ATC210514: Report of the Portfolio Committee on Police on the 2021/22 Budget, Annual Performance Plan of the Civilian Secretariat for Police Services (Csps) Vote 21, Dated12 May 2021

Police

 REPORT OF THE PORTFOLIO COMMITTEE ON POLICE ON THE 2021/22 BUDGET, ANNUAL PERFORMANCE PLAN OF THE CIVILIAN SECRETARIAT FOR POLICE SERVICES (CSPS) VOTE 21, DATED12 MAY 2021

 

The Portfolio Committee on Police examined the Budget, Annual Performance Plan of the Civilian Secretariat for Police Services (CSPS) for the 2021/22 financial year as well as the Strategic Plan 2020-25. The Committee reports as follows:

 

1. INTRODUCTION

The Civilian Secretariat for Police Services (CSPS) derives its mandate from section 208 of the Constitution of South Africa, 1996 (Act No. 108 of 1996), which states that a Civilian Secretariat for the police must be established by national legislation to function under the direction of the Cabinet member responsible for policing.

 

The legislative mandate of the Civilian Secretariat is laid out in the Civilian Secretariat for Police Services Service Act, 2011 (Act No. 2 of 2011). The Act was promulgated on 01 December 2011 and provides for the Secretariat to provide advice to the Minister of Police. The Civilian Secretariat became a designated department on 1 April 2014 in terms of the Act, and previously the budget was being presented as part of the SAPS budget in the Estimate of National Expenditure 2019. This is the first time that the Civilian Secretariat has its own Budget Vote 21published in the Estimates of National Expenditure, independent from the SAPS.

 

1.1 Structure

The Report provides an overview of the 2021/22 Budget Hearings of the CSPS and is divided into the following sections:

 

Section 1: Introduction. This section provides an introduction to this Report as well as a summary of meetings held during the hearings.

Section 2: Key concerns of the Committee during the 2020/21 financial year. This section provides a summary of the key concerns raised by the Committee during the previous financial year.

Section 3: Strategic Priorities of the CSPS for the 2021/22 financial year. This section provides a summary of the strategic focus areas for the Secretariat for the year under review.

Section 4: CSPS Budget and Performance targets for 2021/22. This section provides an overall analysis of the estimates of national expenditure of the CSPS for the 2020/21 financial year. This section also provides a programme analysis of the CSPS.

Section 5: Committee observations. This section highlights selected observations made by the Portfolio Committee on Police on the annual performance targets and programme specific issues during the 2021/22 budget hearings and subsequent responses by the CSPS.

Section 6: Recommendations and additional information. This section summarises the recommendations made by the Portfolio Committee on Police, as well as the additional information requested from the CSPS.

Section 7: Conclusion. This section provides a conclusion to this Report.

1.2        Committee Meeting

The Committee received a briefing by CSPS on the2021/22 Annual Performance Plan, and Budget, together with the 2020-25 Strategic Plan on 7 May 2021. The meeting was held on virtual platform because of the lockdown due to the COVID-19 pandemic. The Committee was unable to, in the allocated time, receive civil society and academic expert opinions on the budget. 

 

1.3        Impact of COVID-19 pandemic

 

South Africa has been adversely affected by COVID-19 pandemic including Parliament and its committees. The Department of Civilian Secretariat for Police have also been affected and it resulted in a national lockdown being declared by the President from 26 March 2020.

 

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 pandemic. 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 period of the national lockdown was declared from 26 March 2020 - 16 April 2020 in terms section 27 of the Disaster Management Act announced by the Minister of Co-operative Governance and Traditional Affairs in the Government Notice No. 398, published in the Government Gazette, No. 43148 on 25 March 2020. The lockdown period was subsequently extended by the Ministerfrom month to month on different lockdown levels. The country is currently on lockdown level one.

 

The National Regulations provides for the police to enforce the provisions of the lockdown. This includes for the SAPS, SANDF and Metro Police to amongst others, makes sure that the movement of people and goods are restricted and people are confined to their homes; public transport on the public streets are prohibited with the exception of emergency and health workers; businesses that are not essential services are closed and public places such as taxi ranks remain closed.

 

The provisions of the Disaster Management Act (2002) together with the Lockdown Regulations places certain obligations on the police to enforce the regulations for the duration of the period of the Lockdown

 

The Civilian Secretariat as the technical adviser to the Minister of Police has a policy-related role with respect to the monitoring of the implementation of the Disaster Management Act (2002) Regulations.   

 

2. KEY CONCERNS RAISED BY THE COMMITTEE DURING THE 2020/21 FINANCIAL YEAR (HISTORIC CHALLENGES)

The matters listed below are some of the key concerns raised by the Committee during the 2020/21 budget hearings with the Civilian Secretariat of Police. These observations and key issues are included in this report to re-emphasise the areas that Committee noted at the time.

 

Provincial budgets

Members questioned the Department on the levels of cooperation with Provincial Secretariats and the budgets of the Provincial Secretariats. Of concern was the efficacy of the Civilian Secretariat in implementing its programme and mandate in the provinces. Members also questioned what training was provided in Provincial Secretariats on Community Safety Forums (CSFs).

 

Police Inspectorate

Members of the Committee wanted to know if the Civilian Secretariat has drafted any policy document that deals with the independence of the Police Inspectorate, given its oversight role over the police.

 

DNA Board

Members questioned the fact that the DNA Board has come to the end of its term and wanted assurances from the Civilian Secretariat that a new board would be instituted, or that the Secretariat would assume the function of the Board. It was pointed out that there was no mention of the DNA Board in the presentation and Members wanted the Secretariat to provide reasons why this was the case.

 

Use of CPFs during Lockdown

The Committee questioned why the CPFs were not classified as emergency personnel by the Regulations. This was cause for concern because there was confusion with some provinces using CPFs and SAPS indicating that they were not emergency personnel. Given the fact that the mission of the Civilian Secretariat was effective civilian oversight, the Department was asked to explain how they were going to change the situation to allow CPFs to assist during the lockdown.

