Tabled Reports
ATC151020: Budget Review and Recommendation Report of the Portfolio Committee on Police on the 2014/15 Annual Report Plan of the South African Police Services (SAPS), Dated 20 October 2015
BUDGET REVIEW AND RECOMMENDATION REPORT OF THE PORTFOLIO COMMITTEE ON POLICE ON THE 2014/15 ANNUAL REPORT PLAN OF THE SOUTH AFRICAN POLICE SERVICES (SAPS), DATED 20 OCTOBER 2015.
The Portfolio Committee on Police, having considered the financial and service delivery performance of the South African Police Services (SAPS) for the 2014/15 financial year, reports as follows:
Description of core functions of the Department
The core functions of the South African Police Service (SAPS) in terms of Section 205 (3) of the Constitution are to prevent, combat and investigate crime; maintain public order; protect and secure the inhabitants of the Republic and their property; and to uphold and enforce the law. The budget vote of the Department of Police is appropriated by Parliament in the Estimates of National Expenditure (ENE) as Vote 25.
1.2 Mandate of the Portfolio Committee on Police
The mandate of the Portfolio Committee on police is derived from sections 55 and 56 of the Constitution. The mandate of the Portfolio Committee on Police is to:
a) Monitor the financial and non-financial performance of government departments and their entities to ensure that national objectives are met;
b) Process and pass legislation;
c) Facilitate public participation in Parliament relating to issues of oversight and legislation;
d) Review the performance of departments and entity through annual reports;
e) Scrutinise the financial and non-financial performance of departments and entity;
f) Interrogate the annual performance and strategic plans of the departments and entity; and
g) Monitor the implementation of legislation.
1.3 Purpose of the BRR Report
Section 5 (2) of the Money Bills Procedures and Related Matters Amendment Act (Act 9 of 2009) allows for each Committee to compile a budgetary review and recommendation report (BRRR) which must be tabled in the National Assembly. Section 5(3) provides for a budgetary review and recommendation report to contain the following:
an assessment of the department's service delivery performance given available resources;
an assessment on the effectiveness and efficiency of departments use and forward allocation of available resource; and
recommendations on the forward use of resources
In October of each year, portfolio committees must compile Budgetary Review and Recommendation Reports (BRRR) that assess service delivery performance given available resources; evaluate the effective and efficient use and forward allocation of resources; and may make recommendations on the forward use of resources. The BRRR are also source documents for the Standing/Select Committees on Appropriations/Finance when they make recommendations to the Houses of Parliament on the Medium-Term Budget Policy Statement (MTBPS). The comprehensive review and analysis of the previous financial year's performance, as well as performance to date, form part of this process.
1.4 Methodology in compiling the report
This Report has been compiled after meetings held with the Department on 13 -15 October 2015. During this period, the Department reported on performance in terms of its key programmes, key objectives, key targets, as well as financial performance. Forward looking resource requirement estimates for the MTEF were also presented.
The Committee was unable to call civil society groups and academics to comment on the SAPS 2014/15 Annual Report due its tight schedule and parliamentary programme. The Committee did however, receive comments from civil society organisations and police trade unions during its budget hearings in June 2015.
In addition, the Committee was briefed by the Auditor-General of South Africa (AGSA) on the financial audit and key findings on the Department and its entities.
The Committee also gathered information from its oversight visits to police stations in the following areas:
Table 1: Oversight visits to police stations
Lebombo Border Post
Kruger National Park Rhino Anti-Poaching Task Team
Hazyview Public Order Policing Unit Nelspruit Police Station
Mpumalanga Provincial SAPS
Independent Police Investigative Directorate
Mpumalanga Province
Maseru Bridge Border Post
Botshabelo Police Station
Selosesha Public Order Police Unit
VIP Protection Unit
Park Road SAPS
Stock Theft Unit
Turflaagte Kopanong police station
Free State Province
Other information used in the assessment of the service delivery and financial performance included:
Committee reports on the 2014/15 budget hearings, strategic plans and annual report;
The National Development Plan;
The 2015 Estimates of National Expenditure;
The 2015 Budget Speech of the Minister of Finance;
The 2015 State of the Nation address by President Zuma;
The Auditor-General Report on the SAPS; and
The Firearms Summit Report held 24 and 25 March 2015.
1.5 Structure of the Report
This report comprises seven sections:
Section 1: Introduction – sets out the mandate of the Committee, the purpose of this report (BRRR) and the process to develop this report.
Section 2: Provides an overview of the key relevant policy focus areas
Section 3: Provides an overview and summary of previous key financial and performance recommendations of Committee (2013/14)
Section 4: Provides a broad overview and assessment of financial performance of the Department for 2014/15
Section 5: Overview of service delivery and performance
Section 6: Key Committee findings
Section 7: Summarises key recommendations
2. Overview of the key relevant policy focus areas
In his State of the Nation Address in February 2015, the President indicated that 2015 was declared the Year of the Freedom Charter and Unity in Action to Advance Economic Freedom.
In his speech, he emphasised that the SAPS have made progress in the fight against crimes against women and children. The Family Violence, Child Protection and Sexual Offences (FCS) Units have secured 659 life sentences against perpetrators of crimes against women and children.
He also emphasised the need for public order policing to be effective noting that the Public Order Police Unit have managed to secure 13 575 public order incidents of which 11 688 were peaceful and 1 907 were not peaceful. He stressed that the country should be vigilant against corruption and noted that the Anti-Corruption Inter-Ministerial Committee has seven institutions which accounts to it and 17 pieces of legislation which it administers. During the 2013/14 financial year, 52 persons were convicted in corruption cases involving amounts of more than R5 million, while 31 public servants were convicted in the 1st quarter of 2014/15 and freezing orders to the value of R430 million were obtained.
In addition, the President emphasized the fight against Rhino poaching and the fact that agreements were signed with neighbouring countries to reduce the poaching of rhinos. The President noted progress made towards establishment of the Border Management Agency.
In his 2015 Budget Speech the Minister of Finance noted that the first phase of the implementation of the National Development Plan is provided for in the Medium Strategic Term Framework (2014-2019). He suggested the government continue in support the fight against unacceptably high crime rates through increased spending on public safety and defence. The total budget moved from R163 billion to R193 billion in 2017/18 of which the police budget accounted for 48% of the total allocated budget. He echoed the President's emphasis on the fight against corruption as a central pillar in the fight against crime, supporting the working of Public Protector and the Financial Intelligence Centre.
