implemented: The target for the number of identified National Network Communication Infrastructure sites modernised and implemented – Wide Area Network (WAN) Sites was decreased from an estimated 173 sites to 90 sites. It is important to note that in 2019/20, no WAN Sites were established.
Percentage of learners assessed and declared competent upon completion of specified training in prioritised training areas: Crime Prevention: Target of 97% of learners assessed and declared competent.
Percentage of learners assessed and declared competent upon completion of specified training in prioritised training areas: Crimes committed against women and children: Target of 97% of learners assessed and declared competent.
Percentage of learners assessed and declared competent upon completion of specified training in prioritised training areas: Crime Investigations: Target of 97% of learners assessed and declared competent.
Percentage of learners assessed and declared competent upon completion of specified training in specialised capabilities: Public Order Policing: Target of 97% of learners assessed and declared competent.
Percentage of learners assessed and declared competent upon completion of specified training in specialised capabilities: Forensic Science: Target of 97% of learners assessed and declared competent.
Percentage of learners assessed and declared competent upon completion of specified training in specialised capabilities: Crime Intelligence: Target of 97% of learners assessed and declared competent.
Percentage of learners assessed and declared competent upon completion of specified training in specialised capabilities: Cybercrime: Target of 97% of learners assessed and declared competent.
Percentage compliance with the SAPS’ Ethics and Integrity Plan: Target of 100% compliance within the prescribed timeframes in 2021/22.
Percentage of IPID-related cases finalised within the prescribed timeframe. Target remains unchanged in 2021/22 at 90% of cases finalised within 60 calendar days.
Number of incidents of unauthorised expenditure: Target to record zero incidents of unauthorised expenditure. In 2019/20, the Department did not report any unauthorised expenditure.
Percentage decrease in the number of incidents of confirmed irregular expenditure: In 2020/21, the Department included the reduction in the number of incidents of confirmed irregular expenditure and fruitless and wasteful expenditure by 5 per cent each. However, the targets were increased to 67.5 per cent and 70 per cent, respectively to align to Circular 30 of 2020 as issued by the Department of Public Service and Administrative on 30 August 2020, in order to achieve a 75 per cent reduction by the end of 2024/25.
Percentage decrease in the number of incidents of fruitless and wasteful expenditure: In 2020/21, the Department included the reduction in the number of incidents of confirmed irregular expenditure and fruitless and wasteful expenditure by 5 per cent each. However, the targets were increased to 67.5 per cent and 70 per cent, respectively to align to Circular 30 of 2020 as issued by the Department of Public Service and Administrative on 30 August 2020, in order to achieve a 75 per cent reduction by the end of 2024/25.
Percentage of audits completed in terms of the Internal Audit Plan: Target remains unchanged at 100%.
Percentage of planned forensic investigations finalised: Target remains unchanged at 100%. Note that the forensic investigations are those conducted within the SAPS by the Internal Audit Component.
Percentage of inspections executed in terms of the approved Inspection Plan: Target remains unchanged at 100% (231 inspections).
Implemented SAPS Corporate Governance Framework: Target to implement the Framework by 31 March 2022.

3.5.3 Visible Policing Programme

Programme objective: Discourage all crimes by providing a proactive and responsive policing service that will reduce the levels of priority crime.

Performance indicators: The Visible Police Programme has identified 24 performance indicators, with no new performance indicators. However, the targets of several performance indicators have been reduced and one indicator, namely the establishment of functional strategic partnerships, was removed in the Crime Prevention sub-programme.

