ATC230517: Report of the Select Committee on Security and Justice on the 2023/24 Budget Vote 28, Annual Performance Plan (APP) of the Department of Police (SAPS), dated 17 May 2023.

NCOP Security and Justice

Policy Assessment and Recommendations Report of the Select Committee on Security and Justice on the 2023/24 Budget Vote 28, Annual Performance Plan (APP) of the Department of Police (SAPS), dated 17 May 2023.

 

1. Introduction

 

This report serves to assess the strategic plans, annual performance plans and budget of the Department of Police for 2023/24 against the backdrop of service delivery. It is with this in mind that the Select Committee presents this report on the budget briefing by SAPS. The Select Committee on Security and Justice, on 26 April 2023, held a virtual briefing on the 2023 Budget and APPs of the Department of Police and reports as follows:

1.       Strategic Priorities of the Department of Police for the 2022/23 financial year

There are various policy priorities which inform the Departmental strategic plans, APPs and budgets. The various policy documents are aligned to the work which the Department intends undertaking in 2023.

2.1 NATIONAL DEVELOPMENT PLAN (NDP)

Chapter 12 of the National Development Plan (NDP) titled “Building Safer Communities” outlines the responsibilities of the policing portfolio in South Africa. The vision of Chapter 12 is that:

"In 2030, people living in South Africa feel safe at home, at school and at work, and they enjoy a community life free of fear. Women walk freely in the streets and children play safely outside.

The police service is well-resourced and professional, staffed by highly skilled officers who value their work, serve the community, safeguard lives and property without discrimination, protect the peaceful against violence, and respect the rights to equality and justice."

 

To achieve this vision, the NDP sets out five focus areas, including:

 Strengthen the criminal justice system;

 Make the police service professional;

 Demilitarise the police;

 Build safety using an integrated approach; and

 Build community participation in safety.

 

2.2 2019-2024 MEDIUM TERM STRATEGIC FRAMEWORK (MTSF)

The MTSF 2019–2024 aims to address challenges of unemployment, inequality and poverty through, 1) driving a strong and inclusive economy, 2) building and strengthening the capabilities of South Africans, and 3) achieving a more capable state. These underpin the seven priorities of the MTSF –

 Priority 1: Building a capable, ethical and developmental state

 Priority 2: Economic transformation and job creation

 Priority 3: Education, skills and health

 Priority 4: Consolidating the social wage through reliable and quality basic services

 Priority 5: Spatial integration, human settlements and local government

 Priority 6: Social cohesion and safe communities

 Priority 7: A better Africa and world

 

Over the medium-term the SAPS will focus on the following priorities:

1) Improving community safety.

2) Combating gender‐based violence and femicide.

3) Addressing serious and organised crimes.

4) Preventing, combating and investigating money laundering and terror financing.

 

2.3 STATE OF THE NATION ADDRESS (SONA)

The key focus areas of the 2023 SONA related to the South African Police Service (SAPS), were additional personnel and funding to the SAPS, establishment of specialised policing units to address economic sabotage and related crimes, dedicated units to address specialised crimes such as kidnapping, introduction of evidence-based policing, the capacitation of 10111 call centres and community-orientated policing.  

 

The 2023/24 Annual Performance Plan (APP) of the South African Police Service (SAPS) provides measurable performance indicators and targets against which its performance and service delivery outputs will be measured at the end of the financial year. These targets are budgeted through the Estimates of National Expenditure (ENE) (or Budget), and together these two documents provide a cohesive picture of the direction the Department is moving towards during 2023/24. In turn, these documents are informed by and based on the SAPS Strategic Plan 2020 - 2025, which identifies the medium-term strategic priorities of the Department. These Departmental priorities are aligned with the broad strategic goals and priorities of Government as stated in the Medium-Term Strategic Framework (MTSF) 2019-2024.