The Management Performance Assessment Tool (MPAT) has been implemented by the Department of Performance Monitoring and Evaluation (DPME) to implement assessments of departments at national and provincial level on an annual basis. The MPAT cover four strategic areas: Strategic Management; Governance and Accountability; Human Resource Management; and Financial Management. There are 33 standards arranged into the five key performance areas. While in 2012, the department issued a pilot, Cabinet has now made the assessment mandatory. According to the 2013 MPAT, the Department of Police has achieved a growth from 27th to 12th place on the scores. The 2014 scores were not available of the time of writing this report. It is however significant that the Department of Performance Management and Evaluation decided to nominate the SAPS as a case study to be used as good practice case study based on its performance on the MPAT. Wits University will conduct the research.
The National Development Plan also provides an important context for the provision of public safety. The Plan argues for strengthening the Criminal Justice System (CJS), professionalising the police, demilitarising the police, building safety through an integrated approach and building community participation in community safety. In this model, there is a clear recognition that policing is not the preserve of the police alone- there has to be alignment with the efforts of other government departments and the initiatives of the community safety centres and community police fora. The NDP also calls for the enforcement of a professional code of ethics and the establishment of a National Police Board to develop standards on recruitment, selection and placement, as well as developing a code of ethics for the police.
The Medium Term Strategic Framework (2014-2019) spells out the areas for engagement for SAPS in the foreseeable future. It priorities the following:
reducing levels of contact crime;
contributing towards an efficient and effective criminal justice system;
ensuring that South Africa's borders are effectively protected and secured;
securing cyberspace;
ensuring domestic stability; participating in securing the identity of all persons in South Africa; and
reducing corruption in the public and private sector.
2.1 The Medium Term Strategic Framework: Government Outcomes
This Medium Term Strategic Framework (MTSF) is Government's strategic plan for the
2014-2019 electoral term. It reflects the commitments made in the election manifesto of the
governing party, including the commitment to implement the National Development Plan. As part of the MTSF, there are 14 Outcomes anticipated by government through a delivery agreement with the Executive Authority of each government Department.
Outcome 3 of the Delivery Agreement for safety states that "All people in South Africa are and feel safe". In order to achieve the outcome, there are seven key outputs with defined indicators and targets that are required to ensure that Outcome 3 is attained.
The following are key outcomes have been identified by government in its MTSF for its 2014-2019 term:
A reduction in the number of reported crimes;
An increased proportion of citizens feel safe walking alone, during the day or night, as measured in official surveys;
An increase in the proportion of households that are satisfied with police services in their area, and with the way court deal with the perpetrators of crime; and
An improvement in South Africa's ranking on the Transparency International Corruption Perception Index.
The 2015 SAPS Budget hearings found that the SAPS misaligned its targets with government priorities in its Annual Performance Plans and its Strategic Plan with the MTSF. Two of its targets: the detection rate for serious crime and the percentage of trial ready dockets do not align with the MTSF. Seven additional targets are used by the JCPS and were not reported n by the SAPS.
The following table provides a summary of the selective indicators and targets for Outcome 3:
Table 2: Summary of selective indicators and targets for Outcome 3
Output/sub-output
2013/14 indicators and targets
Output 1 Reduced overall levels of serious crime, including crimes against women and children.
Overall Serious Crime:
Reduction of the total number of serious crimes per annum
• Crimes against Women: Reduction of crimes against women reported
• Crimes against Children: Reduction of crimes against children reported
By 2015 reduce serious crime by 2% from 1,826,967 crimes to at least 1 718 191
By 2015 reduce crimes against women from 171 591 crimes to at least 162 882.
By 2015 reduce crimes against children from 45 953 crimes to 45 888.
Output 2
A more effective and efficient Criminal Justice System.
• To have finalised all internal disciplinary cases relating to corruption within an average of 3 months
80% of cases finalised within 90 days
South Africa's borders are protected, defended and well managed.
• Percentage of crime-related hits reacted to as a result of the Movement Control System and the Enhanced Movement Control System screening on wanted persons/ circulated stolen or robbed vehicles
• 100% reaction to hits (3 159 persons)
• 100% reaction to hits (3 926 vehicles)
Secure Cyberspace
Investigation of Cybercrime
New indicator
Domestic Stability ensured
Network operations concluded
34 534 network operations by 2015
Corruption in the private and public sector reduced
Value of amount in procurement fraud and corruption related cases
More than R5 million rand in assets
National Development Plan (NDP)
It is significant that the SAPS chose four key pillars for the implement the National Development Plan (NDP).These pillars are listed in the Annual Report and Annual Performance Plan as follows:
Strengthening the Criminal Justice System;
Professionalisation of the Police;
Demilitarisation of the Police; and
Building safety using and integrated approach.
While the SAPS have clearly put systems in place to deal with professionalising the Police, a lot must clearly be done to demilitarise the Police. The question was raised by the Portfolio Committee and there is insufficient clarity by what the Police management means by "civilianising" the Police. The Committee has engaged on this matter and believes that while the SAPS has tied the concept of demilitarising the police to professionalising the police, a lot of discussion is needed how the demilitarisation will take place. While there are attempts at equipping the Public Order Police units with human and material resources, demilitarisation is a philosophical approach to ensure civilian control over the ethos, structures and vision for policing.
2.2. Overview of SAPS Strategic Plan and Annual Performance Plan
The SAPS 2014/5 Annual Performance Plan and the Strategic Plan (2010-2014) gives effect to the Justice, Crime Prevention and Security (JCPS) cluster Outcome 3: "All people are and feel safe" by making sure that it implements two broad goals:
Goal 1: Ensuring that all people in South Africa are and feel safe
Goal 2: Ensuring adequate availability of and access to SAPS service points
The Department identified the following priorities in its 2010-2014 Strategic Plan:
Crime prevention: reducing levels of contact crimes, trio-crimes (house robbery, business robbery and carjacking) and crimes against women and children;
Increasing the visibility of police, especially at station level;
Partnership policing and mobilising the community in fighting crime;
Policing of public order incidents;
The effective investigation of crime by improving detection and court ready case docket rates on serious crimes, increasing the capacity and professionalism of detectives, and improving forensic services; and
Improving crime intelligence for serious crime, drug and people smuggling syndicates, and human trafficking.