The Crime Prevention sub-programme has 15 performance indicators, including -

Number of stolen, lost and illegal firearms recovered: The target for the number of stolen, lost and illegal firearms recovered was reduced from an estimated target of 3 606 to 1 930 in 2021/22, which is ascribed to lockdown levels 5 and 4 during which the movement of persons and goods was severely restricted. According to the SAPS, the estimated performance has been used to inform target-setting, as the impact of COVID-19 in 2021/22 cannot be predicted. The actual performance on this target in 2019/20 was 4 204 firearms recovered and the estimated performance in 2020/21 is 1 911 recovered firearms.
Number of identifiable stolen/lost SAPS-owned firearms recovered: Target to increase the recovery with 10% to 593 firearms.
Percentage of applications for new firearm licenses finalised within 120 working days: Target to finalise 90% of applications within 120 working days. There is currently a significant backlog in the finalisation of applications. For instance, the SAPS received 81 318 firearm license applications during the 2019/20 and 2020/21 firearm amnesties, of which only 2 339 applications were finalised, leaving 78 979 applications outstanding.
Percentage of identified illegal liquor outlets closed: The target for the percentage of identified illegal liquor outlets closed remains unchanged at 100%. According to the SAPS, the output of this indicator will contribute significantly to the reduction of GBVF at local level.
Percentage reduction in the number of reported contact crimes: The target for the percentage reduction in the number of reported contact crimes is set at a reduction of 7.48% over the medium-term. It is expected that the target will be achieved in 2020/21 (575 696 reported cases), which will be largely attributed to the impact of the national lockdown. However, it is unlikely that such reduction will be maintained in 2021/22 (reduced to 532 634 cases), as the target has been repeatedly missed since 2017/18.
Percentage reduction in the number of reported contact crimes at the Top 30 High Contact Crime Weight Stations: Target remains unchanged at -7.42%, however in numbers, the aim is to reduce contact crimes to 80 761 in 2021/22.
Research Unit | Budget and APP Analysis of SAPS 2021/22 Page 23 of 33
Number of escapees from police custody: Target to decrease the number of escapes from custody by 2% from 537 to 526 escapes in 2021/22.
Number of stolen/robbed vehicles recovered: The target for the number of stolen/robbed vehicles recovered will be maintained at 25 352 in 2021/22 and across the medium-term. The target and estimated performance in 2020/21 were significantly affected by the national lockdown and restriction in movements during levels 5 and 4.
Percentage of police stations rendering a victim friendly service to victims of crime, including GBVF: The target remains at 100% of functional police stations. The SAPS has continuously reported a full achievement of this target, however, in 2020 the Civilian Secretariat for Police Service conducted an audit of police stations and found that only 66% of police stations had Victim Friendly Rooms (VFRs) that are functional and resourced, 24% of stations had VFRs which are functional but not fully resourced and that 10% of stations did not have VFRs or in stations where there was a room, they were not functional as were being used as additional office or storage space.
Percentage reduction in the number of reported contact crimes against women (18 years and above): The target remained unchanged at a reduction of 6.9%, however Members should note that although the percentage remains the same, the number of crimes decreases. In 2021/22, the SAPS aims to reduce the number of contact crimes against women to 148 225.
Percentage reduction in the number of reported contact crimes against children (below 18 years): The target remained unchanged at a reduction of 6.73%, however Members should note that although the percentage remains the same, the number of crimes decreases. In 2021/22, the SAPS aims to reduce the number of contact crimes against children to 36 839.
Percentage of police stations that have functional Community Police Forums: The target remains unchanged at 99.57% (1 148 of 1 152 police stations).
Number of Provinces in which the Community-in-Blue Concept has been initiated: Target increased from implementation in three provinces to six provinces by 31 March 2022. The target forms part of the MTSF.
Number of Provinces in which the Traditional Policing Concept has been implemented: In 2021/22, the SAPS will implement the concept in one province.
Number of cities and towns in which the implementation of the Safer Cities Framework has been initiated: The Framework will be implemented in 10 cities/towns.

The Specialised Interventions and Border Security sub-programme has nine performance indicators. The majority of performance indicators in the Border Security sub-programme revolve around crime-related hits reacted to because of the Movement Control System (MCS) and the Enhanced Movement Control System (EMCS) on wanted persons and circulated stolen or robbed vehicles. The other performance indicators aim to search 100% of profiled vehicles at land ports, containers at seaports and cargo consignments at airports for illegal facilitation of persons, contraband, illicit goods and/or stolen/robbed property. The Programme’s performance indicators include –