 

1. SAPS Budget Allocation 2023/24

In 2023/24, the SAPS received a Main Appropriation of R102.13 billion, which is a nominal decrease of R417.3 million or 0.4 per cent compared to the previous financial year. In real terms (inflation considered), the Department’s allocation decreased with R5.18 billion, or 5.06 per cent.

 

The Administration Programme received a Main Appropriation of R20.97 billion in 2023/24, which is a nominal increase of R465.3 million or 2.27 per cent. In real terms, the programme’s allocation decreased with R514.6 million or 2.5 per cent.

 

The Detective Services Programme received a Main Appropriation of R20.85 billion in 2023/24, which is a slight nominal increase of R2.6 million or 0.01 per cent compared to the previous financial year. In real terms the programme’s allocation decreased by 4.6 per cent.

 

The Crime Intelligence Programme’s 2022/23 allocation of R4.37 billion increased slightly with R9.0 million to a Main Appropriation of R4.38 billion in 2023/24, which is a nominal increase of 0.21 per cent and a real decrease of 4.47 per cent.

 

The Protection and Security Services Programme received a Main Appropriation of R3.76 billion in 2023/24, which is a nominal percentage increase of 0.26 per cent compared to the previous financial year and a real decrease of 4.43 per cent.

The percent of total budget per Programme normally remains consistent across financial years, with only slight changes. However, the consecutive decreases in the proportional allocation to the Visible Policing programme remain concerning. In 2022/23, the proportional allocation of the Visible Policing programme was 51.74 per cent, which has decreased by 0.67 per cent to a proportional allocation of 51.07 per cent compared to the previous financial year.

 

3.1 Financial Assessment of SAPS

In terms of allocations per economic classification in 2023/24, the most significant increase is in the allocations to Buildings and other fixed structures. This allocation increased from R744.2 million in 2022/23 to R1.0 billion in 2023/14, which is a nominal increase of 34.8 per cent. Further, the allocation towards Transfers to Provinces and municipalities increased with a nominal percentage increase of 6.64 per cent.

The allocation toward Agency and support/outsourced services increased form R424.5 million in 2022/23 to R7.41.1 million in 2023/24, which is a nominal increase of 74.58 per cent (R316.6 million). In real terms, the allocation towards this item increased with R282 million or 66.43 per cent.

It is concerning that the allocation towards Compensation of employees decreased despite the increased recruitment under Project 10 000 and further additional recruitment announced in the 2023 SONA. In 2023/24, the allocation towards Compensation of employees is R79.7 billion, which is a nominal decrease of R1.23 billion compared to the previous financial year (R81.02 billion). In real terms, the allocation decreased with R4.9 billion or 6.12 per cent compared to the previous financial year.

 

3.1.1Infrastructure projects

In 2009/10, South Africa had 1 116 police stations, which increased to 1 158 as at March 2022 (increase of 42 stations over a 22-year period). The SAPS conducts annual accessibility assessments by conducting feasibility/work study investigations to respond to the growing policing demands. However, this method has come under criticism over the past years because it lacks transparency.

The 2023/24 APP lists 21 new police stations on which construction will be finalised between 2023 and 2025. Of the 21 new stations, eight were started in 2016 and five in 2014. Thus, more than 60% of the police stations currently in construction were started more than five years ago. Of particular concern is the Kwa-Nocomboshe (KZN), Bhosiki (KZN) and Dun Donald (MP) police stations which were all started in 2014 and are expected to be completed in 2025, thus the construction of these police stations would have taken more than a decade to complete.

 

3.1.2 Personnel expenditure and fixed establishment

The SAPS has two separate employment categories under the SAPS Act (police personnel) and the Public Service and Administration Act (administrative personnel). The ratio of police members to population is measured only on the number of operational police members. Over the past 10 years the overall fixed establishment of SAPS has been declining. In 2011/12, the SAPS had 157 518 SAPS Act members, which had decreased to 140 048 in 2022.

Importantly, the SAPS has developed and refined a model to calculate the human resource needs of each police station taking into consideration the minimum number of police officers needed to render an effective police service and the population density of the policing area of each police station.

