ATC220504: Report of the Portfolio Committee on Police on the 2022/23 Budget for Vote 21 and Annual Performance Plan (APP) Of The Civilian Secretariat For Police Service (CSPS), Dated 04 May 2022

Police

REPORT OF THE PORTFOLIO COMMITTEE ON POLICE ON THE 2022/23 BUDGET FOR VOTE 21 AND ANNUAL PERFORMANCE PLAN (APP) OF THE CIVILIAN SECRETARIAT FOR POLICE SERVICE (CSPS), DATED 04 MAY 2022.

The Portfolio Committee on Police examined the Budget Vote of the Civilian Secretariat for Police Service (Vote 21) for the 2022/23 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) 2022. The budget was examined in conjunction with the Annual Performance Plan (APP) for 2022/23 and the Strategic Plan (2020-2025). The Committee reports as follows:

1.Introduction

1.1.Structure

The Report provides an overview of the 2022/23 Budget Hearings of the CSPS. 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 overview. This section provides an overview of the strategic priorities of the Department during the 2022/23 financial year, as well as the medium-term.
Section 3: Progress on drafting legislation. This section provides an overview of the progress made on the drafting of legislation by the Department during 2021.
Section 4: Budget allocation for 2022/23. This section provides an analysis of the budget allocations per programme of the CSPS for the 2022/23 financial year.
Section 5: Programme performance indicators for 2022/23. This section provides a summary of the Department’s performance indicators per programme for the 2022/23 financial year.
Section 6: Committee observations. This section provides a summary of observations made by the Portfolio Committee on Police during the 2022/23 budget hearings and subsequent responses by the Department.
Section 7: 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.
Section 8: Conclusion. This section provides concluding remarks.

1.2.Meetings held

The Committee met on 22 April 2022 to consider the 2022/23 budget and APP of the CSPS. The meeting was held on a virtual platform.

2.Strategic Focus for 2022/23 and medium-term

The Department’s strategic focus for 2022/23 and over the medium term includes the following:

encouraging community participation in the fight against crime through facilitating events such as imbizos and public participation programmes;
developing policies and legislation for the police sector; and
assessing and monitoring the performance of the police service, for example, its implementation of recommendations from the Independent Police Investigative Directorate and monitoring its compliance with the legal prescripts affecting its work.

As part of the 2020 – 2025 planning cycle, the CSPS adopted a five-year strategy centred around improving levels of trust in the police through effective civilian oversight as the desired impact. The Department identified four institutional outcomes towards the achievement of its envisaged impact, including:

improving community participation in the fight against crime;
improving community-police relations;
facilitating collaboration, coordination and integration on safety, crime and violence prevention within the three spheres of government; and
ensuring a transformed and accountable police service.

However, according to the Department the achievement of these outcomes have been challenged by persistent questions concerning the impact made by the CSPS on the ground, gaps in the process of ensuring alignment with provinces in terms of appropriate sectoral performance measures and the inability to adequately measure progress made with respect to the institutional outcomes in the past two years. In previous assessments of the Department’s plans, the Department of Monitoring and Evaluation (DPME) also identified as a weakness the fact that the CSPS’ five-year strategy was not backed by a clear Theory of Change (ToC).

The ToC is a system of ideas intended to explain how the Department thinks that change happens or will happen in the area(s) that the Department wants to address, and how they intend to work in order to influence this change / these changes. The ToC further seeks to explain how the various elements of an organisation’s strategy (activities, outputs and outcomes) contribute to the achievement of the final intended impact. The Department’s ToC is described in the 2022/23 APP on pages 31 to 33.

3.Progress on drafting of Legislation

During 2021, the following progress was made in terms of key legislation affecting the policing portfolio:

South African Police Service Amendment Bill

Public comments received in 2021 were considered and incorporated into the Bill.
The introduction of the Bill in Parliament for consideration is envisaged in the new financial year (2022/23).

Criminal Law (Forensic Procedures) Amendment Bill

The Bill was introduced in Parliament in December 2021.
The Portfolio Committee on Police has already commenced with conducting Parliamentary deliberations on the Bill.
Public hearings on the Bill were scheduled to take place in March 2022.

Firearms Control Amendment Bill

The Bill was published for public comments in May 2021.
The Bill will undergo a series of further consultation with stakeholders in February 2022.