Percentage of peaceful crowd management incidents policed: Target remains unchanged at 100%.
Percentage of unrest crowd management incidents stabilised: Target remains unchanged at 100%.
Percentage of medium to high-risk incidents responded to, in relation to requests received: Target remains unchanged at 100%.
Percentage of identified illegal mining operations responded to, in relation to medium to high-risk requests received: Target remains unchanged at 100%. The indicator is included in the MTSF and is a priority of the 2021 SONA. The reduction of illegal mining is a joint responsibility between the SAPS and the Department of Minerals and Energy. The output involves other SAPS Divisions, notably the DPCI.
Percentage of crime-related hits reacted to as a result of the Movement Control System (MCS) and Enhanced Movement Control System (EMCS) on wanted persons: Target remains unchanged at 100%.
Percentage of crime-related hits reacted to as a result of the MCS and EMCS on circulated stolen or robbed vehicles: Target remains unchanged at 100%.
Percentage of profiled vehicles at land ports searched for the illegal facilitation of persons, contraband, illicit goods and/or stolen robbed property: Target remains unchanged at 100%.
Percentage of profiled containers at sea ports searched for illegal facilitation of persons, contraband, illicit goods and/or stolen robbed property: Target remains unchanged at 100%.
Percentage of profiled cargo consignment at airports searched for illegal facilitation of persons, contraband, illicit goods and/or stolen robbed property: Target remains unchanged at 100%.

3.5.4 Detective Services Programme

Purpose: Enable the investigative work of the SAPS, including providing support to investigators in terms of forensic evidence and criminal records.

Programme objective: To contribute to the successful prosecution of offenders by investigating and analysing evidence.

Performance indicators: The Detective Services Programme has 29 performance indicators in total, of which most are located in the Crime Investigations sub-programme (14 indicators).

The Crime Investigation sub-programme has 14 performance indicators, of which most targets have been increased in the 2021/22 financial year. The performance indicators are –

Percentage increase in the detection rate for contact crimes: Target increased from 55.47% to 55.7%.
Percentage increase in the detection rate for contact crimes at the 30 High Contact Crime Weight Stations: Target increased from 35.5% to 40%.
Percentage reduction of outstanding case dockets related to contact crimes older than 3-years finalised: Target increased from 14.7% to 14.97%.
Percentage reduction of outstanding wanted persons for contact crimes already circulated at the 30 High Contact Crime Weight Stations finalised: Target increased from 10.25% to 10.5%.
Percentage increase in the detection rate for crimes against women (18 years and above): Target increased from 75.15% to 75.25%.
Percentage increase in the detection rate for crimes against children (below 18 years): Target increased from 70.1% to 70.15%.
Percentage of identified drug syndicates neutralised with arrests: Target increased from 50% to 60% in 2021/22
Percentage increase in the number of arrests for dealing in illicit drugs: Target remained unchanged at 5%.
Percentage of identified organised criminal groups neutralised with arrests: Target increased from 50% to 60% in 2021/22.
Percentage increase in compliance with the taking of buccal samples from schedule 8 arrested offenders: Target increased from 60% to 70%. However, the SAPS APP added a ‘disclaimer’ on this target by stating that the Division Detective Services is reliant on the availability of buccal sample kits at police stations, which are procured by the Division: Supply Chain Management, for distribution by the offices of the Provincial Commissioners.
Percentage reduction of outstanding person-to-crime DNA investigative leads finalised. The target was increased significantly from an estimated performance of 5% in 2020/21 to 17% in 2021/22.
Percentage reduction of outstanding crime-to-crime investigative leads finalised: Target increased from 5% to 5.8%.
Percentage reduction of outstanding fingerprint investigative leads finalised: Target increased from 5% to 6.7%.
Percentage reduction of outstanding Integrated Ballistics Identification System (IBIS) investigative leads finalised: Target increased significantly from 5% to 13.3%.