According to National Treasury, the total expenditure of the SAPS is expected to increase at an average annual rate of 3.9 per cent, from R102.6 billion in 2022/23 to R114.9 billion in 2025/26, mainly due to the allocation of additional funding of R5.8 billion over the MTEF period for cost‐of‐living adjustments, and R7.8 billion for strengthening capacity at police stations.

 

3.1.3 Previous Annual Financial Statements

The previous Annual Financial Statements (AFS) of SAPS (for the 2021/22 financial year) did not report on any material losses through criminal conduct. On this matter, SAPS reported as follows:

• No material losses, as a result of any unauthorised or fruitless and wasteful expenditure, was reported that had occurred during that financial year, but confirmed fruitless and wasteful expenditure reported in that AFS was similar to other financial years and not material in nature.

 

• Some possible fruitless and wasteful expenditure was also disclosed, but all possible fruitless and wasteful expenditure are duly assessed in terms of the National Treasury guidelines and if indeed confirmed to be fruitless and wasteful, such is disclosed in the AFS in terms of the National Treasury reporting requirements.

 

• It was reported in that AFS that 28 fruitless and wasteful incidents required disciplinary steps to be instituted against SAPS employees, but such was not material

 

In respect of recovering material losses, the Department reported:

Subsequent to fruitless and wasteful expenditure being confirmed, a liability determination is performed to identify the employee or other party against which a recovery process can be instituted.

• It was reported in that AFS that 75 fruitless and wasteful incidents were determined to be recoverable from SAPS employees and other parties, but such was also not material.

 

1. Annual Performance Plans 2023/24 per Programme

4.1 Programme 1: Administration Programme

Programme purpose: Provide strategic leadership, management and support services to the South African Police Service.

 

Performance targets

The Administration Programme has 23 performance indicators for the 2023/24 financial year. There are two new performance indicators. In 2023, the indicator to measure the finalisation of IPID cases was removed. In 2023, the SAPS will pursue its exemption from the SITA Act, including the establishment of internal capacity to manage functions taken over from SITA and the exploration of other service provisioning models such as Public-Private Partnerships and Build Own Transfers.

 

4.2 Programme 2: Visible Policing

Programme Purpose: Enable police stations to institute and preserve safety and security; and to provide for specialised interventions and the policing of South Africa’s borders.

 

 Performance targets

The Visible Police Programme has a total of 20 performance indicators, with three new performance indicators and targets.

 

The removal of targets to measure the reduction of contact crimes or violence against women and children are based on addressing potential underreporting of these crimes. According to the SAPS these are potentially contradictory indicators that may hinder efforts to persuade victims of gender-based violence to report incidents. The inclusion of these targets can also have perverse incentives for police officers not to register cases of gender-based violence in order to meet performance targets.

 

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

 

All resources utilised at the border that are used exclusively for border control, can be transferred to the Border Management Authority (BMA). The SAPS, continues to provide border security at the 72 ports of entry (53 land ports, 10 air ports and nine sea ports) during its ongoing engagements with the DHA, on the establishment of the BMA.

 

The capacitation of the Public Order Policing (POP) capability, together with the implementation of the July Unrest Expert Panel Recommendations and the Farlam Panel of Experts (Marikana), must be prioritised in 2023/24 and going forward.

 

4.3 Programme 3: Detective Services Programme

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

 

Performance targets

The Detective Services Programme has 24 performance indicators in total, of which most are located in the Crime Investigations sub-programme (10 indicators). In 2023, five targets were removed from the Programme, which related to detection rates and circulation of wanted persons in 30 High Contact Crime Weight Stations, so-called cold cases (older than 3 years), and arrests for illegal drug trading.

 

4.3.1 Directorate for Priority Crime Investigations (DPCI)

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

 

According to the National Head of the DPCI, “the procurement of specialised technological aids, software licenses for specialised investigative tools and specialised technology equipment, remains a challenge that shall receive attention to ensure the effectiveness of the investigation of all serious crime, especially those crimes being committed in the cyber space”. Furthermore, the office accommodation of the DPCI remains a key challenge that must be addressed.