Protection of Constitutional Democracy Against Terrorist and Related Activities Amendment Bill

The Bill was published for public comments in May 2021.
The introduction of the Bill in Parliament for consideration is envisaged in the 2022/23 financial year.

Independent Police Investigative Directorate Amendment Bill

The Bill has been drafted and is being prepared for consultations through the JCPS Cluster for Cabinet approval for publication in the Gazette for public comments.

According to the performance indicators of the Legislation subprogramme, two Bills will be submitted to the Minister of Police for Cabinet approval. The development, progress and prioritisation of Bills is guided by the Legislative Programme for the financial year, and may also be influenced by directives from the Portfolio Committee on Police and the Office of the Leader of Government Business.

The Department identified delays in finalisation of the legislation process as a strategic risk and noted that it emanates from dependency on other stakeholders and diversion from the core mandate and inadequate capacity and expertise. To mitigate the risk, the Department will conduct early and continuous engagement with stakeholders and will expand the Legislation Chief Directorate to cover other legal matters required by the Department.

Review of CSPS Act

In its 2022/23 APP, the Department stated the need for an urgent review of the CSPS Act, 2011. It stated that although the “CSPS legislation is good, clear and succinct in terms of our oversight role, (it) is also somewhat vague in terms of empowering the Department to actively pursue some of the bold choices in its organisational strategy by making allowances for enforcement in instances of non-adherence to its provisions by SAPS. The need for a review of the Act has thus become pertinent, particularly taking into account the fact that both the SAPS and IPID Acts have also been reviewed.”

4.Budget allocation 2022/23

4.1.Overall budget allocation

The CSPS received a Main Appropriation of R152.3 million in 2022/23, which is a slight nominal increase of R1.3 million or 0.8 per cent compared to the previous financial year. In real terms (inflation considered), the Department’s allocation decreased with R5.3 million, or -3.5 per cent. Despite the overall increase, two of the Departmental programmes’ allocations decreased nominally.

Table 1: Comparative changes in expenditure estimates by programme: 2021/22 to 2022/23

Programme	Budget		Nominal Increase / Decrease in 2022/23	Real Increase / Decrease in 2022/23	Nominal Percent change in 2022/23	Real Percent change in 2022/23
R million	2021/22	2022/23
1. Administration	67,5	68,8	1,2	- 1,7	1,83 per cent	-2,55 per cent
2. Intersectoral Coordination and Strategic Partnerships	26,0	27,0	1,0	- 0,2	3,87 per cent	-0,61 per cent
3. Legislation and Policy Development	23,4	23,4	- 0,1	- 1,1	-0,26 per cent	-4,56 per cent
4. Civilian Oversight, Monitoring and Evaluations	34,1	33,2	- 0,9	- 2,3	-2,68 per cent	-6,87 per cent
TOTAL	151,0	152,3	1,3	- 5,3	0,8 per cent	-3,50 per cent

Source: National Treasury (2022)

The Administration Programme received a Main Appropriation of R8.8 million in 2022/23, which is a nominal increase of 1.8 per cent (considering inflation, it is a real decrease of 2.55 per cent) compared to the previous financial year. The Intersectoral Coordination and Strategic Partnerships Programme received a Main Appropriation of R27.0 million in 2022/23, which is a nominal increase of R1.0 million or 10.3 per cent compared to the previous financial year. However, considering inflation, the Programme received a real decrease of 0.61 per cent. The Legislation and Policy Development Programme received a Main Appropriation of R23.4 million which is a slight nominal decrease of R100 000.00 or -0.26 per cent. In real terms, the Programme’s allocation decreased by 4.56 per cent. The Civilian Oversight, Monitoring and Evaluation Programme received a Main Appropriation of R33.2 million, which is a nominal decrease of almost R1 million or 2.68 per cent. In real terms, the allocation decreased with R2.3 million or 6.87 per cent.

In 2022/23, 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 45.14 per cent, which is an increase of 0.44 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 21.78 per cent. Compared to the previous financial year, the Programme’s proportional allocation decreased with -0.79 per cent.