 

Community partnerships

The Committee noted that it appeared that there are some challenges that are experienced by the Secretariat in relation to sustainable community partnerships. Members wanted to know what the outcome, risks and mitigations were in relation to community partnerships were and what challenges the Department was experiencing with community partnerships.

 

Re-prioritisation of the budget

Committee Members raised concerns about the intended R13.5 million cut in the budget of the Secretariat and wanted to know how the Department was going to re-prioritise the budget under the circumstances. An example of this would be fact of the loss of public trust in the SAPS as a result of the flood of public complaints. Members wanted to know how the Secretariat would advise about changing this perception. 

 

Attainment of Strategic Focus and Vision

 The Committee noted that the strategic focus and vision of the Civilian Secretariat are a transformed and accountable police service. Members questioned how the Department would achieve that in view of the fact that the Department only had three or four meetings with the SAPS per year since the 2016/17 financial year. Members wanted to know whether the Department was going to develop a report and if there was going to be survey or census at police stations. In addition, the Crime Prevention Strategy was not implemented.  Members wanted answers why the Secretariat was not achieving its focus areas and strategies and the department was asked to indicate which government departments were not co-operating.

 

Domestic Violence indicators

The Committee questioned why there was no sign language interpreters at police stations when people wanted to report Domestic Violence. There was no indicator in the APP of the capacity of the Department for people with disabilities. The Civilian Secretariat should take the monitoring of the Domestic Violence Act, 1998 (Act No 116 of 1998) (DVA) seriously as it is managed at police stations. Members questioned what indicators on monitoring reports of DVA are being put in place given that domestic violence is a critical area, and there have been increased reporting of domestic violence.

 

Implementation of Audit Findings

The Committee noted that there was a decline in the audit implementation since the 2018/19 financial year and that the Auditor General (AG) audit findings were not implemented. Members wanted the Secretariat to provide reasons for the non-implementation of audit findings. The Committee also expressed its dissatisfaction with the removal of the of 100% implementation audit findingsperformance target and the Department was asked to provide an explanation.

 

COVID-19 pandemic

The Committee questioned what measures the Secretariat have put in place to mitigate the effects of the COVID-19 pandemic on the Department. This was important as there were intended budget cuts on Goods and Services by National Treasury, and there would be implications and consequences for the Department. The Department was asked to provide a report on such measures.

 

DPCI Judge

The Committee questioned what the relationship between the DPCI Judge and the SAPS was and why the DPCI Judge decided to cancel four community engagements. This was concerning in view of the fact that the public was required to have access to the DPCI Judge and needed to know about his role and function in order to have effective oversight over the DPCI. The Department was asked to explain the reason for this. 

 

SAPS Misconduct

The Committee wanted the Department to play its role with respect to SAPS officials that become involved in disciplinary cases. The members appealed to the Department to make sure that the number of officials who become involved in misconduct is reduced. 

 

Litigation Management database

Members questioned whether the Department had access to the SAPS’ litigation management database so that it could be used to do proper oversight, monitoring and evaluation with respect to civil claims against the police. The Department was asked if they did not have access to the database, why they did not have access to it.

 

Firearms Control Amendment Bill

Members wanted to know what progress was made with respect to amendments of the Firearms Control Act and when such an Amendment Bill will be tabled.

 

 

3.         STRATEGIC PRIORITIES OF THE CSPS FOR 2021/22

 

The overall strategic goal of the Secretariat is to conduct civilian oversight over the police and provide the Minister of Police with strategic support (police advice, legislative support, public participation and monitoring and evaluation of the SAPS).

 

3.1        Ministerial Priorities

 

The Minister of Police highlighted the following priorities for the 2020/21 financial year and over the medium term:

  • Institutionalise integration, coordination and collaboration as the most effective approach to building safer communities;
  • Implementation of, amongst other policy instruments, the Integrated Crime and Violence Prevention Strategy and the Integrated Model of Policing Policy Framework
  • Focusing on strengthening communitypartnerships to improve participation in the fight against crime;
  • To improve community police relations and restore trust in the police;
  • To advance the agenda of a transformed and accountable police service;
  • To tackle crime and corruption as barriers to economic growth,
  • To deal with pertinent issues such as acts of economic sabotage and violent protest action,
  • To strengthen by-law enforcement so that municipalities can effectively focus on those functional areas within their purview that promote safety and security;
  • The finalisation of priority legislation that will contribute to economic recovery efforts;
  • Addressing the issue of gender-based violence (GBV) and the CSPS will leverage on its strategic partnerships with CBOs, NGOs, FBOs and the business sector to mobilisecommunities in the fight against the scourge of GBV; and
  • The implementation of the CSPS’ Partnership Strategy and Framework

 

 

 

3.2        State of the Nation Address

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.

 

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 the various 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.

 

3.3        Civilian Secretariat Priorities

The Civilian Secretariat has indicated that their priorities for the 2021/22 financial year and over the medium term includes the following priorities:

Addressing the lack of trust in the police and improving police service delivery;

  • The need for a localised approach to addressing crime concerns;
  • Targeted implementation of the Provincial and Local Crime Prevention Frameworks and District Action Plans, in line with the District Development Model (DDM);
  • The implementation of the 2016 White Paper on Safety and Security;
  • Improving detective service and forensics, as well as facilitating the modernisation of the SAPS through an e-Policing Policy;
  • Focus on the finalisation and implementation of an Integrated Crime and Violence Prevention Strategy (ICVPS); and
  • Ensuring the implementation of a Partnership Strategy and Framework which seeks to mobilise key role-players and harness the social capital in communities by facilitating greater involvement of various community safety structures in the fight against crime.

 

In 2021/22, the Department will focus on the following priorities:

  • Strengthening community participation in the fight against crime, by
  • Implementing crime prevention campaigns,
  • Hosting provincial imbizos and establishing additional community safety forums at the municipal level;
  • Drafting and promoting constitutionally sound legislation to give effect to government policies related to policing.
  • Regulating and monitoring compliance by the police service with relevant legal prescripts.