During 2023/24, the DPCI will prioritise the following:

1) Investigations and recommendations by the Judicial Commission of Inquiry into allegations of State Capture.

2) Corruption and Fraud in the Public Sector, including Organs of State.

3) Recommendations and findings of the Financial Action Task Force (FAFT).

4) The looting of essential infrastructure.

5) Stealing of natural resources.

 

The DPCI is a crucial agency to address the grey-listed status of South Africa and to increase investigations and arrests related to money laundering and terror financing. Over the medium term, the DPCI will aim to increase the number of requests to the Financial Intelligence Centre on money laundering from 86 to 124, and on terror financing from 151 to 218. The DPCI also plans to leverage existing capacity and financial intelligence by adopting a proactive approach of identifying and pursuing high level, complex and serious cases of money laundering. In 2023, the DPCI will prioritise training of investigating officers on money laundering, asset forfeiture investigations and the Countering of Terror Financing, as there is an expectation to address the deficiencies identified by the FATF in the Post Assessment Report. The DPCI has put measures in place to ensure total cooperation with all critical role-players, to ensure that the remaining concerns of the FATF are effectively addressed. The National Risk Assessment (NRA) Report of the country is a critical guiding document for the DPCI, in this process and the action steps are being put in place are aligned with the NRA, as far as it relates to the mandate of the DPCI.

 

4.4 Programme 4: Crime Intelligence Programme

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

 

Performance targets

The Crime Intelligence Programme has 10 performance indicators to enable intelligence-led policing, effectiveness of counter-intelligence measures instituted by the SAPS and enhanced external cooperation and innovation on police reform and security matters to prevent and fight crime.

In 2023, most performance targets were revised to only relate to prioritised crime threats, which include inter alia, the following: organised crime, gangsterism, illicit drugs, the trio crimes, aggravated robbery, kidnapping, extortion, crimes related to critical/essential infrastructure, illegal firearms, stock theft and protected species, e.g. abalone.

 

4.5 Programme 5: Protection and Security Services Programme

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

 

 Performance targets

The Protection and Security Services programme has seven performance indicators and targets to measure its effectiveness.

 

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

 

4.6 MEASURING SERVICE DELIVERY AND FINANCIAL PERFORMANCE

4.6.1 Overall performance targets

During 2022, the CSPS has developed guidelines to enhance SAPS performance Indicators. Further thereto, during the CSPS’ annual strategic planning session, the SAPS identified the following areas that require focused support by the CSPS on the SAPS’ 2023/24 APP:

 Participation in the review of the District One-Plans for the DDM.

 Assessment of the establishment of GBV Desks and the status / state of dedicated VFRs at all police stations.

 Assessment of the extent of feedback to complainants by investigating officers (service standards).

 Implementation of the Integrated Crime and Violence Prevention Strategy (ICVPS).

 Continued collaboration with the monitoring and evaluation of the Ministerial Crime Retreat.

 

During 2022, the Office of the Auditor-General was very critical of the Department’s performance indicators and noted that targets were set too low, indicators were too reactive in nature and indicators are inconsistent with lived experiences of citizens.

 

4.6.2 Legislation:

 In respect of legislation, SAPS reported the following to the Committee:

 

The role of the SAPS with regard to the development and/or amendment of legislation is to render support and assistance to the Civilian Secretariat for Police Service (CSPS) during the development or revision of legislation.

The following legislation has been identified for review by the CSPS:

• South African Police Service Act,1995 (Act No.68 of 1995) - Various stakeholders in the SAPS have been closely involved in the revision process and have continuously supported and assisted the CSPS in the development of the South African Police Service Amendment Bill (“the Bill”).
• Firearms Control Act, 2000 (Act No.60 of 2000) - Various environments, including Legal Services and the Central Firearm Registry are continuously rendering support to the CSPS on the revision and the practical implications thereof.