2.3 Ministerial Priorities
All of the priorities of SAPS are critical to the operational success of the SAPS, and in particular, its ability to substantively contribute to the Delivery Agreement by making sure that people are and feel safe. In addition to these priorities, the Minister developed the following priorities in 2014/15:
Strengthening the Criminal Justice System.
Professionalisation of the Police.
Demilitarisation of the Police.
Building safety using an integrated approach.
Modernisation of the Human Resource Management.
Towards a single police service.
Towards working with Statistics South Africa working with official crime statistics.
Institutionalising Frontline Service delivery.
Community outreach programmes.
3. Summary of previous (2014) key financial and performance recommendations of the Committee
3.1. 2014 BRRR Recommendations
In 2014, the Committee made the following recommendations in its BRR Report on performance of the SAPS for the 2013/14 financial year.
3.1.1 Budgetary related recommendations:
2015/16 allocation: The Committee has been briefed and supports the need for an additional allocation to re-establish closed POP units and to establish new POPs units in areas where there was none. The amount (R3.3 billion) requested would be used for equipment such as vehicles, maintenance, training and appointments of additional units.
• The Committee recommends that the SAPS proceed with the demilitarisation process and provides it with a report on the programme, processes and timelines for the demilitarisation of the SAPS.
• The Committee recommends that the SAPS proceeds with the professionalisation of the Service and that it provide the Committee with a report on the processes and timelines it will follow to achieve this Ministerial priority.
• The Committee recommends that the SAPS prioritise the establishment of specialised units such as the FCS and organised crime and anti- corruption units in particular. The SAPS must also keep the Committee updated on the progress in this regard through quarterly reports.
• The Committee recommends that SAPS reconsiders the targets for the policing of rural communities and the implementation of sector policing in these areas. The communities of rural areas must receive the same type of policing provided for in urban areas. The Committee also recommends the implementation of the Rural Safety Plan as an immediate priority.
• The Committee recommends that SAPS implements the full provisions of the SAPS Amendment Act (10 of 2012) with respect to the budget of the DPCI. In view of the fact that SAPS has not implemented the provisions, SAPS must ring-fence and earmark the budget for the exclusive use of the DPCI. A report must be made available to the Committee in this regard.
• The Committee recommends that the SAPS amends it's spending priorities to reflect a higher spend on operational priorities.
• The Committee recommends that SAPS proceeds with relevant legal steps to support the promotions of staff members with the ranks of Captain, Lieutenant and Colonel. A status report is to be made available to the Committee.
• The Committee recommends that the IT governance framework is finalised and implemented by SAPS with immediate effect. All the matters raised by the Auditor General must be implemented and a report must be made available to the Committee.
• The Committee recommends that all the matters relating to performance information as highlighted by the Auditor General be implemented and a report be made available to the Committee.
3.1.2 Performance related recommendations:
Administration Programme
1. The Committee recommends that the department provide the details of the demilitarisation process, budget and timelines through a report and briefing before the end of the financial year in March 2015.
2. The Committee recommends that the professionalisation of SAPS is given the necessary priority and that an action plan be compiled and the Committee briefed on its implementation and progress in all quarterly reports.
3. The Committee recommends that the Department provides it with an update of the current status of all building infrastructure and other police facilities projects by end of November 2014.
4. The Committee recommends that the Department provide a report that details the challenges experienced with building contractors by the end of November 2014.
5. The Committee recommends that the SAPS Disciplinary Regulations is finalised and signed off by the Minister of Police within the next two months and made available to the Committee and members of SAPS.
6. The Committee recommends that all the outstanding reports from the SIU investigations into the TETRA, PCEM, and other contracts be finalised and a report made available to the Committee by the end of the 2014/15 financial year.
7. The Committee recommends that the crime statistics be included in the SAPS annual report and is tabled as a separate annexure. The Committee should also be briefed on the crime stats in a separate briefing.
8. The Committee also recommends that the Department convenes a meeting with stakeholders and research institutions be held on the management of crime statistics as well as the research methodology. The Committee again recommends that such a meeting take place before the end of March 2015.
9. The Committee welcomes the fact that an MOU with Statistics South Africa on data quality management have been concluded and a report on the progress must be made available by the end of March 2015.
10. The Committee recommends that the department appoints a Chief Financial Officer (CFO) without delay and report on the appointment by no later than the end of the 2014/15 financial year.
Visible Policing Programme
11. The Committee recommends that the SAPS makes adequate preparations at station level for the expected implementation of the Criminal Law (Forensic Procedures) Amendment Act in January 2015.
12. The Committee recommends that the department implements the recommendations of the Auditor General with respect to leadership at station and cluster level when it comes to managing performance information on reaction times.
13. The Committee recommends that the department takes action to address poor performance with effect to members who do not fill out their pocket books and reports on a quarterly basis.
14. The Committee recommends that all recommendations made by the Police Inspectorate are compulsory and must be implemented by all SAPS members without delay. There should be no discretion on any of the recommendations of the Inspectorate and the Committee is of the opinion that the Department must issue a national instruction in this regard before the end of the financial year.
15. The Committee recommends that the department reviews its IT systems with respect to firearm license applications and report back on a quarterly basis.
16. The Committee recommends that the department should review its management and compliance of controls in the CAS and EFRS system.
17. The Committee recommends that the department implements firmer controls over its predetermined objectives, especially for crimes against women and children. The department did not attain the targets set despite an increase in budget and overspend on the budget. The department should report to the committee on a quarterly basis.
18. The department should clear up all bottlenecks and fast-track all outstanding IJS/CJS projects and report on its progress to the Committee by the end of the financial year in March 2015.
19. The Committee recommends that the targets for sector policing in rural areas be revisited so as to provide equity in the provision of police services to both rural and urban areas.
Detectives Programme
20. The Committee recommends that the full provisions of the Act are implemented with respect to the DPCI budget and controls that should be exercised by the Head. A full report on the implementation of all the aspects of the Act with respect to the DPCI should be made available to the Committee by the end of March 2015.