 

3.4        Medium Term Strategic Priorities

 

In the 2020-2025 Strategic Plan of the Civilian Secretariat for Police, the Secretariat has committed to the implementation of the following priorities during the next five years:

 

  • Facilitating the implementation of the 2016 White Paper on Safety and Security and the Integrated Crime and Violence Prevention Strategy.
  • Drafting and promoting constitutionally sound legislation to give effect to government policies related to policing.
  • Repositioning of the Civilian Secretariat for Police Service as a new Department of Police and the primary policy advisor to the Minister, which requires a review of the current organisational structure.
  • Organisational renewal, strategic leadership and the enforcement of the Civilian Secretariat for Police Service Act and Regulations.
  • Strengthening the capacity of the Department to influence international developments for the Ministry of Police.
  • Facilitating the creation of a smart or e-policing environment.
  • Strengthening the Heads of Departments (HoDs) Forum and Senior Management Forum to monitor the progress of the Department’s oversight functions.
  • Establishing a Knowledge Information Management System as a nerve centre to drive the policy and strategic mandate of the Department.
  • Implementing the Departmental Communication Strategy.
  • Implementing a Partnership Strategy and Framework to strengthen engagements with key stakeholders and galvanise communities on crime prevention initiatives.
  • Building strong ICT infrastructure for the department.
  • Implementing an integrated Human Capital Strategy and the related operational excellence strategies.

 

 

3.5        Impact of COVID-19

 

On 15 March 2020, President Ramaphosa declared the COVID-19 pandemic a national disaster and on 23 March 2020, announced a national lockdown that started from midnight on 26 March 2020 and has since continued on an adjusted risk strategy. The continued role of the police in the lockdown and greater COVID-19 response effort will have a significant impact on the achievement of the Secretariat’s performance and expenditure during the 2021/22 financial year and over the medium-term.

 

According to the Department, a number of internal operational challenges were experienced because of COVID-19 and its impact on the Department. These included the following:

  • The CSPS had to adopt a different method of data collection for monitoring reports, which required the use of virtual communication and required SAPS to self-administer the data collection tools. This had a negative impact on verification of information resulting in inaccurate and incomplete data / information for the development of reports.
  • Delays were experienced in terms of the finalisation of legislation due to unavailability of key stakeholders and few comments received on proposed legislation, in spite of utilisation of virtual platforms.
  • The legislative programme was also severely affected because of changed priorities on the legislative programme, and as such, legislation, which would have been introduced in 2020, will now only be introduced in 2021.
  • Timeframes for the delivery of projects were hampered overall, given that only a limited number of staff were permitted on-site in order to minimise the spread of COVID-19.

 

 

4.CSPS BUDGET ANALYSIS AND PERFORMANCE TARGETS FOR 2021/22

 

4.1. Overall budget allocation

The CSPS received a Main Appropriation of R149 million in 2021/22, which is a nominal increase of 8.68 per cent compared to the previous financial year. In real terms (inflation considered), the Department’s allocation increased with R5.8 million, or 4.22 per cent.

 

Table 1: Comparative changes in expenditure estimates by programme: 2020/21 to 2021/22

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

2020/21

 

 

 

 

Administration

60.9

66.5

5.6

2.9

9.20 per cent

4.79 per cent

Intersectoral Coordination and Strategic Partnerships

23.3

25.7

2.4

1.4

10.30 per cent

5.85 per cent

Legislation and Policy Development

22.2

23.2

1.0

0.1

4.50 per cent

0.29 per cent

Civilian Oversight, Monitoring and Evaluations

30.7

33.6

2.9

1.5

9.45 per cent

5.03 per cent

TOTAL

137.2

149.0

11.8

5.8

8.6 per cent

4.22 per cent

Source: National Treasury (2021)

 

The Administration Programme received a Main Appropriation of R66.5 million in 2021/22, which is a nominal increase of 9.2 per cent (considering inflation, it is a real increase of 4.79 per cent) compared to the previous financial year. The Intersectoral Coordination and Strategic Partnerships Programme received a Main Appropriation of R25.7 million in 2021/22, which is a nominal increase of 10.3 per cent compared to the previous financial year, which is the most substantial increase in the Department’s budget programmes. Considering inflation, the Programme received a real increase of 5.85 per cent.

 

Table 2: Percent of total Department’s 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

 

Administration

60.9

44.39 per cent

66.5

44.63 per cent

0.24 per cent

Intersectoral Coordination and Strategic Partnerships

23.3

16.98 per cent

25.7

17.25 per cent

0.27 per cent

Legislation and Policy Development

22.2

16.18 per cent

23.2

15.57 per cent

-0.61 per cent

Civilian Oversight, Monitoring and Evaluations

30.7

22.38 per cent

33.6

22.55 per cent

0.17 per cent

TOTAL

137.2

100.00 per cent

149.0

100.00 per cent

0.00 per cent

Source: National Treasury (2021)

 

 

The Legislation and Policy Development Programme received a Main Appropriation of R23.2 million in 2021/22, which is a nominal increase of 4.5 per cent and a real increase of only 0.29 per cent compared to the previous financial year. The Civilian Oversight, Monitoring and Evaluation Programme receiveda Main Appropriation of R33.6 million in 2021/22, which is a nominal increase of 9.45 per cent and a real increase of 5.03 per cent compared to the previous financial year.

 

In 2021/22, the percentages of the total Departmental budget remained relatively similar compared to the previous financial year. The Administration Programme continues to receive the bulk of the Department’s total budget allocation at 44.63 per cent, which is an increase of 0.24 per cent compared to the previous financial year. The Civilian Oversight, Monitoring and Evaluations Programme continues to receive the second largest proportional allocation from the total Departmental budget at 22.55 per cent. Compared to the previous financial year, the Programme’s proportional allocation increased with 0.17 per cent.

 

The Intersectoral Coordination and Strategic Partnerships Programme continues to receive the third largest proportional allocation of the total Departmental budget at 17.25 per cent. This is a slight increase of 0.27 per cent compared to the previous financial year. The Legislation and Policy Development Programme continues to receive the smallest proportional allocation at 15.57 per cent. The Programme’s proportional allocation decreased with 0.61 per cent in 2021/22 compared to the previous financial year.