 

4.6.3 Customer Satisfaction and SDIP:

 In respect of service delivery, customer satisfaction and the Service Delivery Improvement Plan, SAPS reported as follows:

 

The SAPS conducted a Customer Satisfaction Survey (CSS) during 2021, assisted by the University of South Africa’s Bureau for Market Research.

• The study was conducted to inform the outcome-based measurement of the ultimate, immediate and intermediate outcomes that collectively contribute towards its Impact Statement (SAPS Strategic Plan 2020 to 2025).
• The study’s sample size was, however, not large enough to disaggregate results to provincial level.

 

Several perception-based indices were generated through the CSS and linked to the outcomes that the SAPS is striving to achieve during the period 2020 to 2025 and beyond.

• Public Satisfaction with the SAPS Performance Index was determined to be 50,70%.
• The confidence index for the SAPS to create a safe and secure environment was 41,64%.
• The satisfaction with SAPS’ response times (SAPS Response Rate Index) was 51,24%.
• Feedback on Complaints Index was at 40,70%.
• The SAPS Visibility and Community Involvement Index indicates that public perception relating to the extent to which the SAPS is visible and is involved in communities, was 42,77%.
• The Community Police Forum Efficiency and Satisfaction Index, was, however, significantly higher at 66,45%.
• The SAPS Confidence and Trust Index was established to beat 44,14%.

 

The SAPS 2022/23 APP reflects the key indicators from the CSS, which are used to assess public perceptions with the SAPS levels of service delivery and professionalism. The challenges associated with service delivery at station level, as highlighted by the 2021 CSS, are addressed through the SAPS Service Delivery Improvement Plan (which is reflected in the APP).

The 2023/24 SDIP identifies specific services for optimisation, linked to the CSS and the complaints that are reported to the SAPS:

• Service1: Frontline response to crime or incidents.
• Service2: Police support to victims of crime.
• Service3: Initiate crime prevention for safer communities.
• Service4: Effective investigation and documentation of case dockets.

 

Service Delivery Improvement Action Plans are implemented at all police stations and are monitored quarterly and annually. The SAPS is currently conducting a Customer Satisfaction Survey for 2023, which will be completed by the end of the financial year. The 2023 CSS will include a large enough sample to disaggregate results to individual provinces.

 

1. Discussion / Responses by the Department

5.1 Resources allocated to Provinces: Members wanted to know what informed the differentiation of amounts of funds to different provinces. The Department responded that besides population, they also take into account police population because they need resources. They therefore also have to consider baselines and provinces must submit spending proposals and all priorities identified by the Accounting Officer to allocate funding to cost centres.

5.2 Destruction of infrastructure and metal theft: Members wanted the Department to give an indication of any legislative restrictions to be amended to curb these restrictions and the costs for replacing infrastructure. The Department responded that there are challenges in the implementation of the Criminal Law Amendment Act. They need to continue to educate colleagues at all levels so that these cases may not be trivialised. SAPS has prioritised focus groups or dedicated teams and established infrastructure task teams to focus on the detective environment under organised crime.

5.3 Digitisation of certification, Affidavits and registration of cases: Members were of the view that the functions played by police officers in certification of documents and affidavits were taking away resources from crime prevention. Members wanted to know what the possibility is of digitising these functions were and also digitising the registration of cases online.  The Department responded that in most police stations there are separate areas for the certification processes. The Department acknowledged that this was a good suggestion and that they would look into this with their IT department. SAPS confirmed that they are a business driven environment with technology to be improved. In implementation thereof they would also have to ensure that other relevant Departments eg The Department of Education is also online in this regard. In respect of the digitisation of cases, there will still need to be a police officer to confirm the elements of the crime but they will certainly look into different models related to this.