21. The Committee recommends that the Department clarify the migration of function and mandates of the organised crime and the commercial crime units from the DPCI. The Department must report how it intends to maximize intra-organisational cooperation by the end of November 2014.
22. The Committee recommends that all the outstanding feedback be given to complainants on their cases through SMS technology and that the Department finalises its technology processes without delay and report by the end of financial year.
23. The Committee recommends that the Inspectorate provides it with a report and briefing on its activities and the implementation of the turnaround strategy.
24. The Committee recommends that the Inspectorate collaborates more closely with the Independent Police Investigative Directorate (IPID) and the Civilian Secretariat for Police on the implementation of IPID recommendations.
25. The Committee recommends that all outstanding leadership vacancies in this programme is filled and finalised without delay and that a report is made at the end of the financial year.
Crime Intelligence
26. The Committee welcomes the progress in the programme and recommends that all the outstanding leadership vacancies are filled and that the vetting process continues. A report is to be tabled with the committee on such appointments by March 2015.
27. The Committee recommends that a report is made available on the numbers of applications for interception of communication, and that it needs assurances that all interceptions complied with the law. The report is to be made available by the end of March 2015.
VIP Protection and Security Services
28. The Committee recommends that a policy of rotation of VIP protection officers at National Key Points be developed and that the health and wellness of such officers be prioritised by the department. A full report is expected by the Committee by the end of March 2015.
29. The Committee recommends that the department develops a retention strategy for members of the VIP protection unit by the end of the financial year.
30. The Committee recommends a process of continuous vetting for VIP protection unit personnel.
31. The Committee recommends that the Human Resources Division develop clear career-pathing for members of VIP protection unit that deals with static security by the end of the financial year.
3.1.3 Response by Department and Minister of Finance:
The Minister of Finance noted the request by the Department for an allocation of R3.3 billion for the capacitation of the Public Order Policing environment during the 2015 METF cycle. The Minister indicated that owing to the tight fiscal framework and government-wide expenditure ceiling, the request could not be accommodated. The Department was advised to reprioritising funds within its baselines or to consider other interim arrangement such as specialised training for existing police personnel.
As part of the 2015 METF process, the Medium Term Expenditure Committee recommended that instead of increasing the personnel capacity of public order policing units, the Department must enhance the quality of training of training to the current public order policing officials. The Minister also that the Department's current Compensation of Employees budget will be unable to absorb further increases to its establishment.
3.2. Committee 2015/16 Budget Report
The Committee made the following recommendations in terms of the 2015/16 Annual Performance Plan, Strategic Plan (2015-2019) and the 2015/16 Budget of the Department of Police:
3.2.1 Budget recommendations:
a) The Committee recommends that the SAPS should ensure quality of services with a proportional distribution of resources to police stations countrywide, in relation to high crime areas, with a particular focus on poor and rural areas.
b) The Committee recommends that the budgetary variation from the approved infrastructure project budget should be revised even though it is within the standard set by National Treasury, as 20 per cent of the SAPS budget is proportionally too large.
c) The Committee recommends that the SAPS must ensure that the 2016/17 budget allocation of the DPCI is sufficient to sustain their legislative mandate effectively and efficiently.
3.2.2 Performance recommendations:
d) The Committee recommends that the appointment of the Chief Financial Officer (CFO) should be prioritised without delay and the Committee will keep a close eye on the September 2015 deadline provided by the SAPS. The Committee further recommends that a letter will be submitted to the Minister of Police to indicate the dissatisfaction and concern of the Committee.
e) The Committee recommends that the demographic analysis of police stations to determine resource allocation should be prioritised in previously disadvantaged areas to facilitate a proportional spread of resources.
f) The Committee recommends that performance indicators that sets percentage targets should be accompanied by numeric values, as per Treasury prescripts.
g) The Committee recommends that the SAPS should publish the technical specification of performance indicators, either as an addendum to the APP or on the SAPS website.
h) The Committee recommends that targets for performance indicators should be based on the established baseline and not on the estimated performance on the indicator of the previous financial year.
i) The Committee recommends that the capacitation of SAPS 13 Evidence Stores should be prioritised in the next financial year (2016/17).
j) The Committee recommends that the challenges experienced in the partnerships with the SITA and DPW must be addressed and resolved to call a joint meeting to address issues specifically related to development and maintenance.
k) The Committee recommends that the SAPS should prioritise the management of sick or incapacity leave to ascertain that it is not abused. The Committee resolved that support will be given to any steps taken by the SAPS to address the abuse of sick leave.
l) The Committee recommends that the performance indicator to measure performance on response times to Alpha, Bravo and Charlie complaints should not be lost and should be reinstated in the interim until the specialise target is developed.
m) The Committee recommended that the SAPS should appear before the Committee to share the new Border Security Plan and further recommends that a date will be communicated.
n) The Committee recommends that the target of three per cent in the confiscation of drugs should be increased.
o) The Committee recommends that the wording of the performance indicators for the Number of reported crimes in the Visible Policing Programme should be revised to have a clear meaning as reporting of crime is not in the control of the SAPS.
p) The Committee recommends that the SAPS should develop strategies to build community trust, which also focusses on encouraging communities to report crime and strengthen Community Safety Forums (CSFs).
q) The Committee recommends that the engagement with the NPA on the prosecution of small quantities of Nyaope should be prioritised and that the outcomes should be communicated to the Committee.
r) The Committee recommends that the performance indicators for the Border security sub-programme should be revised and improved to facilitate increased performance and service delivery within this environment as the porousness of borders is gaining increased prominence.
s) The Committee recommends that the SAPS must establish the Programme 6: DPCI in the 2016/17 financial year and that no further extension will be granted.
t) The Committee recommends that the leadership stability of the DPCI should be prioritised as the environment is vital to the combatting of priority crime.
u) The Committee recommends that organised crime should receive increased prioritisation.
v) The Committee recommends that the SAPS prioritise the development of a feedback system to clients to provide regular updates on investigations.
w) The Committee recommends that the SAPS management must react timeously and appropriately to all information generated by the Crime Intelligence Division in order to ensure a more proactive response to crime threats.
x) The Committee recommends that the disciplinary case of Gen Mdluli should be fast- tracked and brought to conclusion as soon as possible.
y) The Committee recommended that the achievements on the performance indicator for cross-border operations requested should be reported in Annual Report.
z) The Committee recommends that the division of labour between the Protection and Security Services and Presidential Protection Services should be well defined.
aa) The Committee recommended that the wellness and recruitment of the Protection and Security Services should receive continued attention.
bb) The Committee recommends that the SAPS should continue its focus on rooting out criminality within the organisation and should finalise the criminality audit (beyond 2010) and ensure that the members found guilty are dismissed. The Committee further recommends that this should be done at provincial, cluster and police station level.
cc) The Committee recommends that the leadership of the SAPS must be stabilised and that accountability should be increased at all levels of the organisation.