 

4.2. Budget allocation per economic classification

In terms of economic classification, the bulk of the Department’s budget is located in Current payments, of which 70.6 per cent (R103.7 million) goes towards compensation of employees and the remainder goes towards Goods and services (R43.1 million). The largest cost driver in Goods and services remains Travel and subsistence (R14.5 million) consisting of 33.64 per cent of the Goods and services’ budget.

 

Table 3: CSPS 2021/22 Budget summary per economic classification

 

 

 

R million

2021/22

Total

Current payments

Transfers and subsidies

Payments for capital assets

Administration

66.5

65.5

0.21

0.8

Intersectoral Coordination and Strategic Partnerships

25.7

25.3

-

0.3

Legislation and Policy Development

23.2

22.9

-

0.3

Civilian Oversight, Monitoring and Evaluations

33.6

33.1

-

0.5

Total expenditure estimates

149.0

146.8

0.21

1.9

Source: National Treasury (2021)

 

Transfers and subsidies account for R210 000 of the 2021/22 financial year (0.13 per cent). The bulk of which is allocated to the Safety and Security Sector Education and Training Authority (SASSETA) at R204 000 (97.1 per cent of the total). This item received an Adjusted Appropriation of R700 000 in 2020/21, thus the 2021/22 allocation is a significant reduction. Over the medium-term, the allocation is expected to decrease with 31 per cent. The remaining funds in Transfers and subsidies (R6 0000) goes towards vehicle licences. In 2021/22, the Department has allocated R1.9 million towards Payments for capital assets, of which R1.6 million is allocation to Machinery and equipment. This allocation is expected to increase with 12.0 per cent over the medium-term.

 

 

4.3        Budget allocation per programme

 

4.3.1. Programme 1: Administration

The Administration Programme’s budget allocation increased from R60 million in 2020/21 to R66.5 million in 2020/21, which is a nominal increase of 10.8 per cent. Considering inflation, the Programme’s allocation increased with 6.37 per cent compared to the previous financial year.

The Department Management sub-programme received a Main Allocation of R12.3 million in 2021/22, which is a nominal increase of 5.13 per cent and real increase of 0.89 per cent compared to the previous financial year. The Corporate Services sub-programme’s allocation increased from R23.2 million in 2021/21 to R24 million in 2021/22, which is a nominal increase of 3.45 per cent. However, considering inflation, the allocation showed a real decrease of 0.72 per cent. Similarly, the Finance Administration sub-programme received a nominal increase of 3.45 per cent from R17.4 million in 2020/21 to R18 million in 2021/22. While this is a nominal increase, considering inflation, the allocation decreased with 0.72 per cent.

 

Table 4: Budget allocation: Administration Programme per sub-programme

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

 

 

 

 

Department Management

11.7

12.3

0.6

0.1

5.13 per cent

0.89 per cent

Corporate Services

23.2

24.0

0.8

- 0.2

3.45 per cent

-0.72 per cent

Finance Administration

17.4

18.0

0.6

- 0.1

3.45 per cent

-0.72 per cent

Office Accommodation

4.1

7.5

3.4

3.1

82.93 per cent

75.55 per cent

Internal Audit

4.7

4.7

0.0

- 0.2

0.00 per cent

-4.03 per cent

TOTAL

60.0

66.5

6.5

3.8

10.8 per cent

6.37 per cent

Source: National Treasury (2021)

 

The Department is in the process of relocating to new offices, as the current office space cannot accommodate the Department’s personnel. This accounts for the significant increase in the budget allocation of the Office Accommodation sub-programme from R4.1 million in 2020/21 to R7.5 million in 2021/22. The allocation increased nominally with 82.93 percent (R3.4 million) compared to the previous financial year.

 

The Internal Audit sub-programme received a Main Appropriation of R4.7 million in 2021/22, which remained unchanged compared to the previous financial year. Although the allocation remained unchanged nominally, the allocation decreased with 4.03 per cent in real terms when considering the impact of inflation.

 

Table 5: Percent of total Administration 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

 

Sub-programme 1: Department Management

11.7

19.50 per cent

12.3

18.50 per cent

-1.00 per cent

Sub-programme 2: Corporate Services

23.2

38.67 per cent

24.0

36.09 per cent

-2.58 per cent

Sub-programme 3: Finance Administration

17.4

29.00 per cent

18.0

27.07 per cent

-1.93 per cent

Sub-programme 4: Office Accommodation

4.1

6.83 per cent

7.5

11.28 per cent

4.44 per cent

Sub-programme 5: Internal Audit

4.7

7.83 per cent

4.7

7.07 per cent

-0.77 per cent

TOTAL

60.0

100.00 per cent

66.5

100.00 per cent

0.00 per cent

Source: National Treasury (2021)

 

The significant increase in the Office Accommodation sub-programme’s budget allocation affected the proportional allocations of the sub-programmes of the Administration Programme. The Corporate services sub-programme continues to receive the bulk of the Programme’s budget allocation at 36.09 per cent. However, the proportional allocation decreased with 2.58 per cent in 2021/22 compared to the previous financial year. The proportional allocations of the Departmental Management, the Financial Management and the Internal Audit sub-programmes decreased with 1 per cent, 1.93 per cent and 0.77 per cent, respectively. The Office Accommodation sub-programme now receives a substantial portion of the Programme’s total budget allocation at 11.28 per cent. The proportional allocation increased with 4.44 per cent compared to the previous financial year.

 

4.3.2 Programme 2: Intersectoral Coordination and Strategic Partnerships

 

The Intersectoral Coordination and Strategic Partnerships Programme received a Main Appropriation of R25.7 million in 2021/22, which is a nominal increase of 10.3 per cent. Considering inflation, the Programme received a real increase of 5.85 per cent. The Intergovernmental, Civil Society and Public-Private Partnerships sub-programme received a Main Appropriation of R21.7 million in 2021/22, which is a nominal increase of 10.15 per cent compared to the previous financial year. Considering inflation, the sub-programme’s allocation increased with 5.71 per cent compared to the previous financial year.