5.4 New Recruits and Pay Progressions: Members wanted to know whether the budget caters for the new recruits and for the full three years. Members also wanted to understand whether the budget catered for pay progressions of members. The Department responded that the budget caters for 3 years in the medium term budget for recruitment. The bargaining councils only determine percentage increase and each Department has to pay for what has been agreed upon. The Department has signed an agreement and allocations will be made during budget adjustments.

5.5 Conditions of police stations that are being prioritised and Anti-Gang Units - KZN: Members were of the view that in KwaZulu-Natal, none of the police stations are in an excellent condition. Members also wanted to know if anti-gang units in KZN were currently prioritised in this financial year. The Department responded that they are aware of the poor condition of police stations and that assessments are being undertaken. The Department will require that in respect of leased buildings for DPW, to engage landlords for upgrades that need to be done. In respect of state owned facilities, 95 were registered and only 8 of these were based in KZN.  The MTEF will prioritise upgrades, repair and maintenance of police stations. The Department is working towards addressing gangsterism in KZN.

5.6 Fruitless and Wasteful expenditure (75 issues): Members wanted to know what measures have been put in place to recover this expenditure and if any of those had successfully been reclaimed. The Department responded that they have determined who is liable and finalised processes and recovery processes are in place. The Department will investigate and recover fruitless and wasteful expenditure.

5.7 Police Vehicles in working order: Members wanted to understand what the Department is doing to ensure that vehicles are functional and in working order. The Department responded that this is part of a contract with National Treasury on servicing of vehicles and were looking at modalities of this contract on how best to do this and hope to finalise this within 2 months.

5.8 Imbizos: Members wanted to know what the Department envisages to cover in Imbizos. The Department responded that depending on the area and the issues emanating from that area, they would host focussed and specific engagements regarding those issues.

5.9 DNA database backlog: Members wanted to know what the progress was in respect of addressing these backlogs. The Department responded that they are still in the process of reducing the backlogs and they do have sufficient databases but only of people who have been arrested.

5.10 10111 project: Members wanted to know what steps were being undertaken to action this project. The Department responded that they have technology on 10111 and the police personnel are partnering with the private sector to assist with technology.

5.11 Border security: Members wanted to know if there were any current challenges and for the Department to clarify how the establishment of the BMA will impact their work at borders. The Department responded that with the implementation of BMA and requirements of various Departments, the mandates of Departments are clear. SAPS responds in relation to crime. There are a few land borders where the BMA is still sorting out personnel and members are still assisting in those ports. They have had various meetings with the commissioner of BMA in respect of the role of SAPS and there have been no challenges to report as they meet regularly with NatJoints to collaborate.

5.12 The safety of police officials: Members wanted to know what is being done to ensure the safety of police officials particularly in respect of providing them with a secure environment. The Department responded that they have allocated R25mil to address the safety of police officers where stations do not have gates or fences including CCTV. They have completed 45 sites in the past financial year and they have given members firearms for self-defence and in service training to make them operationally ready as well as bullet resistant vests.

5.13 Storage facilities of files: Members wanted to know what is being done to address the storage facilities of files, particularly in Ugu where there was mess in storage of files. The Department responded that there are storage facilities for all files at all police stations.

5.14 Granting of bail for serious offences: Members referred to a case where a 65yr old man had been arrested for 3 unlicensed firearms and false identity documents and on the 4th day, he was granted bail. Members wanted to know whether this was due to corrupt police officials granting criminals bail. The Department responded that they normally propose bail but it is ultimately decided by the magistrate. The Department confirmed the case but stated that they have a solid case and the matter has been remanded to 30 May 2023.

5.15 Police stations that close early and have no generators: Members wanted to know why the Ga-Rankuwa police station was closing at 9pm and what happens with these police stations if they have problems with generators. The Department responded that there is a problem at this police station and they relied on DPW last year and went to this police station due to the problem of lighting. They found that the sub-station supplying electricity was experiencing problems and engaged on this matter and since June last year, the station now has electricity and has 2 generators.