4. Overview and assessment of financial performance
4.1. Overview of Vote allocation and spending for 2016/17 FY
The SAPS received a main appropriation of R76.3 billion for the 2015/16 FY, which is 48.5 per cent of the Cluster's allocation. The Police Vote represents 11 per cent of the total national budget, which is the second largest allocation to a single Vote, following the allocation for the Social Development Vote of R138.1 billion, which is 20 per cent of the total national budget.
Table 3: Main appropriation for Vote 23: Police over the MTEF
Nominal Rand change
Real Rand change
Nominal % change
Real % change
R million
2014/15-2015/16
Programme 1: Administration
Programme 2: Visible Policing
Programme 3: Detective Services
Programme 4: Crime Intelligence
Programme 5: Protection and Security Services
Source: 2015 ENE
The table main appropriation of the Police Vote increased from R76.3 billion in 2015/16 to an estimated R86.4 billion in 2017/18, at an average annual rate of 6.0 per cent. The following areas will be capacitated over the medium term:
Investing in capital infrastructure and technological enhancement, especially in the forensic science and investigative functions;
Creating capacity in the Directorate for Priority Crime Investigation;
Upgrading the IT network; and reviewing and modernising the Criminal Justice System to create an integrated criminal justice environment.
In 2015/16, the main appropriation increased nominally with R3.8 billion, which is a real increase of R371.7 million or 0.51 per cent, compared to the 2014/15 FY. The SAPS currently has a holding budget, which means that it received little more than an inflationary increase to its baseline.
The ENE states that a baseline reduction over the MTEF of R517.1 million in 2015/16, R1.24 billion in 2016/17 and R802 million in 2017/18 was approved by Cabinet. These reductions were effected mainly from goods and services comprising of R366.3 million in 2015/16, R586.4 million in 2016/17 and R634.9 million in 2017/18. Furthermore, R150.8 million in 2015/16, R653.2 million in 2016/17 and R167.1 million were removed from payments for capital assets (buildings and other fixed structures and transport equipment). Of these amounts, R352.9 million in 2015/16, R372.3 million in 2016/17 and R790.9 million in 2017/18 are reallocated to provide for higher personnel remuneration costs than the main budget provided for and the replacement of transport equipment in 2017/18. Having considered the Department's ability to sustain the current baselines in respect of compensation of employees over the medium term, total personnel numbers are estimated to stabilise at a level of 198 062 for each year during this period. This in essence implies that the Department will only be able to replace current personnel losses on an annual basis.
Expenditure by the SAPS increased from R57.9 billion in 2011/12 to R72.5 billion in 2014/15, at an average annual rate of 7.4 per cent, driven mainly by the increased expenditure on compensation of employees. The Department currently spends approximately 77 per cent of the total budget on Compensation of employees leaving little budget for operational expenses.
4.2 REPORT OF THE AUDITOR GENERAL (AG)
The Department of Police received an unqualified audit report for the 2014/15 financial year with findings. Although the SAPS achieved unqualified audits for the past five years (2010/11 – 2014/15), it is important to remember that these were not clean audits. During this five-year period, the SAPS had findings in terms of predetermined objectives and compliance with laws and regulations. Overall, the AG determined that there is a general lack of improvement in the audit outcome of the SAPS, which is due to the complex nature of the performance information within the SAPS. The AG determined that the Annual Report of the SAPS contains information on their performance against predetermined objectives that was not useful and/or reliable. This was most noticeable with the Visible Policing Programme.
The SAPS had no material errors/omissions in its submitted annual financial statements, even though the Department had been without a permanent Chief Financial Officer (CFO) since 01 September 2014. On 09 September 2015, the Committee had an engagement with the SAPS on the filling of the CFO post. An Acting CFO was appointed and at its meeting held on 13 October 2015, the SAPS announced that the post of CFO was filled by Major General Ramakosi.
4.2.1 Reliability of reported performance information: Visible Policing (VISPOL)
The National Treasury's Framework for Managing Programme Performance Information (FMPPI) requires the Department to have appropriate systems to collect, collate, verify and store performance information to ensure valid, accurate and complete reporting of actual achievements against planned objectives, indicators and targets. The following targets for Programme 2 – Visible Policing were not reliable when compared to the source information or evidence provided and/or adequate and reliable corroborating evidence could not be provided:
48% of the reaction time in respect of Alpha, Bravo and Charlie complaints captured on the Case Administration System (CAS) could not be verified with the individual pocket books of members of the police service. Station commanders did not regularly inspect the members' pocket books to ensure compliance with internal controls and to verify that information on CAS is accurately captured. In 2013/14, the AG made the same finding on 38% of the reaction times that could not be verified.
In 45% of the illicit drug success cases and 36% of the confiscated liquor cases reported, the actual achievement reported on the Operational Planning & Monitoring System (OPAM) was inaccurately recorded. Station commanders did not regularly inspect that the actual achievements recorded on the OPAM system were accurately captured. In 2013/14, the AG made the same finding with respect to 20% of illicit drugs success cases and 37% of the confiscated liquor reports that could not be verified.
The AG recommended that Station Commanders must regularly inspect members' pocket books to ensure compliance with internal controls and to verify that information on the CAS is accurately captured. The Committee also raised significant concern about the lack of reliability of response times and recommended in the 2013/14 BRRR that the SAPS must take steps to address poor performance regarding members who do not fill out their pocket books and must report to the Committee on a quarterly basis.