The Intersectoral Coordination and Strategic Partnerships Programme continues to receive the third largest proportional allocation of the total Departmental budget at 17.73 per cent. This is an increase of 0.52 per cent compared to the previous financial year. The Legislation and Policy Development Programme continues to receive the smallest proportional allocation at 15.35 per cent. The Programme’s proportional allocation decreased with 0.17 per cent in 2022/23 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 70.38 per cent (R107.2 million) goes towards compensation of employees. The allocation towards compensation of employees increased nominally by 1.36 per cent compared to the previous financial year. In 2022/23, R39.9 million is allocated to Goods and services, which is a nominal decrease of 7.48 per cent compared to the previous financial year. The decrease in Goods and service is due to significant decreases on the following items:

Advertising: -18.0 per cent
Computer services: - 14.7 per cent
Travel and subsistence: - 14.26 per cent
Departmental agencies and accounts: - 49.1 per cent
Software and other intangible assets: - 78.51 per cent

In 2022/23, Machinery and equipment received a Main Appropriation of R5 million, which is a nominal increase of 216.65 per cent compared to the R1.6 million allocation received in the 2021/22 financial year.

4.3.Programme 1: Administration

The Administration Programme’s budget allocation increased from R67.5 million in 2021/22 to R68.8 million in 2022/23, which is a nominal increase of 1.8 per cent (R1.2 million nominal increase). Considering inflation, the Programme’s allocation decreased with 2.55 per cent compared to the previous financial year.

The Department Management subprogramme received a Main Allocation of R13.1 million in 2022/23, which is a nominal increase of 5.24 per cent and real increase of 0.71 per cent compared to the previous financial year. The Corporate Services subprogramme’s allocation increased slightly from R24.4 million in 2021/22 to R24.6 million in 2022/23, which is a nominal increase of 0.53 per cent. However, considering inflation, the allocation showed a real decrease of 3.8 per cent. The Finance Administration subprogramme received a slight nominal decrease of 0.03 per cent, which is a real decrease of 4.34 per cent (the change is too small to show in R’million, thus the allocation displays the same for both years).

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 an increase in the budget allocation of the Office Accommodation subprogramme from R7.5 million in 2021/22 to R7.9 million in 2022/23, which is a nominal increase of 5.31 per cent. This is the second increase in two years - in 2021/22 it increased nominally with 82.93 percent (R3.4 million) compared to the previous financial year.

Table 2: Budget allocation: Administration Programme

Programme	Budget		Nominal Increase / Decrease in 2022/23	Real Increase / Decrease in 2022/23	Nominal Percent change in 2022/23	Real Percent change in 2022/23
R million	2021/22	2022/23
Department Management	12,4	13,1	0,7	0,1	5,24 per cent	0,71 per cent
Corporate Services	24,4	24,6	0,1	- 0,9	0,53 per cent	-3,80 per cent
Finance Administration	18,4	18,4	0,0	- 0,8	-0,03 per cent	-4,34 per cent
Office Accommodation	7,5	7,9	0,4	0,1	5,31 per cent	0,78 per cent
Internal Audit	4,7	4,8	0,1	- 0,1	1,31 per cent	-3,05 per cent
TOTAL	67,5	68,8	1,2	- 1,7	1,8 per cent	-2,55 per cent

Source: National Treasury (2022)

The Internal Audit subprogramme received a Main Appropriation of R4.8 million in 2022/23, which is a slight increase of R100 000.00 compared to the previous financial year. This is a nominal increase of 1.31 per cent and a real decrease of 3.05 per cent.

The significant increase in the Office Accommodation subprogramme’s budget allocation affected the proportional allocations of the subprogrammes of the Administration Programme. The Corporate services subprogramme continues to receive the bulk of the Programme’s budget allocation at 35.75 per cent. The proportional allocations of the Departmental Management, the Financial Management and the Internal Audit subprogrammes decreased with 0.46 per cent, 0.50 per cent and 0.04 per cent, respectively. The Office Accommodation subprogramme receives 11.56 per cent of the Programme’s total budget allocation.

The Department is experiencing significant challenges with the State Information Technology Agency (SITA) and the Department of Public Works and Infrastructure. According to the Department, “in spite of the strides made in improving operational efficiencies, there are elements that continue to serve as stumbling blocks to the organisation strategy. The delays that have been experienced in processing new office accommodation as a result of dependencies on external role-players (DPWI, SITA, Municipality) for instance, has affected the ability to implement certain projects and programmes, and has also contributed to low staff morale.”