 

Table 6: Budget allocation: Intersectoral Coordination and Strategic Partnerships Programme per sub-programme

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

 

 

                       

 

Intergovernmental, Civil Society and Public-Private Partnerships

19.7

21.7

2.0

1.1

10.15 per cent

5.71 per cent

Community Outreach

3.6

4.0

0.4

0.2

11.11 per cent

6.63 per cent

TOTAL

23.3

25.7

2.4

1.4

10.3 per cent

5.85 per cent

                 

Source: National Treasury (2021)

 

The Community Outreach sub-programme received a Main Appropriation of R4 million in 2021/22, which is a nominal increase of 11.11 per cent and real increase of 6.63 per cent compared to the previous financial year.

 

Proportionally, the Intergovernmental, Civil Society and Public-Private Partnerships sub-programme receives 84.44 per cent of the Programme’s total budget allocation, which decreased with 0.11 per cent in 2021/22 compared to the previous financial year. The Community Outreach sub-programme receives the remainder of the Programme’s allocation at 15.56 per cent of the total.

 

Table 7: Percent of total Intersectoral Coordination and Strategic Partnerships 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

 

Intergovernmental, Civil Society and Public-Private Partnerships

19.7

84.55 per cent

21.7

84.44 per cent

-0.11 per cent

Community Outreach

3.6

15.45 per cent

4.0

15.56 per cent

0.11 per cent

TOTAL

23.3

100.00 per cent

25.7

100.00 per cent

0.00 per cent

Source: National Treasury (2021)

 

4.3.3. Programme 3: Legislation and Policy Development

The Legislation and Policy Development Programme received a Main Appropriation of R23.2 million in 2021/22, which is a nominal increase of 4.5 per cent compared to the previous financial year. Considering inflation, the Programme’s allocation shows a real increase of only 0.29 per cent.

 

 

 

 

Table 8: Budget allocation: Legislation and Police Development Programme per sub-programme

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

 

 

 

 

Policy Development and Research

15.0

15.8

0.8

0.2

5.33 per cent

1.09 per cent

Legislation

7.2

7.5

0.3

0.0

4.17 per cent

-0.03 per cent

TOTAL

22.2

23.2

1.0

0.1

4.5 per cent

0.29 per cent

Source: National Treasury (2021)

 

The Policy Development and Research sub-programme received a Main Appropriation of R15.8 million, which is a nominal increase of 5.33 per cent in 2021/22. Considering inflation, the sub-programme’s allocation increased with 1.09 per cent.

 

The Legislation sub-programme received a Main Appropriation of R7.5 million in 2021/22, which is a nominal increase of 4.17 per cent. However, considering inflation, the allocation decreased slightly with 0.03 per cent compared to the previous financial year.

 

The proportional allocations towards sub-programmes did not change substantially in 2021/22 compared to the previous financial year. The Policy Development and Research sub-programme continues to receive the bulk of the Programme’s allocation at 68.10 per cent, which increased slightly with 0.54 per cent.

 

The Legislation sub-programme received the remainder of the Programme’s budget allocation (32.33 per cent). The sub-programme’s proportional allocation decreased slightly with 0.10 per cent in 2021/22 compared to the previous financial year.

 

Table 9: Percent of total Legislation and Police Development 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

 

Sub-programme 1: Policy Development and Research

15.0

67.57 per cent

15.8

68.10 per cent

0.54 per cent

Sub-programme 2: Legislation

7.2

32.43 per cent

7.5

32.33 per cent

-0.10 per cent

TOTAL

22.2

100.00 per cent

23.2

100.00 per cent

0.00 per cent

Source: National Treasury (2021)

 

4.3.4. Programme 4: Civilian Oversight, Monitoring and Evaluation

The Civilian Oversight, Monitoring and Evaluation Programme received a Main Appropriation of R33.6 million in 2021/22, which is a nominal increase of 9.4 per cent. The Police Performance, Conduct and Compliance sub-programme received a Main Appropriation of R16 million in 2021/22, which is a nominal increase of 5.26 per cent or real increase of 1.02 per cent compared to the previous financial year.

 

Table 10: Budget allocation: Civilian Oversight, Monitoring and Evaluation Programme per sub-programme

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

 

 

 

 

Police Performance, Conduct and Compliance

15.2

16.0

0.8

0.2

5.26 per cent

1.02 per cent

Policy and Programme Evaluations

5.6

7.1

1.5

1.2

26.79 per cent

21.68 per cent

Office of the Directorate for Priority Crime Investigation Judge

6.5

6.8

0.3

0.0

4.62 per cent

0.40 per cent

National Forensic Oversight and Ethics Board

3.4

3.7

0.3

0.2

8.82 per cent

4.44 per cent

TOTAL

30.7

33.6

2.9

1.5

9.4 per cent

5.03 per cent

Source: National Treasury (2021)

 

 

The Police and Programme Evaluations sub-programme received a substantial increase in its budget allocation in 2021/22. The sub-programme received a Main Appropriation of R7.1 million compared toan Adjusted Appropriation of R5.6 million in 2020/21. The 2021/22 allocation represents a nominal increase of 26.79 per cent compared to the previous financial year. Considering inflation, the sub-programme’s allocation increased with 21.68 per cent.

 

The Office of the Directorate for Priority Crime Investigation Judge sub-programme received a Main Appropriation of R6.8 million in 2021/22, which is a nominal increase of 4.62 per cent or 0.44 per cent real increase. The National Forensic Oversight and Ethics Board sub-programme received a Main Appropriation of R3.7 million in 2021/22, which is a nominal increase of 8.82 per cent and real increase of 4.44 per cent compared to the previous financial year.

The proportional allocations towards the sub-programmes shifted slightly in 2021/22 compared to the previous financial year. The substantially increased allocation of the Policy and Programme Evaluations sub-programme resulted in a 2.89 per cent increase of its proportional allocation from 18.24 per cent in 2020/21 to 21.13 per cent in 2021/22. The rest of the sub-programme’s proportional allocations decreased to accommodate the increased allocation of the Policy and Programme Evaluations sub-programme.