The Committee has been receiving the requested quarterly reports, but most of the interventions listed are targeted at top management, which does not have the desired trickle-down effect to middle management. The SAPS has amended Standing Order 252-The Pocket Book (SAPS 206), which was circulated electronically to all police stations. The Committee was of the opinion that the members must be trained on the use of electronic pocket books.
4.2.2 Strategic Planning and Performance Management- VISPOL
With regards to the two material findings on Programme 2, the Department did not maintain effective and efficient internal controls regarding performance management, which described and represented how the institution's processes of performance monitoring, review and reporting would be conducted, organised and managed, as required in terms of section 38(1)(a)(i) of the PFMA.
4.2.3 Internal Control: Leadership- VISPOL
With regard to stations audited in Programme 2, commanders at station and cluster levels did not at all times perform their specific responsibilities (command and control) relating to conducting, and/or monitoring internal controls (including consequence management) and approved process flows for predetermined objectives.
Other reports: Investigations
One thousand and ninety eight (1 098) members representing 0,01% of the total establishment (193 692) were charged in terms of the Prevention and Combating of Corrupt Activities Act, 2004 (Act No 12 of 2004).
An investigation was initiated based on allegations in awarding of a contract. The investigation is still in progress.
The AG did not identify any material findings on the usefulness and reliability of the reported performance information for Programme 3: Detective Services.
4.2.4 Governance
The SAPS have been able to improve its governance through changes to its governance structures. This has assisted the organisation in overcoming some of its governance and compliance challenges. Some of the measures to enhance the governance of the organisation include stakeholder committees to improve good corporate governance and decision making and include:
The revamp of the Audit Committee, which has improved the SAPS accounting and management of internal controls.
The acceleration of the Combined Assurance approach to organisational assurance provisioning. The SAPS reports that all 1 138 front line service delivery points (police stations) were exposed to various levels of assurance testing, ranging from in-depth risk and performance-based audits, to compliance inspections and quality checks.
The prioritisation of Enterprise Risk Management (ERM) as a critical element in corporate governance.
In a further effort to enhance governance, the SAPS has established standing and ad hoc consultative forums, such as the Top 1500 Leadership and Engagement Workshop and the corporate and operational management structures. It is envisaged that these structures will become part of the culture of the SAPS and will assist in ensuring accountability for allocated resources. This will further contribute to the level of self-assessment by the SAPS of its level of corporate governance, which in turn will be tested against external oversight by key stakeholders, including civilian oversight and the various oversight bodies that represent their interests, such as Parliament, the Presidency, the Portfolio Committee on Police, the Standing Committee on Public Accounts, National Treasury, the Department's Audit Committee and the Auditor-General.
4.2.5 Internal Audit Committee
The Internal Audit Committee consists of five (5) external members. The SAPS reported that the Committee complied with its responsibilities arising from Section 38(1)(a)(ii) of the PFMA and relevant Treasury Regulations. The Audit Committee met five times during the 2014/15 financial year and conducted a total of 27 reviews, amongst other things, the System of Internal Controls, Effectiveness of the Internal Audit, Quarterly Financial Reports, Performance Information, Enterprise Risk Management, Border Policing, IT security Policy and the AG Management Letters and Report for 2014/15. The Internal Audit Committee raised the following areas of concern:
Although the internal controls design were found to be adequate, the operation of the controls were found to be ineffective;
The slow implementation of internal audit recommendations or agreed upon corrective actions which increases the number of repeat findings; and
Delays in consequence management in respect of members of the Department who intentionally or unintentionally disregard the approved policies and procedures.
In terms of the Combined Assurance Model adopted by the National Management, the Audit Committee has set aside a special meeting during September 2015 to review the action plan developed by the SAPS Management to address all open recommendations in terms of audits, inspections and visits conducted. The register emanating from this process will form part of various Committees, including the Combined Assurance Committee, Risk Management Committee and Audit Committee, as well as at Senior Leadership meetings. It is important to note that the combined assurance model was adopted in lieu of a dedicated Internal Control Unit to ensure internal controls. However, the AG made significant findings around lack of proper internal control mechanisms, especially in terms of leadership (middle management).
The SAPS reported that the combined assurance approach has been established that is compliant with the corporate governance principles as espoused in the King III Code on Corporate Governance.
In terms of the Farlam Commission Report and recommendations, the Internal Audit Committee stated that it will monitor developments closely to ensure that any risk(s) are managed accordingly.
The Audit Committee has noted irregular expenditure totalling R279 million and which has been disclosed in the current annual financial statements. This is as a result of a National Treasury ruling that pronounced the addendum to the Firearm Control System (FCS) contract as irregular. The transaction was initiated in 2004 to manage the firearm inventory. It is further stated that the SAPS management will be seeking a condonation of this expenditure and it will assess the ramifications of this ruling for the SAPS and the future of the FCS.
In terms of the AG's Report, the Audit Committee has reviewed the implementation plan of SAPS for audit issues raised in the previous year and the Audit Committee indicated that it is satisfied that the concerns have been adequately resolved, most notably the concerns raised about the lack of verification of 53% of firearm applications. The Audit Committee indicated that the following matters which relate to the verification of the achievement of the targets in respect of has not been reached:
Response time to Alpha, Bravo and Charlie calls; and
Confiscation of illicit substances.
The establishment of an Integrity Management capability will be finalised during 2015/2016, following the initial conceptualisation of the fundamental requirements underpinning integrity management. During 2014/15, the SAPS reported 1 098 charges of corruption and fraud against 888 members, of which the highest proportion was for aiding an escapee (340 charges), followed by corruption (328 chargers) and defeating the ends of justice (199 charges). As at 31 March 2015, 307 members had been suspended, of which 55 members were suspended with salary and 252 were suspended without salary. The remaining 581 members were not suspended. These figures exclude the number of suspensions that were uplifted during in-year intervention processes in 2014/2015. The highest number of members charged were from the Western Cape (206), followed by Gauteng Province (202) and KwaZulu-Natal (87).