4.4.Programme 2: Intersectoral Coordination and Strategic Partnerships

The Intersectoral Coordination and Strategic Partnerships Programme received a Main Appropriation of R22.9 million in 2022/23, which is a nominal increase of 3.9 per cent. Considering inflation, the Programme received a real decrease of 0.61 per cent. The Intergovernmental, Civil Society and Public-Private Partnerships subprogramme received a Main Appropriation of R22.9 million in 2022/23, which is a nominal increase of 4.56 per cent compared to the previous financial year. Considering inflation, the subprogramme’s allocation increased with 0.05 per cent compared to the previous financial year.

Table 3: Budget allocation: Intersectoral Coordination and Strategic Partnerships Programme

Programme	Budget		Nominal Increase / Decrease in 2022/23	Real Increase / Decrease in 2022/23	Nominal Percent change in 2022/23	Real Percent change in 2022/23
R million	2021/22	2022/23
Intergovernmental, Civil Society and Public-Private Partnerships	21,9	22,9	1,0	0,0	4,56 per cent	0,05 per cent
Community Outreach	4,1	4,1	0,0	- 0,2	0,0 per cent	-4,19 per cent
TOTAL	26,0	27,0	1,0	- 0,2	3,9 per cent	-0,61 per cent

Source: National Treasury (2022)

The Community Outreach subprogramme received a Main Appropriation of R4.1 million in 2022/23, which is the same as the previous financial year. Considering inflation, the subprogramme’s allocation decreased with 4.19 per cent compared to the previous financial year.

Proportionally, the Intergovernmental, Civil Society and Public-Private Partnerships subprogramme receives 84.98 per cent of the Programme’s total budget allocation, while the Community Outreach subprogramme receives 15.02 per cent of the total.

4.5.Programme 3: Legislation and Policy Development

The Legislation and Policy Development Programme received a Main Appropriation of R23.4 million in 2022/23, which is a slight nominal decrease of 0.1 per cent compared to the previous financial year. Considering inflation, the Programme’s allocation shows a real decrease of 4.56 per cent.

Table 4: Budget allocation: Legislation and Police Development Programme

Programme	Budget			Nominal Increase / Decrease in 2022/23	Real Increase / Decrease in 2022/23	Nominal Percent change in 2022/23	Real Percent change in 2022/23
R million	2021/22	2022/23
Policy Development and Research	16,0	15,8	- 0,2		- 0,9	-1,20 per cent	-5,46 per cent
Legislation	7,5	7,6	0,1		- 0,2	1,75 per cent	-2,63 per cent
TOTAL	23,4	23,4	- 0,1		- 1,1	-0,3 per cent	-4,56 per cent

Source: National Treasury (2022)

The Policy Development and Research subprogramme received a Main Appropriation of R15.8 million, which is a nominal decrease of R200 000.00 or 1.2 per cent in 2022/23. Considering inflation, the subprogramme’s allocation decreased with 5.46 per cent.

The Legislation subprogramme received a Main Appropriation of R7.6 million in 2022/23, which is a nominal decrease of 0.2 per cent. However, considering inflation, the allocation decreased with 2.63 per cent compared to the previous financial year.

The proportional allocations towards subprogrammes did not change substantially in 2022/23 compared to the previous financial year. The Policy Development and Research subprogramme continues to receive the bulk of the Programme’s allocation at 67.42 per cent, which decreased slightly with 0.64 per cent. The Legislation subprogramme receives 32.58 per cent of the Programme’s total appropriation for 2022/23. The subprogramme’s proportional allocation increased slightly with 0.64 per cent in 2022/23 compared to the previous financial year.

4.6.Programme 4: Civilian Oversight, Monitoring and Evaluation

The Civilian Oversight, Monitoring and Evaluation Programme received a Main Appropriation of R33.2 million in 2022/23, which is a nominal decrease of 2.7 per cent. The Police Performance, Conduct and Compliance subprogramme received a Main Appropriation of R15.3 million in 2022/23, which is a nominal increase of 6.7 per cent or real increase of 10.21 per cent compared to the previous financial year’s allocation of R16.3 million.

The Police and Programme Evaluations subprogramme received a Main Appropriation of R6.9 million in 2022/23, which is a nominal decrease of 3.75 per cent compared to the previous financial year. Considering inflation, the subprogramme’s allocation decreased with 7.9 per cent.