 

 

 

Table 11: Percent of total Civilian Oversight, Monitoring and Evaluation 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

 

Police Performance, Conduct and Compliance

15.2

49.51 per cent

16.0

47.62 per cent

-1.89 per cent

Policy and Programme Evaluations

5.6

18.24 per cent

7.1

21.13 per cent

2.89 per cent

Office of the Directorate for Priority Crime Investigation Judge

6.5

21.17 per cent

6.8

20.24 per cent

-0.93 per cent

National Forensic Oversight and Ethics Board

3.4

11.07 per cent

3.7

11.01 per cent

-0.06 per cent

TOTAL

30.7

100.00 per cent

33.6

100.00 per cent

0.00 per cent

Source: National Treasury (2021)

 

4.4. Expenditure on personnel/compensation of employees

Compensation of employees remains the Department’s largest cost driver, accounting for 70.9 per cent (R311.2 million) of its expenditure over the medium-term. The Department’s budget for compensation of employees is reduced by R50.1 million over the same period. Of this, R21.9 million is in line with thefreeze on salary increases over the medium term and the decision not to implement the 2018 public sector wage agreement. These reductions have made it necessary for the Department to revise its number of personnel from 160 in 2020/21 to 153 in 2023/24. To ensure that the Department remains within the expenditure ceiling for compensation of employees, eight (8) posts will not be filled following contract terminations and natural attrition.

 

Table 12: Personnel numbers and cost by programme

 

Funded posts March 2021

Actual

Revised estimate

Medium-term expenditure estimate

Average growth rate (%)

Average: Salary level/ Total (%)

 

 

2019/20

2020/21

2021/22

2022/23

2023/24

2020/21 - 2023/24

Civilian Secretariat for the Police Service

 

No.

Cost

No.

Cost

No.

Cost

No.

Cost

No.

Cost

 

 

Programme

160

148

98.0

161

104.8

158

103.7

157

103.7

153

103.7

-1.7%

100.0%

Programme 1

77

73

42.0

77

45.1

76

44.0

76

44.0

74

44.0

-1.6%

48.1%

Programme 2

22

21

18.1

23

17.8

22

17.5

22

17.5

20

17.5

-3.5%

13.8%

Programme 3

21

20

15.7

21

16.3

22

17.4

22

17.4

21

17.4

0.8%

13.7%

Programme 4

40

34

22.2

40

25.6

38

24.8

38

24.9

37

24.9

-2.3%

24.4%

Source: National Treasury (2021)

 

The table above shows that, over the medium-term, compensation of employees will decrease on average with 1.7 per cent in total. The reduction in most pronounced in the Intersectoral Coordination and Strategic Partnerships Programme, which is expected to decrease with 3.6 per cent on average between 2020/21 and 2023/24, followed by the Civilian Oversight, Monitoring and Evaluations Programme (-2.3 per cent).

 

 

4.4        PERFORMANCE ANALYSIS

 

This section provides a summary of the performance indicators and targets of the four budget programmes of the Department. The section further highlights key concerns for consideration of Parliament during the 2021/22 budget hearings of the Department.

 

4.4.1     Programme 1: Administration

The purpose of the Administration Programme is to provide strategic leadership, management and support services to the Department. For the 2020/21 financial year, six performance indicators were identified. The Programme has two new performance indicators and removed two indicators that were included in the 2019/20 financial year.

 

Programme purpose: The purpose of the Administration Programme is to provide strategic leadership, management and support services to the Department.

 

Performance indicators: For the 2021/22 financial year, the Department identified six performance indicators for the Administration Programme, of which all targets remained unchanged.

 

Sub-programme: Department Management

            1) Number of joint consultative IPID/Secretariat forum meetings held per year in   compliance with the Civilian Secretariat for Police Service Act, 2011: Target remains unchanged at four meetings annually.

 

Sub-programme: Corporate Services

            2) Vacancy rate of not more than 7% of the total post establishment: Target remains       unchanged at not more than 7% in 2021/22.

            3) Percentage of implementation of the Human Capital Strategy: Target remains unchanged at 100% implementation.

            4) Percentage implementation of the Information and Communication Technology            (ICT) Strategy: Target remains unchanged at 100%.

 

Sub-programme: Finance Administration

            5) Percentage of payments made to creditors within 30 days: Target remains unchanged at 100%.

            6) Percentage of expenditure in relation to the allocated budget: Target remains   unchanged at 98%.

 

4.4.2     Programme 2: Intersectoral Coordination and Strategic Partnerships

Programme purpose: The purpose of the Intersectoral Coordination and Strategic Partnerships Programme is to manage and encourage national dialogue on community safety and crime prevention.

 

Performance indicators: For the 2021/22 financial year, the Programme identified six performance indicators.

 

Sub-programme: Intergovernmental, Civil Society and Public-Private Partnerships

  1. Number of memoranda of understanding (MoUs) signed with stakeholders in order to build safer communities: Target remains unchanged at two MOUs for 2021/22.
  2. Number of workshops facilitated with Provincial Secretariats and municipalities on the establishment of Community Safety Forums (CSFs): Target remains unchanged at nine workshops.
  3. Number of provincial capacity-building sessions held on crime prevention policies per year: Target remains unchanged at nine sessions.
  4. Number of anti-crime campaigns conducted per year: Target remains unchanged at three campaigns.
  5. Number of monitoring reports on implementing Community Policing Forum (CPF) regulations/standards approved by the Secretary: Target remains unchanged at two reports.

 

Sub-programme: Community Outreach

  1. Number of izimbizo/public participation programmes held with communities to promote community safety: Target increased from four in 2020/21 to eight in 2021/22.

 

 

4.4.3     Programme 3: Legislation and Policy Development

 

Programme purpose: The purpose of the Legislation and Policy Development Programme is to develop policy and legislation for the police sector and to conduct research on policing and crime.

 

Performance indicators: For the 2021/22 financial year, the Programme identified four performance indicators.

Sub-programme: Policy Development and Research

  1. Number of draft national policing polices submitted to the Secretary for approval per year: Target remains unchanged at one policy.
  2. Number of research reports on policing approved by the Secretary per year: Target increased from one research report to two research reports.
  3. Number of newsletter (gazettes) published on SaferSpaces per year: Target remains unchanged at one newsletter.