5.16 Resources and capacity insufficient for police to tackle crime: Members were concerned that R102 billion may not be sufficient for police to do what they have to do. The Department responded that the amounts have been determined to accommodate department priorities. The Department acknowledged that they do have capacity challenges and are addressing this led by the Presidency and supported by Treasury. In particular, the new recruits have now been increased to 10000 in SONA and this was done to respond to the shortage of personnel. There was also a high level of retirement and there are less officers today than in 2010 despite the population growing. There is a need for the community to play a central role in the fight against crime and it is therefore important to strengthen this arm and to work with provinces to strengthen CPF structures.

5.17 NW province corruption cases: Members were concerned that 2 years ago they dealt with an intervention in the province and police gave 95 cases on corruption and maladministration. At the time members were confident that important strides would be made and members are now concerned that no progress has been made. The DPCI responded that at the time there were 95 cases and during this time they referred to 51 cases and the others covered municipalities. They indicated that 14 matters were on court roll and now there are 7 matters in respect of municipalities and government departments. The DPCI committed to provide details to the committee.

5.18 Gangsterism in Klerksdorp: Members were concerned that gangsterism is out of control and people are being killed and harassed and that there has been no effort by police to address the issue of gangsterism in NW province. Members were also of the view that people’s perception of police was not good. Zama zamas are ruling the area and in the past week a person had been arrested with 40 hand grenades and that there does not seem to be a well co-ordinated, coherent effort to deal with Zama zamas in townships. The Department responded that they are engaging on the problems in Klerksdorp and that they acknowledge the problems in respect of gangsterism. The Department stated that in last year, the head of Boko Haram was killed and 2 mine shafts have been closed. The province has an anti-gang task team that is making inroads. The co-operation between the community and police led to the arrest of the person with 40 hand grenades.

5.19 Anti-money laundering and counter terrorism: Members raised concerns that the strategy has not been made public and our country is now grey listed and we need to discuss this and all roleplayers need to participate. The Department responded that they have a team working on implementing a plan to rectify this matter. The POCDATRA legislation has been amended and passed and they are working on this. They indicated that they do have a strategy that needs to unfold and that communication of strategy will then be undertaken. The strategy was well consulted and they are continuously improving on the strategy.

5.20 Stock theft in North West Province: Members were concerned that SAPS is doing nothing to address the fact that farmers cannot make ends meet because livestock is stolen. Members were of the view that no investigations were being undertaken and that the cases don’t go to court. The Department responded that they have recovered the cattle and established 2 satellite stock theft units. The police are working closely with farmers to prevent stock and cable theft and they have increased the number of members in Sunnieshof, North West Province 787 heads of cattle were impounded.

5.21 Television show dealing with drugs and organised crime: Members wanted to know if this show was real life crimes or only acting. The Department responded that it was aware of the show and they are currently in talks with producers of the show to better collaborate. In the first episode police members were called out and this was done without the knowledge of the national office and therefore they need to improve their national instructions. The Department confirmed that it is just a television show and not real crimes that are being shown.

5.22 Communities should be utilised more to assist police with solving crimes: Members referred to a group of people in Ekurhuleni and a councillor was killed by gangsters. These people were arrested because of the community assisting the police. Members wanted to know why more community members could not become police officers. The Department responded that the private security company is collaborating with police and working together. The recruitment of new police officers and improved CPF structures will assist with improvements in this regard.