Table 5: Budget allocation: Civilian Oversight, Monitoring and Evaluation Programme

Programme	Budget		Nominal Increase / Decrease in 2022/23	Real Increase / Decrease in 2022/23	Nominal Percent change in 2022/23	Real Percent change in 2022/23
R million	2021/22	2022/23	Nominal Increase / Decrease in 2022/23	Real Increase / Decrease in 2022/23	Nominal Percent change in 2022/23	Real Percent change in 2022/23
Police Performance, Conduct and Compliance	16,3	15,3	- 1,0	- 1,7	-6,17 per cent	-10,21 per cent
Policy and Programme Evaluations	7,2	6,9	- 0,3	- 0,6	-3,75 per cent	-7,90 per cent
Office of the Directorate for Priority Crime Investigation Judge	6,9	7,2	0,3	0,0	4,55 per cent	0,05 per cent
National Forensic Oversight and Ethics Board	3,7	3,8	0,0	- 0,1	1,24 per cent	-3,12 per cent
TOTAL	34,1	33,2	- 0,9	- 2,3	-2,7 per cent	-6,87 per cent

Source: National Treasury (2022)

The Office of the Directorate for Priority Crime Investigation Judge subprogramme received a Main Appropriation of R7.2 million in 2022/23, which is a nominal increase of 4.55 per cent. The National Forensic Oversight and Ethics Board subprogramme received a Main Appropriation of R3.8 million in 2022/23, which is a nominal increase of 1.24 per cent and real decrease of 3.12 per cent compared to the previous financial year.

The proportional allocations towards the subprogrammes shifted slightly in 2022/23 compared to the previous financial year. The substantially decreased allocation of the Police Performance, Conduct and Compliance subprogramme resulted in a 1.71 per cent decrease of its proportional allocation from 47.73 per cent in 2021/22 to 46.01 per cent in 2022/23. This led to an increase in the proportional allocation of the Office of the Directorate for Priority Crime Investigation Judge subprogramme from 10.87 per cent in 2021/22 to 11.3 per cent in 2022/23.

4.7.Expenditure on personnel/compensation of employees

Compensation of employees remains the Department’s largest cost driver, accounting for 70.38 per cent (R107.2 million) of the Department’s total 2022/23 budget allocation. This allocation increased nominally by 1.36 per cent compared to the previous financial year. As at December 2021, the Department had filled 145 of its 156 post establishment, resulting in a vacancy rate of 7.05 per cent.

5.Performance analysis 2022/23

In 2022/23, the Department identified 28 performance indicators, of which most targets remained unchanged from the previous financial year. The Department introduced four new targets in 2022/23 and removed two targets that were included in the 2021/22 APP.

According to the Department, the effectiveness of their civilian oversight mandate, including the provision of strategic and policy advice to the Minister of Police, rests on adequate and reasonable access to SAPS systems and information by the CSPS and ultimately on the willingness to implement CSPS policy proposals and recommendations. As such, the working relationship and functioning of cooperative governance structures between the SAPS and CSPS must be continuously strengthened.

5.1.Programme 1: Administration

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

For the 2022/23 financial year, the Administration programme has five performance indicators, of which the targets remain unchanged compared to the previous financial year.

The target for four joint consultative IPID/Secretariat forum meetings held per year in compliance with the Civilian Secretariat for Police Service Act, 2011 was removed from the 2022/23 APP and included in the 2022/23 Annual Operational Plan of the CSPS.

Subprogramme: Corporate Services

Vacancy rate of not more than 7% of the total post establishment: Target remains unchanged at not more than 7% in 2022/23.
Percentage of implementation of the Human Capital Strategy: Target remains unchanged at 100% implementation.
Percentage implementation of the Information and Communication Technology (ICT) Strategy: Target remains unchanged at 100%.

Subprogramme: Finance Administration

Percentage of payments made to creditors within 30 days: Target remains unchanged at 100%.
Percentage of expenditure in relation to the allocated budget: Target remains unchanged at 98%. This indicator seeks to measure the percentage of expenditure against the quarterly cash flow projections of the Department.

5.2.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.

For the 2022/23 financial year, the Programme identified nine performance indicators, including three new performance indicators.