 

Sub-programme: Legislation

  1. Number of Bills submitted to the Minister for Cabinet approval per year: Target remains unchanged at two bills.

 

4.4.4     Programme 4: Civilian Oversight, Monitoring and Evaluation

 

Programme purpose: The purpose of the Civilian Oversight, Monitoring and Evaluation Programme is to oversee, monitor and report on the performance of the SAPS.

 

Performance indicators: For the 2021/22 financial year, the Programme identified 10 performance indicators.

 

Sub-programme: Police Performance, Conduct and Compliance Monitoring

  1. Number of Police Station Oversight Reports approved by the Secretary: Target decreases from four reports in 2020/21 to three in 2021/22.
  2. Number of SAPS Budget and Programme Performance Assessment Reports approved by the Secretary for Police Service per year: Target remains unchanged at one report.
  3. Number of Assessments Reports on Complaints Management approved by the Secretary for Police Service per year: Target remains unchanged at two reports.
  4. Number reports on SAPS Implementation of IPID Recommendations approved by the Secretary for Police Service per year: Target remains unchanged at two reports.
  5. Number of Compliance Monitoring Reports on the implementation of the Domestic Violence Act, 1998 by SAPS approved by the Secretary for Police Service per year: Target remains unchanged at two reports.
  6. Number of reports on the implementation and compliance to legislation and policies approved by the Secretary: Target increased from one to two reports.
  7. Number of assessment reports in police conduct and integrity approved by the Secretary per year: Target remains unchanged at one report.
  8. Number of reports on the functioning of the National Forensic DNA Database assessed per year: Target remains unchanged at four reports.

 

Sub-programme: Policy and Programme Evaluations

  1. Number of assessment reports on SAPS programmes approved by the Secretary: Target remains unchanged at one report.
  2. Number of evaluation reports on legislation and policies approved by the Secretary per year: Target remains unchanged at one report.

 

 

5. COMMITTEE OBSERVATIONS

 

The Committee made the following observations on the strategic priorities of the Civilian Secretariat during the 2021/22 budget hearings:

 

 

Lack of trust in the police

The Committee noted that the strategic focus of the Civilian Secretariat should be revisited with respect to the Department’s impact on the SAPS. In particular, the levels of public trust in the police has significantly declined and Members wanted to know what the Civilian Secretariat would be doing to assist the SAPS in changing this perception and improving levels of public trust. Members pointed out that bogus police officers involved in robberies and other crimes has contributed to the lack of public trust in the police and wanted to know how the Department would be contributing to changing the lack of trust.

 

Restructuring of the Civilian Secretariat as the Department of Police

The Committee questioned what the purpose of the White Paper on Policing stated with respect to policy on the independence of the Civilian Secretariat for Police. Members questioned why the Civilian Secretariat would want to migrate back to be called the Department of Police when it took time to move out of the SAPS. The policy provides for the Civilian Secretariat to have independent oversight over the SAPS. Members wanted details on the proposed Department of Police.

 

Relationships with Community Police Forums (CPFs)

The Committee wanted to know whether there still was a working relationship between the police and CPFs and whether the CPFs were functional and operational. The lifespan of CPFs was questioned and Members wanted to know if the Department knew how many CPF members were involved in and who have been convicted crime.

 

Panel of ExpertsReport and Accountability Mechanisms

In reference to the recommendationthat there was a need for a review of internal and external accountability mechanisms the SAPS, in the Panel of Experts on Policing and Crowd Control report, the Committee questioned whether the review will be conducted. According to the recommendation, the review must be carried out by the CSP and findings reported to the Minister, National Commissioner and the Portfolio Committee on Police. The Committee wanted to know when the Secretariat would be conducting the review.

 

Policy Development

The Committee noted that there were various policy papers developed and the wanted an indication of the status of the White Papers on Policing and Safety and Security and how it will be implemented in coming legislation and other papers developed for the 2021/22 financial year.

 

Communication Strategy

The Committee noted that the Civilian Secretariat was one of the most one of the most important departments, despite its size. However, its communication strategy was not very good as the Portfolio Committee was on the receiving end of numerous complaints.  Complaints meant for the Department was not being responded to and we have made a commitment to the public to deal with their complaints. The Committee was now receiving public complaints that was meant for the Civilian Secretariat and this should be remedied.

 

Legislation

The Committee was concerned about the lack of legislation placed before it and noted that the Committee has just over two years in its term. It was distressed that legislation on the IPID Amendment Bill, the SAPS Amendment Bill and the Firearms Control Amendment Bill was priorities for the Committee. The Department was not prioritising what the Portfolio Committee has prioritised. A decision was made to place the Department under scrutiny as the Committee will leave no legislation to the 7th Administration and insisted that the Department tables the legislation.

 

Performance of the DPCI Judge

The Committee questioned why the APP does not include any performance indicators to measure the performance of the Office of the DPCI Judge despite there being a budget allocation. This prevents the Committee from performing adequate oversight on the economic spending of public funds.

 

 

Oversight Mandate of the Civilian Secretariat for Police

The Committee reminded the Department that its mandate is oversight over the SAPS and when considering how the SAPS management are progressing and managing its affairs, then the Department was not doing enough when it comes to monitoring the processes and decisions of the SAPS. The Committee noted that the Portfolio Committee also has a similar mandate and there was a need to work closely together in ensuring that the SAPS deliver better services to the public.

 

Promotions policy

The Committee noted that the promotions policy of the SAPS is seeing too many generals being promoted and wanted the Civilian Secretariat to review the application of the SAPS Promotions Policy as many of the staff at lower levels (1-9) were not being promoted, but levels 12 upwards were being promoted. Included in the review should be a list of all generals in all provinces and whether they have been disciplined or have charges against them.