The Criminal Record Centre and Forensic Science Laboratory sub-programme has seven performance indicators to improve the processing of fingerprint searches and maintenance of criminal records, and to enhance the processing of forensic evidence and forensic intelligence case exhibits. None of the targets was increased in 2021/22 compared to the previous financial year. The Programme’s indicators are –

Percentage of results of trial updated in respect of the following: Guilty verdict: Target remained unchanged at 95% of results updated within 20 calendar days.
Percentage of results of trial updated in respect of the following: Not guilty verdict. Target remained unchanged at 95% of results updated within 20 calendar days.
Percentage of original previous conviction reports generated: Target remains unchanged at 95% of reports generated within 15 calendar days.
Percentage of routine case exhibits (entries) finalised: Target remains unchanged at 75% of exhibits processed within 35 calendar days.
Percentage of non-routine case exhibits (entries) finalised: Target remains unchanged at 70% of exhibits processed within 113 calendar days.
Percentage of case exhibits (entries) not yet finalized exceeding the prescribed periods: Target remains unchanged for the backlog not exceeding 10% of registered case exhibits.
Percentage of Ballistics Intelligence (IBIS) case exhibits (entries) finalised. Target remains unchanged at 95% finalisation within 35 calendar days.
Percentage of Biology Deoxyribonucleic Acid (DNA) Intelligence case exhibits (entries) finalised: Target remains unchanged at 80% processed within 90 calendar days.

3.5.5 Directorate for Priority Crime Investigation (DPCI)

The Directorate for Priority Crime Investigations (DPCI), commonly known as the Hawks is located as a Directorate within the SAPS under the Specialised Investigations sub programme.

Performance indicators: The DPCI has seven performance indicators. All targets related to reducing levels of serious corruption in the public and private sectors in order to improve perceptions of fraud and corruption were increased in 2021/22 compared to the previous financial year. The programme’s performance indicators include:

Percentage of trial-ready case dockets for serious corruption within the public sector: Target increased from 50% to 65%.
Percentage of trial-ready case dockets for serious corruption within the private sector: Target increased from 50% to 65%.
Percentage of trial-ready case dockets for serious corruption within the JCPS Cluster: Target increased from 50% to 65%.
Percentage of registered serious organised crime project investigations successfully closed: The target remained unchanged at 72%.
Percentage of identified clandestine laboratories dismantled with arrests: The target remained unchanged at 90%.
Percentage of trial-ready case dockets for serious commercial crime: The target remained unchanged at 65%.
Percentage of serious cyber-related crime support case files successfully investigated within 90 calendar days: The target increased from 60% to 65% in 2021/22.

3.5.6 Crime Intelligence Programme

Purpose: Manage crime intelligence, analyse crime information, and provide technical support for investigations and crime prevention operations.

Programme objective:

To gather crime intelligence in support of the prevention, combating and investigation of crime.
To collate, evaluate, analyse, coordinate and disseminate intelligence for the purpose of tactical, operational and strategic utilisation.
To institute counter-intelligence measures within the South African Police Service.
To prevent and fight crime through enhanced international cooperation and innovation on police and security matters.

Performance indicators: The following performance indicators and targets measure the effectiveness of the Crime Intelligence Programme -

The Crime Intelligence Programme has 12 performance indicators to enable intelligence-led policing, effectiveness of counter-intelligence measures instituted by the SAPS and enhanced external cooperation and innovation on police reform and security matters to prevent and fight crime.

The conducting of security assessments, including the vetting of members, is one of the most basic defensive measures in the protection of classified and confidential information and counter-intelligence strategies. However, the targets for the 2021/22 performance indicators were reduced significantly -

The target for the completion of security clearances finalised, in relation to the total planned annually was reduced from 100 per cent to 50 per cent (577 from 1 154) in 2021/22.
The target for the percentage of ICT security assessments finalised in relation to the total planned annually was reduced from 100 per cent to 50 per cent (1 185 from 2 370) in 2021/22.
The target for the finalisation of mandatory physical security assessments finalised was revised to specify that these assessments are “overt”, thus done openly.

In terms of the above, a key performance indicator measuring the Percentage of security awareness programmes conducted in the SAPS was removed and not included in the 2021/22 APP.