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

Number of memoranda of understanding (MoUs) signed with stakeholders in order to build safer communities: Target remains unchanged at two MOUs for 2022/23.
Number of MoUs implemented to build safer communities. The target is three MoUs to be established in 2022/23 (New indicator).
Number of workshops facilitated with Provincial Secretariats and municipalities on the establishment of Community Safety Forums (CSFs): Target remains unchanged at nine workshops.
Number of provincial capacity-building sessions held on crime prevention policies per year: Target remains unchanged at nine sessions.
Number of anti-crime campaigns conducted per year: Target remains unchanged at three campaigns in 2022/23.
Number of monitoring reports on implementing Community Policing Forum (CPF) regulations/standards approved by the Secretary: Target remains unchanged at two reports.
Number of provincial CPF training workshops facilitated on the civilian oversight role of CPFs. The target for 2022/23 is nine workshops. (New indicator).

Sub programme: Community Outreach

Number of izimbizo/public participation programmes held with communities to promote community safety: Target remains unchanged at eight in 2022/23.
Number of response plans on the Izimbizo / public participation programmes held to promote community safety (feedback to communities). The target for 2022/23 is three response plans. (New indicator).

5.3.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.

For the 2022/23 financial year, the Programme identified four performance indicators. The indicator to publish a newsletter on SaferSpaces web portal was replaced by a target to implement 100% of the Knowledge and Information Management Strategy (KIS). The Strategy was developed to support the implementation of an integrated knowledge-based approach towards violence and crime prevention advocated for by the 2016 White Paper on Safety and Security, and which will be actioned through the Integrated Crime and Violence Prevention Strategy. The Department will continue to use the SaferSpaces web portal as a knowledge sharing platform.

Sub programme: Policy Development and Research

Number of draft national policing polices submitted to the Secretary for approval per year: Target remains unchanged at one policy.
Number of research reports on policing approved by the Secretary per year: Target decreased from two research reports to one research report.
Percentage implementation of Knowledge and Information Management Strategy. The 2022/23 target is 100% implementation. (New indicator).

Sub programme: Legislation

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

5.4.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.

For the 2022/23 financial year, the Programme identified 10 performance indicators, of which all targets remain unchanged compared to the previous financial year.

Sub programme: Police Performance, Conduct and Compliance Monitoring

Number of Police Oversight Reports approved by the Secretary: Target remains unchanged at three in 2022/23.
Number of SAPS Budget and Programme Performance Assessment Reports approved by the Secretary for Police Service per year: Target remains unchanged at one report.
Number of Assessments Reports on Complaints Management approved by the Secretary for Police Service per year: Target remains unchanged at two reports.
Number reports on SAPS Implementation of IPID Recommendations approved by the Secretary for Police Service per year: Target remains unchanged at two reports.
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.
Number of reports on the implementation and compliance to legislation and policies approved by the Secretary: Target remains unchanged at two reports.
Number of assessment reports in police conduct and integrity approved by the Secretary per year: Target remains unchanged at one report.
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

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

6.Committee Observations

The Committee made the following observations during the 2022/23 budget hearings:

Community Safety Forums (CSFs): The Committee requested an indication of the status of CSFs countrywide and how local government elections impact on the establishment of CSFs. The Department indicated that there are a total of 141 CSFs countrywide and that when municipal boundaries change, it does impact on the establishment of CSFs.

Assessment reports complaints management: The Committee raised concern about the manner in which assessment reports are done on the SAPS’ complaint management system because it is dependent on the accessibility of these systems. The Department explained that they have sufficient access to SAPS information systems and conduct quarterly checks on compliance to SAPS frameworks and timelines. In addition, the Department indicated that it also receives and investigates service delivery complaints against the police.

Employment of police and administrative personnel: The Committee raised concern about the fact that police personnel are employed under the South African Police Service Act, 1995 and administrative personnel are employed under the Public Service Act, 1994 within the same organisation. The Committee indicated that this is not an ideal situation as the employment of police and administrative personnel under two different legislative prescripts within one organisation create significant challenges in personnel management. POPCRU referred the Committee to Part D of the Safety and Security Sectoral Bargaining Council (SSSBC) Agreement 2 of 2011, in which parties agreed to pursue measures with the Department of Public Service and National Treasury that would ensure that Public Service Act employees become a category of employees under the Department of Police.

Impact of the Department: The Committee raised concern about how the impact of the Department is measured at ground level. In addition, the Committee noted that many theories and strategies are being developed to address this concern, but asked whether the Department has ever asked communities to rate their service delivery and impact. The Department indicated that their Strategic Plan was reviewed based on questions regarding their impact on ground level and on increasing the professionalism of the SAPS. The Department indicated that several performance indicators were reviewed to improve outcomes and that feedback from the public is used as a measurement of the Department’s impact.