4.2.6 Risk management
The Enterprise Risk Management Committee (ERMC) has been formally constituted in accordance with the relevant prescripts and has focused on establishing the requisite Enterprise Risk Management (ERM) governance structures, frameworks and priorities for the medium term. It is stated that the development of the ERM policy and strategy has been finalised, guided by the governance framework applicable to risk management. The ERM policy and strategy are being subjected to internal policy consolidation by the Policy Committee, which is expected to be finalised in 2015/2016. The ERMC has adopted a structured approach to the implementation, monitoring, review and subsequent adjustment of the ERM policy and strategy to be adopted over the medium term to ensure their relevance to the business of the organisational and rapidly developing ERM practice. One of the key findings made by the ERMC's analysis is that the SAPS has several intradepartmental and interdepartmental dependencies that exist in ensuring sustainable mitigation over the medium term. The Committee indicated that the SAPS's complex mandate implies that the various risks can only be addressed with a collaborative, coordinated approach by all internal and external stakeholders. The ERMC will focus on facilitating these intradepartmental and interdepartmental dependencies related to the mitigation of risks during 2015/2016.
4.2.7 Fraud and corruption
During the 2014/15 financial year, the SAPS has engaged in several initiatives to prevent fraud and corruption, including the following:
• The disclosure of financial and other interests by senior management;
• Policy and procedure regulating the performance of remunerative work outside the SAPS;
• Lifestyle audits targeting vulnerable areas in the Department;
• The Integrity Testing Programme in the DPCI, which is inclusive of entrapment as in section 252(a) of the Criminal Procedure Act, 1977 (Act No 51 of 1977), tests for alcohol and drug abuse, as well as the use of polygraphs;
• The vetting of members in vulnerable areas, including members in key positions in SCM and senior management;
• An email address was created where personnel can report any integrity-related issues. It has been communicated to the personnel through ongoing advocacy and awareness campaigns; and
• Preventive, detective and corrective controls, including, inter alia regular communication on the SAPS's Code of Conduct and Code of Ethics, criminal and departmental investigations into allegations of fraud and corruption and compliance management by internal assurance providers.
4.2.8 Minimising conflicts of interest
The members of the SAPS Bid Evaluation Committee and the Bid Adjudication Committee are required to declare any conflict of interest prior to the commencement of any evaluation or adjudication committee meeting. Whenever a member's spouse declares his or her interest and the member is not involved in the evaluation or adjudication of the bid, this may not be regarded as conflict of interest. However, when the member is responsible or involved in the evaluation or approval process, the member is required to declare himself or herself disqualified from the process and this should be properly declared by the member. Section 8 of the Public Administration Management Act, 2014 (Act No 11 of 2014) prohibits any employee from conducting business with the State.
During a recent bid for Immovable Assets, it was found that one of the directors from the bidder was employed by the Department of Public Works and subsequently, the bidder was disqualified from the bidding process.
4.2.9 TETRA Project
The Auditor General reported that the spending on the Terrestrial Trunked Radio (TETRA) (Eastern Cape) project was, irregular expenditure. The SAPS and the Auditor General could not agree on the status and classification of the project as irregular expenditure and the matter was deferred to the National Treasury for a determination. National Treasury did not find that the project was irregular expenditure. The SAPS reported that the CSIR will ascertain what can be salvaged from the project and will provide the Committee with a full report on the status of the project.
4.3 Voted Funds and expenditure 2014/15 FY
The main appropriation of R72. 507 billion allocated to the SAPS at the beginning of the 2014/15 financial year remained unchanged during the adjustments period. The virement and shifts made during the adjustments period affected most of the Departmental Programmes during the 2014/15 financial year. The main appropriations of the Administration and Crime Intelligence Programmes remained unchanged despite the shifting of funds within these programmes. Of specific importance is the fact that the SAPS shifted R115 million from the Buildings and other fixed structures (Capital assets) account in the Administration Programme to Compensation of employees (Current payments) for salary increases due to underspending on buildings. This shift is against the provisions of the Public Finance Management Act, 1999 (PFMA, Act 1 of 1999). The Act allows the Accounting Officer to utilise a saving in the amount appropriated under a main division within a Vote towards the defrayment of excess expenditure under another main division within the same vote. However, section 43(4)(c) of the PFMA, provides specifically that an amount appropriated for capital expenditure may not be used to defray current expenditure. The SAPS used the saving under capital expenses to defray higher than planned salary increases (current expenditure).
The allocation for the Visible Policing Programme was adjusted upwards with R35 million to an adjusted appropriation of R37.04 billion, while the allocation of the Detective Services Programme was adjusted downwards by R109.7 million to an adjusted appropriation of R15.1 billion. An amount of R152.3 million was shifted from Goods and Services to Machinery and equipment within the same Programme to procure laboratory, photographic and security equipment to capacitate the Directorate for Priority Crime Investigation and the Forensic Services unit. The main appropriation of the Protection and Security Services Programme was also adjusted upwards with R74.7 million to an adjusted appropriation of R2.14 billion. The table below provides the proportional allocation for Vote 23:
Table 4: Proportional allocation for Vote 23: Police
(R'000)
% of total budget per programme (%)
Change in percent allocation (%)
Specifically appropriated (ring-fenced)/reprioritised amounts for 2015/16 FY:
The Appropriation Bill [B6-2015] reflects the amounts that have been specifically and exclusively appropriated towards:
Infrastructure (Building and upgrading of police stations)
- Programme 1: Administration –
o R702.2 million specifically appropriated to building and upgrading of infrastructure (Police Stations).
Civilian Secretariat for Police: R105.094 million.
If we look at the budget as against actual expenditure of the Police for the period under review, the following pertains:
Table 5: Departmental Allocation and Expenditure for 2014/15
Adjusted Appropriation
Final Appropriation
Actual Expenditure
Expenditure as % of final appropriation
Visible Policing
Detective Services
Protection and Security Services
Source: SAPS 2014/15 Annual Report
Current payments decreased with R157.9 million from a main appropriation of R68.9 billion to an adjusted appropriation of R68.7 billion. This amount was shifted to the Transfers and subsidies account, which increased from R737 million to R852 million (increase of R114.8 million) and to the Payments for capital assets account, which increased from a main appropriation of R2.84 billion to R2.88 billion (increase of R43 million) during the adjustments period.