The Crime Intelligence Programme relies on network operations to enable intelligence-led activities. In 2021/22, the Programme will successfully terminate 60.85 per cent (415 from a total of 876 network operations planned) of network operations. This target was reduced from 65.07 per cent in 2020/21 to 60.85 per cent in 2021/22. Network operations are operations undertaken by Crime Intelligence on Provincial and Cluster level to gather intelligence/information so that a situation can be better understood or to generate intelligence/information on criminal organisations, groups or individuals that could be turned into evidence for use in a court of law. The performance on this indicator has been good in past years.

3.5.7 Protection and Security Services Programme

Purpose: Provide protection and security services to all identified dignitaries and government interests.

Programme Objective: Minimise security violations by protecting foreign and local prominent people and securing strategic interests.

Performance indicators: The following performance indicators and targets measure the effectiveness of the Protection and Security Services Programme of the SAPS –

The Programme has four sub-programmes as per the budget, but the performance indicators are delineated into only two sub-programmes, namely the Protection and Security Services sub-programme and Presidential Protection Services sub-programme. The other two sub-programmes Government Security Regulator and Operational Support, have no performance indicators assigned to them despite the sub-programmes receiving a budget allocation.

The performance indicators of the Protection and Security Services sub-programme aim to have zero security breaches during in-transit protection and at identified government installations and identified VIP residences. VIPs include Ministers, Deputy Ministers, Premiers, Speakers, Deputy Speakers, Members of Executive Councils (MECs), Chief Justice and Deputy Chief Justice, Judge President and ad hoc VIPs, whose status is determined by the Risk Information Administration System (RIMAS) policy.

The sub-programme further measures the percentage of strategic installations audited (49 per cent/122 of 249) and evaluation of National Key Points (NKPs), targeted at 100 per cent (209 evaluations).

The performance indicators of the Presidential Protection Service sub-programme aims to have zero security breaches during physical protection of the President, Deputy President, former Presidents, former Deputy Presidents, their spouses and other identified VIPs including foreign Heads of State and former Heads of State/Government and their spouses. The sub-programme further aims to have zero security breaches at identified government installations occupied by identified protected VIP principals in terms of Cabinet Memorandum 1A of 2004, RIMAS and the Presidential Handbook, by virtue of their public office or strategic importance to the country. The Presidential Protection Service sub-programme will evaluate 10 NKPs during 2021/22.

SERVICE DELIVERY IMPROVEMENT PLAN

Regulation 38 of the Public Service Regulation, 2016 provides that the Minister must establish and maintain a Service Delivery Improvement Plan (SDIP) that is aligned to the Department’s Strategic Plan, specifying the main services that must be improved. In 2020/21, the SAPS finalised the development of its five-year SDIP and most areas were incorporated in the APP. The key services, as identified by the SAPS include:

Key Service 1: Provide police assistance to clients who lodge complaints:

95% of all Police Stations to display Service Delivery Charters, in the approved format.
100% of all Divisions and Components display Service Delivery Charters, in the approved format.
80% of all Police Stations to display a Suggestion Box.
80% of Police Stations respond to all suggestions in the Suggestion Box, within the prescribed period.
80% of all Police Stations to implement the Floor Marshall Concept. This action applies to all police stations and is meant to accommodate all clients’ needs by prioritising the services that a client wants from the SAPS. Disabled, pregnant and elderly clients should be afforded priority.

Key Service 2: Provide basic support to the victims of crime:

Implement the Action Plan for the Policing of People with Disabilities, at 60% of all Police Stations.
Implement the minimum requirements for Victim Friendly Facilities at one Police Station, per Province, including wheel chair ramp, holding rails, disabled ablution facilities, and disabled parking bay.

Key Service 3: Provide police initiated services to communities:

100% of identified SAPS vehicles with SAPS branding and blue lights.
Establish Satellite Police Stations, in prioritised communities.

Key Service 4: Provide feedback to complainants/victims on reported cases:

Implementation of ICDMS enhancements to 50% of complainants/victims who report cases.
Roll-out the MySAPSApp to all stations and CPF structures regarding: Phases 2 and 3 functionality.
Reduction in the number of categorised service complaints against the SAPS.