 

CIVILIAN SECRETARIAT RESPONSES

 

The Civilian Secretariat noted the questions and comments and stated that in terms of the programme, the Firearms Control Amendment Bill will be published for comment. Two bills were presented to the Cabinet Committee for processing and this was the Protection of Constitutional Democracy against Terrorist Related Attacks (POCDATRA) and the Firearms Control Amendment Bill.  The Department has published the SAPS Amendment Bill and they were finalising the inputs of the public for processing in Cabinet, so that it can be introduced.

The DNA Bill briefing to the Minister will take place on 17 May 2021.

 

The White Paper on Safety and Security (2016) was used to develop the integrity, crime and violence strategy and that was the implementing tool. The department noted that it had taken into account the loss of public trust in the SAPS and it had published a State of Policing Report and it had identified areas of trust in the police. The Secretariat will undertake a customer satisfaction survey.

 

The impact of the COVID – 19 pandemic has taken its toll on the Department and they believed that the Civilian Secretariat was not out of the woods yet. The third wave has now struck just as the department was going to catch up with their programme. Some of the mid-term targets were reduced as a result. The current targets were based on the assumption that all will be normal in this financial year.

 

The Department indicated that it would fast-track vacancies, but there are financial constraints and the programme will addresses the issues, including the impact of the COVID-19 pandemic.

As far as planning was concerned, in the last quarter of the last financial year needs to be finished in the third quarter, so that it can be implemented. Police brutality is addressed through the quarterly joint management forum meetings with the IPID who has the responsibility to investigate.

 

The Department did not keep statistics on criminality of CPF members but noted that generally the leadership of CPFs are stable, except in the Western Cape Province where there are some challenges.

 

The Civilian Secretariat indicated that the Panel of Experts report was completed and the Department has developed an action plan for implementation. They requested an opportunity to present the report to the Committee. The Police Employee Health and Welfare programme will be evaluated by the Department to ensure that there is well being of police officers, and would make recommendations for improvement.

 

The Department reported that it does have access to the SAPS litigation database and two reports has already been shared with the Portfolio Committee.

 

The Department reported that the budget for the Critical Infrastructure Protection Council would be funded and most of the budget would be used for the expenses of the five civil society and private members appointed to the Council. These would principally be for travelling and attendance. The Council has been allocated R250 000 for their budget.

 

The Department reported that the repositioning of the Civilian Secretariat of Police into the SAPS, is not accurate. It will be repositioned into the Department of Police which is part of the 1998 White Paper on Safety and Security, where the Department manages the budget of the SAPS. This is similar to the arrangement with the Secretary of Defence managing the budget of the SA National Defence Force. The Department has commenced a business case in the Department of Public Service and Administration, but it was cut short due to the Covid-19 pandemic.

 

The National Policing Policy is progressing with letters that have bene sent to the MECs and the National Commissioner. This had been done with Heads of Departments as the Department must take into account the policing priorities and needs. A research project on the analysis of SAPS murder dockets has started and the investigations are rigorous. The project will also look at conviction rates.

The Civilian Secretariat also reported that the head of research in SAPS informed that they were looking at the SAPS basic training and she asked the Civilian Secretariat to look at the value chain in the SAPS which hampers a professional police service.

 

 

6.         RECOMMENDATIONS AND ADDITIONAL INFORMATION

 

The Committee made several recommendations to the CSPS during the 2020/21 budget hearings. These included the following:

 

  1. The Committee recommends that the CSPS develop an action plan to assist the SAPS management to increase public trust in the police.
  2.  The Committee recommends that the Secretariat should finalise the support to the community police forums (CPFs) and provide a report on the relationship between the SAPS and CPFs nationally. The report should also provide details on the level of criminality associated with CPF members.  

 

  1. The Committee recommends that the Civilian Secretariat implements the review of internal and external accountability mechanisms of the SAPS and make the report available to the Minister of Police, the National Commissioner and the Portfolio Committee on Police. 

 

  1. The Committee recommends that the Civilian Secretariat reviews its communication strategy on its operations and how it processes public complaints.

 

  1. The CSPS must submit a written copy of its revised legislative schedule with respect to the SAPS Amendment Bill, the IPID Amendment Bill and the Firearms Control Amendment Bill.

 

  1. The CSPS must provide the Committee with a report on the progress of the migration of the Civilian Secretariat for Police to the Department of Police and the implications of this change. The report should be provided by the end of June 2021.
  2. The Committee recommends that the Civilian Secretariat provide a list of policies that will be developed together with already developed policies and make it available to the Committee by no later than June 2021. The Committee also recommends that the Civilian Secretariat provides the specific areas where the two White Papers will feed into the proposed SAPS Amendment Bill.

 

  1. The Committee recommends that the CSPS should provide the Committee with an updated legislative schedule submitted to the office of the Leader of Government Business in the National Assembly by no later than June 2021. The Committee expects the Department to prioritise the SAPS Amendment Bill.

 

  1. The Committee recommends that the Secretariat explores ways and means to implement its oversight mandate more tightly over the SAPS and strengthen its monitoring of the SAPS management processes in order to improve its effectiveness.

 

  1. The Committee recommends that the Secretariat improves co-operation with the DPCI Judge and works towards improving the performance and output of the Office of the DPCI Judge.

 

  1. The Committee recommends that the Secretariat investigates compliance with the SAPS Promotions Policy and provide the Committee with a report by end July 2021.

 

7.         CONCLUSION

 

The Portfolio Committee on Police has considered the Budget, APP and Strategic Plan (2020-2025) of the Civilian Secretariat for Police during the effects of the COVID-19 pandemic. The Civilian Secretariat has at the time of the budget hearings had a total of 13 employees that has been infected with the COVID-19 virus and since the start of the pandemic, all who have recovered and had one fatality. The Department, like all other government departments had to review its operations as a result and make contingency plans to combat the pandemic, while performing its operations.

 

The Committee was pleased with its engagement with the Department and encouraged it to strengthen the community partnerships with the police, particularly CPFs.

 

The Committee looks forward to a greater commitment on the part of the Civilian Secretariat to table the Committee priorities in terms of legislation. The Portfolio Committee on Police supports Budget Vote 21 of the Civilian Secretariat for Police Services and recommends the budget be adopted.

 

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

 

Report to be considered.  

 

 

 

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