Mandate: The Committee questioned the effective execution of the Department’s mandate in terms of exercising transversal civilian oversight on matters relating to, amongst others, the governance, service delivery, performance and resourcing of the SAPS because the SAPS is continuously experiencing significant challenges in all the mentioned areas of oversight. The Department noted that they submit regular reports to the SAPS and the Minister of Police with specific recommendations that must be implemented. As an example, the Department recommended the establishment of GBV Desks at police stations, which was implemented and the results and impact of these Desks are already visible.

Customer Satisfaction Survey: The Committee requested an indication of whether the Customer Satisfaction Survey was completed. The Department indicated that the survey was finalised in the 2021/22 financial year and a copy will be provided to the Committee.

Progress on legislation: The Committee requested an update on progress made to date on outstanding legislation. The Department indicated that a written response will be provided to the Committee.

Theory of Change: The Committee raised concern about the Department’s Theory of Change and requested that the theory must be explained in more detail. The Committee indicated that a meeting should be scheduled to further discuss the matters related thereto. The Department welcomed the opportunity and indicated that a written response will be provided.

Unclear format of presentation: The Committee raised concern about the format of the Department’s presentation as it was too wordy and somewhat confusing in deciphering clear indicators and measurements. The Committee requested that it should be streamlined and should maybe mirror the format used by the Private Security Industry Regulatory Authority (PSIRA). The Department indicated that it uses the format used to present to the Department of Monitoring and Evaluation and committed to improve the layout of their presentation to the Committee in future.

Consultancy services: The Committee raised concern about the use of consultants and questioned what skills are lacking in the Department that necessitate the use of outside service providers. The Committee requested a breakdown of the services provided by the consultants. The Department indicated that consultants are not used often and when it does, it is normally on specialised areas of policy development, recruitment services and health consultants.

Vacancies: The Committee questioned whether vacancies are in critical skills or professional skills. The Department indicated that vacancies are across all types and that efforts are in place to fill vacancies within prescribed timeframes. In addition, the Department indicated that the Government norm is a vacancy rate of less than 10 per cent, but due to the size of the Department, a vacancy rate of less than 7 per cent was adopted. The Department stated that many internal promotions are made and although this is a positive step for employees, it does not lessen the vacancy rate of the Department.

7.Committee recommendations and request for information

7.1.Recommendations

The Committee made the following recommendations:

The Committee recommends that the Department should further analyse the impact that their programmes have on the professionalisation of the SAPS.
The Committee recommends that the Department should analyse incidents of suicide, murder/suicide and femicide in the SAPS (and by SAPS members) to identify the causative factors that led to these incidents.
The Committee recommends that the Department should review the effectiveness of the Wellness Programmes offered by the SAPS to their members to ascertain whether police members receive adequate psychological and emotional support.
The Committee recommends that the Department should investigate the impact of administrative and police personnel employed under two different legislative prescripts in the SAPS. The Committee further recommends that the Department should revisit efforts made through the 2011 SSSBC agreement to incorporate PSA personnel under the SAPS Act.
The Committee recommends that the Department should intensify efforts to submit legislation to the Minister for tabling in Parliament. The Committee notes the Department’s dependencies in terms of the processing of legislation and recommends that the Department should approach the Committee for assistance in this regard.
The Committee recommends that the Department simplify the format of presentations made to the Committee to clearly convey their message.

7.2.Requested information

The Committee requested the following information to be submitted by 25 April 2022:

A copy of the 2021/22 Customer Satisfaction Survey.
Report on progress made on legislation.
Report explaining the Department’s Theory of Change.
Location of CFSs countrywide.

8.Conclusion

The CSPS must prioritise its role to reduce violent crime through the promotion of a more active citizenry and the establishment of a new social compact. A key aspect thereof is the effective implementation of the 2016 White Paper on Safety and Security, which focuses on realising the Vision 2030 and creating an integrated and holistic approach to safety and security across all Government departments and civil society.

The Portfolio Committee on Police supports the budget of the Civilian Secretariat for Police Service (CSPS) for 2022/23 and recommends that the Budget Vote 21 be adopted.

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

Report to be considered.

Documents