Key Service 5: Provide support on service delivery improvement and organisational transformation programmes:

100% Frontline Service Delivery Monitoring (FSDM) Improvement Plans finalised
Map and optimize three identified services for the Community Service Centre
Implement approved Service Delivery Improvement Plans, at 75% of all Police Stations
Implement approved Service Delivery Improvement Action Plans at 100% (9 of 9) Provinces
Implement approved Service Delivery Improvement Action Plans, at 100% (24 of 24) Divisions and Components
Conduct one learning network, per Province, per year
Conduct two learning networks, with Divisions and Components, per year.

COMMITTEE OBSERVATIONS

The Committee made the following observations during the 2021/22 SAPS budget, APP and Strategic Plan hearing:

Compensation of Employees

The Committee questioned the high percentage of budget allocation on the Compensation of Employees of 78% and stated that it was too high. While police officers should be adequately compensated and such compensation should be market related, as officers worked hard, the figure on the overall budget was much too high. This, as there are other operational areas such as the Visible Policing programme where the budget should be spent.

Budget Cuts

The Committee noted that the core delivery programme of the SAPS will be negatively affected with respect to the Visible Policing programme as far as staffing is concerned. There appears to be a shift from the core service delivery programmes and the Committee pointed out that the SAPS will have problems taking policing to communities as a result. Members wanted to know what plans the SAPS has to make provision for the impact of the budget cuts.

Restructuring of the SAPS

The Committee questioned the announcement by the National Commissioner that the SAPS has engaged in restructuring process. During the announcement by the National Commissioner, he stated that certain units and divisions have merged and he has appointed new people to head these Divisions. The Committee pointed out that the practise was that the SAPS should have first consulted the Committee and provided the details of the restructuring process prior to making the announcement of promotions in the Committee. The Committee questioned why there was no prior information made available to it. The members raised their concerns that the top management structure was top-heavy with too many generals.

New Police Stations

The Committee questioned the pace of the police station building programme and questioned whether new police stations were to be built in the Bethelsdorp in the Eastern Cape,Makapanstad and Ga Moeka in the North West Provinces. Members commented on the slow processes that is unfolding with respect to the building of police stations around the country.

Firearms Permit System

The Committee questioned the fact that the Firearm Permit System was not operational and that the proposed reduced targets of tracking lost or stolen police firearms could therefore not be not reliable. The Committee was concerned that the SAPS did not have a functional system that could detect when lost their firearms, or had it stolen. Members also questioned how the fact that the system was offline impacted on the tracing of stolen firearms.

Central Firearms Registry

The Committee expressed its serious concerns about the dysfunctionality of the Central Firearms Registry (CFR) and the fact that members of the public are waiting for up to two years and more for their licence applications and renewals to be processed. Committee members pointed out that the fact that it was taking so long for firearm applications to be processed created the impression that the SAPS did not want people to own firearms.

SAPS Training Academies

The Committee noted that the SAPS Training Academies were closed and wanted information on the state of the SAPS Training Academies. There were previous reports of people being turned away from the academies and Members wanted to know what the reasons were and whether the training academies were functional with their curriculum, intake and maintenance.

Financial Disclosures

The Committee wanted to know what thecompliance level of financial disclosures on remunerated work and outside financial interest for members of the SAPS senior management were. Members questioned what steps were being taken against such senior managers where they failed to comply and whether the Integrity and Ethics regulations applied to all staff.

Perception of crime

The Committee pointed out that even though the levels of certain violent crimes have bene decreasing, the perception of the public was that crime levels were increasing. Members wanted to know whether the SAPS have taken the interactions, priorities and recommendations of the Portfolio Committee on Police into account when formulating their strategies to fight crime.

Auditor General Recommendations

The Committee pointed out that there has been a slow response to the Auditor-General recommendations and the implementation thereof. There were reports of corruption and the SAPS have received qualified audit opinions in the past and the Committee wanted to know to what extent the Internal Audit section was assisting the SAPS in implementing the AG recommendations to prevent further qualified audit opinions. The Committee pointed out that it did not want to see further qualified audit opinions.

Gender Based Violence

The Committee noted that out of 4000 Gender Based Violence cases at the Forensic Science Laboratory, only 130 were attended to. This was concerning and Members questioned what the plans were to address the backlog as GBV cases are a priority and the SAPS should treat it as such.