5.23 DPCI capacity, investigations into state capture and grey listing: Members wanted to know, given the capacity constraints of DPCI, what the current status of investigations into state capture is and the DPCI’s ability and progress in addressing grey listing in SA. Members also wanted to know if the DPCI was experiencing any challenges. The DPCI responded that in respect of state capture, they do not work alone but criminal investigations are assigned to the NDPP. The Investigating Directorate (ID) has specifically been created to deal with these matters and the ID chooses the matters as reflected in the Zondo report and the DPCI will deal with other matters that they have not chosen. The DPCI has provided 15 investigators to work with the ID and they are accounting to the management of the ID to assist for a period of 3 years which will end in August this year. The DPCI has decided to extend these contracts for a further 3 years which will end in 2025. Some matters are on the court roll and some are pending decision.  In respect of addressing Grey listing, the DPCI indicated that they have teams nationally comprising of various stakeholders within the law enforcement space working closely with the NPA and working with crime intelligence to chart a way forward. They are currently focussing on serious counts of money laundering and several cases have gone to court. There are still challenges in respect of capacity and DPCI is still sitting at 54%. In terms of their capacity project, 290 appointments should be finalised this month so that they can start next month. More than 100 new officials above those are being elevated within.  The intention is to fill all vacancies within the next 2 financial years.

5.24 Customer satisfaction surveys: Members wanted to know what the key lessons were from these surveys. The Department responded that when they interviewed complainants, a key issue was the perception of police and the majority said that they are not being treated well by police at stations. Another problem was the lack of or inadequate communication with victims of crime. There is therefore a lot of work that must be done to improve these matters. There is also a need for transparency in terms of the community policing approach. The Department is also aware that the morale of police officials needs to be improved in order to see improvement in their ability to deal with complainants.

5.25 Department’s use of retired personnel: Members wanted clarity on whether there are instances where the Department is required to appoint retired members and what type of cases require that type of intervention. Members also wanted to know if retired members are used for skills transfer within the Department. The Department responded that they do enlist retired officers in detective services and now and then advertise posts and call members to come back for specific cases or to assist in training. Some members have been contracted to assist with the training of new recruits. These members have to be below the age of 60 and have a clean record and are required to be medically fit. The DPCI further indicated that they have advertised 200 posts for those who have resigned or retired to join on a 3 year contract to assist with the TRC cases.

1. Recommendations

6.1 The Department should ensure that it prioritises addressing infrastructural challenges in respect of ensuring that police stations are fully functional. The Department should, within 30 days of the adoption of the report by the Committee, send a list of police stations that are State Owned and those that fall under DPW in respect of infrastructure.

6.2 The Department should actively conduct research and look at mechanisms to implement digitisation of the certification of documents and affidavits and further research the possibility of implementing the digitisation of case files in order to ensure that police are focussed on crime prevention.

6.3 The Department should ensure that it implements initiatives to urgently address gangsterism in the North West Province and in KZN. The Department should prioritise the anti-gang units in these provinces specifically to ensure the safety of communities.

6.4 The DPCI should ensure that it focusses its capacity on investigations pertaining to State Capture, Corruption and Anti-Money laundering and provide the Committee with updated reports on a quarterly basis of progress on these matters.

6.5 The Department should ensure more community involvement in the fight against crime and focus on the training of the new recruits in order to increase capacity on the ground in crime prevention initiatives. In this regard, the Department should ensure that all CPF structures are functional and operational in all Provinces.

6.6 The Department should ensure the safety of police officials by ensuring that the necessary steps are undertaken to secure all police stations. The Department should ensure that police stations have CCTV cameras and that police officials are issued with bullet proof vests.

6.7 The Department should ensure that it improves the perception of police on the ground and that communities feel safe when reporting crimes at police stations. In this regard, the Department should ensure that adequate training is provided to police officials to ensure better communication to victims of crime.

6.8 The Department should focus on improving staff morale within the Department as the improved morale of staff will significantly improve the perception of the community of the police.

6.9 The Department should speed up its recovery plan to address the backlogs in DNA testing, particularly as it relates to GBVF cases.

6.10 The Department should utilise retired police officials to ensure that there is a good basis for the transfer of important skills within the Department, particularly to strengthen the training of new recruits.

 

 

1. Conclusion

The Committee encouraged the Department to find innovative ways to ensure that the important services which it delivers is not compromised significantly due to budget cuts. The Department was encouraged to continue working towards ensuring the safety of communities and working towards improving the perception of the police.

 

The Select Committee on Security and Justice supports Budget Vote 28.

 

Report to be considered.