Declining Training Performance

The Committee noted that the performance of the SAPS, with respect to training, has declined and that the intake of new candidates was suspended the previous year due to the COVID-19 pandemic. However, there were candidates that were absorbed into the permanent ranks of the police without completing the training. Members wanted to know on what basis they were employed as police officers and whether they were going to complete their training and how many were going to be trained.

Shift System at CFR

The Committee proposed that due to the method of rotation systems at the Central Firearms Registry, that the output has been very slow. The Committee proposed that the SAPS considers implementing a shift system that would be more effective. It was clear that the CFR will not catch up with the backlog under the current rotation system and in view of the recent court case on the Green Licences, the SAPS has to implement a better system.

New Police Reservists

The Committee noted that the National Commissioner informed the new reservists uptake plan and the deployment of a special Traditional, Tourist and Royal Reservist units. The Committee indicated that it wanted a full briefing with all the details on the recruitment, trainings and deployment for such reservist deployments. A special Committee briefing will be arranged for the Committee to receive those details.

SAPS Responses

The SAPS National Commissioner responded by indicating that new police stations will be built in Mabisekraal and Riemvasmaak. The SAPS have employed the Capital Building Strategy, which it uses to build police stations, and the Service Delivery Access Strategy which do not allow the Department to focus on station building. In this regard, the department has repeated the Service Delivery Access Strategy because of the growth of informal settlements. Given the rapid spread of the informal settlements across the country, the department required a swift response as the Service Delivery Access strategy includes satellite and mobile police stations. This will be mitigated by technology solutions.

As far as the structure of the SAPS was concerned, the National Commissioner admitted that the management structure of the Department is top-heavy and they have introduced a turnaround vision. He indicated that the restructuring was already in place when he took office. The department did not have the opportunity to brief the Committee, but that they would do so as it would be an advantage. He agreed with the Committee that the top structure of the SAPS is top heavy and that it should be scaled down.

The Visible Policing Programme budget cuts are the biggest and deepest cut in the Department and this was raised with National Treasury with respect to its impact on policing. A number of interventions have been introduced, such as the reviewing of the personnelplan. The Department has decided to enhance the force-multipliers by increasing reservists. In this respect, the Department has introduced new categories, such as the Royal Reserve Force, the Tourist Police Service and the Community-in-Blue added to theTraditional Policing concept.

The investment in the Safer Cities approach was to invest in technology to increase and enhance visibility. The investigations environment has been supported by the re-installation of the Year of Detectives together with the re-introduction of the cold cases unit.

An urgent plan was developed to hold different Divisions and units accountable for the CFR. Given that only 50% of the staff is on duty because of the COVID-19 pandemic, there will be an impact on the processing firearms. The Department stated that during the last two amnesties, firearms were surrendered in big numbers and in the last months, SAPS received in excess of 30 000 firearms.

The processing of firearms takes times because the members must exercise due diligence when processing firearm applications. It requires a lot of work from the Designated Firearm Officers before it could be sent to Head Office. During the last firearm amnesty, for the period 1 April 2020 to 31 March 2021, SAPS received 185 626 applications and finalised 65 082. A total of 5572 are firearms that were handed in during the amnesty period and the 123 544 being processed excludes competency certificates.

The SAPS pointed out that the Firearm Amnesty has come and gone and if there was anyone who could not hand in the firearm during the amnesty, that person is in unlawfulpossession of the firearm. The Minister has asked for a process of new amnesty, but that they were still capturing the old amnesty applications. As far as the Firearm Permit System was concerned, it was switched off some time ago, but that the Department has resorted to a manual system at each station, which is written into the daily schedule.

The Department acknowledged that there were people waiting for a period of longer than two years for their firearm licenses and that there were various reasons for this. One of the reasons were that people do not submit the correct information; the issue of overtime and rotation at the CFR in view of the shortage of personnel; and the fact that they are using a manual system as the paper has to physically transported the CFR. There are efforts to capacitate the CFR with staff.

The National Commissioner indicated that the SAPS is working with the State Information Technology Agency (SITA) on the Firearms Permit System and that he has issued directives on the semi-centralisation of the DFO offices until the National Head office is able to stabilise the CFR.This will allow the burden of applicants being shifted from the PC on Police. The results of the organisational development study will be received shortly so that the CFR is stabilised.

PORTFOLIO COMMITTEE RECOMMENDATIONS

The Portfolio Committee makes the following recommendations:

The Committee recommends that the SAPS review the Compensation on Employees budget targets with respect to the retaining the emphasis on core service delivery areas such as visible policing where there is a great decline in the budget. The Committee emphasised that the management structure is top heavy and the budget should be cut in this area.

The Committee recommends that the SAPS provide a report on the implementation of AGSA recommendations and the role that the Internal Audit plays with respect to the implementation of AGSA recommendations. The Committee expects the SAPS to have no repeat qualifications in the new AGSA recommendations.

The Committee recommends that the SAPS makes available a report on the compliance with all financial disclosures of all SMS members. The report should include the sanctions against those who have not complied.

The Committee recommends that the SAPS briefs the Committee with respect to the restructuring process announced in the Committee budget hearings. The required information on the changes must be brought to the Committee for consideration and the Committee calls on the National Commissioner to make available all the necessary information.

The Committee recommends that the SAPS speed up the infrastructure programme to establish new police stations, and that the SAPS considers the requests for police stations in the Bethelsdorp, Makapanstad and Ga Moeka communities.

The Committee recommends that the SAPS implements an alternative technology solution to the expired Firearm Permit System (FPS) in collaboration with SITA and implement it as soon as possible to end the long waiting periods for applicants for firearm licences and renewals.

The Committee recommends that the SAPS capacitates the CFR with the necessary personnel as soon as possible to reduce backlogs and to strengthen the CFR. The Committee further recommends that all licence and renewal applications two years and over be given priority by the CFR.

The Committee recommends that the SAPS considers implementing a shift system at the CFR.

The Committee recommends that the SAPS provides a comprehensive report on the state of all SAPS training academies around the country. The report should include a breakdown of staff and qualifications, accredited training courses, staff intake numbers, budgets, maintenance and graduate numbers.

The Committee recommends that the SAPS provide a report on the reservists that were recruited into the SAPS personnel structure without having completed their training courses. The report should indicate what training modules have not been completed and what plans are for completing such training.

The Committee recommends that the SAPS reconsiders shifting budgets to core service delivery such as the Visible Policing programmes in order to deliver maximum services to victims of crime.

The Committee recommends that the SAPS provide a comprehensive report on the capacity of the Forensic Science Laboratories, including the backlog in analyses, and why the Gender Based Violence cases are not being processed.Further, the Department must report on the project plans to reduce the backlogs at the FSL.

The Committee recommends that the SAPS provide a briefing on the new policing approaches to the reservist police forces, particularly for Royal Reservist, Tourist Reservists and the Community-in-Blue. The SAPS should provide the policy details to the Committee and indicate where it fits in with the National Strategic Plan.

5.1 Conclusion

The SAPS are experiencing severe challenges during the COVID-19 pandemic and the leadership of the SAPS has to use all available resources in the budget to ensure that crime, especially violent crime, is reduced.It does not augur well for the country when the leaders responsible for the safety of all people in the country are unable to effectively manage resources provided to them. In addition, the budget cuts will exacerbate the problems of resources for the management and the divisions and units that make up the SAPS.

The Committee is grateful for the interaction with the Minister, the Deputy National Minister and the National Commissioner and his team to bring the required co-operation in this time and their contributions are valued. However, much more must be done by the Department to win back public trust in public policing

The Committee will continue to monitor the SAPS implementation of its APP and Strategic Plan together with its budget spending. The Portfolio Committee on Police supports the budget of the Department of Police for 2021/22 and recommends that the Budget Vote 28 be adopted.

The DA and EFF reserved its rights with respect to adoption of the report.

Report to be considered.

Documents

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ATC210514: Report of the Portfolio Committee on Police on the 2021/22 Budget Vote 28, Annual Performance Plan (App) of the Department Of Police (Saps), Dated 12 May 2021

Police

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