Table 6: 2014/15 Adjusted budget summary in terms of economic classification
Amount to be appropriated
Current payments
Transfers and subsidies
Payments for capital assets
Source: Treasury (2014)
4.3.1 Departmental revenue
Departmental revenue collection destined for the National Revenue Fund, is mostly derived from services rendered to the public such as firearm applications, photocopies of accident reports and statements, disposal of Departmental assets at auctions, forfeits as a result of criminal activities and the recovery of debt raised.
The total Departmental revenue of R389 406 million collected in 2014/15 FY increased slightly when compared to the collection of R386 341 million in the 2013/14 FY. Of note is the increase in revenue collected from Sales of goods and services other than capital assets, which increased from R165 800 million in 2013/14 to R212 166 million in 2014/15 FY. Also of note is the significant decrease in revenue collected from Fines, penalties and forfeits, which decreased from R50 563 million in 2013/14 to R18 929 million in 2014/15 FY. Finally of note is the significant increase in the revenue collected from Sales of capital assets, which increased from R3 757 million in 2013/14 FY to R15 541 million in 2014/15 FY, which was most noticeable in the sale of Machinery and equipment.
The reasons for over and underperformance as reported by the SAPS are as follows:
Sale of goods and services produced by the Department: The positive deviation of R42,503 million is mainly due to the increase in applications for firearm licences (R3,517 million), the increase in the sale of scrap (R18,666 million), the increase of commission on insurance deductions on PERSAL (R1,761 million) and the increase in police services rendered (R20,321 million). It is important to note that during the course of the financial year, tariff increases were implemented and more non-capital assets were auctioned.
Fines, penalties and forfeits: The positive deviation of R5,099 million is mainly due to additional revenue that was derived from forfeits related to monies confiscated in contravention with the Prevention of Organised Crime Act, 1998 (Act No 121 of 1998) at airports, borders and harbours.
Sale of capital assets: The positive deviation of R10, 916 million is mainly due to more auctions held during the reporting period.
4.3.2 Donor funds/Aid assistance
The SAPS received no donor funds during the 2014/15 FY, compared to R41 thousand received in 2015.3 However, the SAPS indicated that a total of R2,342 million was spent during the 2014/15 FY, which constituted funds rolled over from the previous year. The donor funds were made available by Norway and a total amount of 1.6 billion NOK (Norwegian Krone) was pledged in 2005. The donor funds were for training interventions in South Sudan. The implementation plan was signed in November 2009 and an extension was requested until 2015.
4.3.3 Contingent liabilities
In 2014/15 FY, the SAPS had a contingent liability closing balance of R26, 958 billion up from a closing balance of R20, 580 billion at the end of 2013/14. The largest proportion of the contingent liability was set aside for Claims against the Department from private parties. This figure increased from R20, 544 million in 2013/14 to R26 918 billion in 2014/15, which constitutes nearly the entire contingent liability account for the 2014/15 financial year. Funds set aside as contingent liabilities from Housing loan guarantees decreased significantly from R10, 285 million in 2013/14 to R2, 061 million in 2014/15.
In terms of actual Claims against the Department, the SAPS incurred liabilities worth R9, 534 billion during the 2014/15 FY, of which R256, 188 million was paid out. This is a slight increase of 1.9% compared to the R251, 192 million paid out in the previous FY. The original claim amount of the liabilities was reduced or cancelled to R9, 278 billion at the end of the 2014/15 FY. The largest proportion of claims paid out by the SAPS during 2014/15 was for Police actions (R174, 410 million) followed by Shooting incidents (R44, 325 million) and Vehicle accidents (R19, 060 million). It should be kept in mind that in 2014/15, a total of 102 members died in vehicle accidents (39 on-duty and 63 off-duty). The original claim amounts for Damage to property is the only category that increased from R341 thousand to R343 thousand in 2014/15.
The expenses incurred by the SAPS on legal services increased from R291 million in 2014/15 to R340 million in 2014/15.
4.3.4 Irregular expenditure
At the end of 2014/15, the SAPS had R285 million in irregular expenditure awaiting condonation, against R283 million in 2013/14. For the financial year under review, an amount of R339 thousand has already been condoned. For the 2014/15 FY, the SAPS incurred irregular expenditure to the amount of R87 thousand (R1.859 million incurred in 2013/14).
To mitigate against the incurrence of irregular expenditure, the SAPS conducted training sessions on internal acquisition procedures for 113 Supply Chain Management (SCM) practitioners in order to reduce the number of cases of irregular expenditure. A procurement workshop was presented for all procurement practitioners, as well as members responsible for demand, in August 2014. Procurement action, delegations, the importance of the procurement plan, as well as all aspects in relation to irregular expenditure, was discussed at the workshop.
A dedicated office was established to manage the administration of irregular expenditure. The SAPS reported that similar offices will be established in all provinces and divisions, which will be responsible for the management and conclusion of cases of irregular expenditure in their respective environments.
4.3.5 Additional irregular expenditure declared (and restated under the 2013/14 financial year)
The SAPS requested SITA to obtain the services of a service provider for the rendering of a Firearm Control System (FCS). SITA subsequently evaluated and awarded the Bid on behalf of the SAPS during March 2004. National Treasury as principal, was approached for a determination in this regard, the outcome of which indicated that a portion of the expenditure should be regarded as irregular expenditure. SAPS has as a result disclosed an additional R279, 9 million irregular expenditure. It is an intention of the Department to seek condonation of this expenditure as the economic benefits were received and were necessary. In addition, an internal enquiry will be undertaken to establish any appropriate action on the part of Departmental personnel. Over and above this, the Department will review with the help of CSIR other alternatives, if any. A contractual clause that allowed "optional items" beyond the tender process has been removed from all new contracts.
In 2013/14, the outcomes of two investigations was still awaited. In terms of the firearms contract, the SAPS has requested condonation as stated above. In terms of the Tetra (terrestrial radio communication system) the AG found that the expenditure was not irregular.
4.3.6 Fruitless and wasteful expenditure
The Department recorded a significant reduction in the category of Fruitless and wasteful expenditure in 2014/15. The amount decreased from R353 thousand incurred in 2013/14 to R141 thousand in 2014/15. The Fruitless and wasteful expenditure in 2014/15, was mainly comprised of incidents related to licence fees payments (R72 thousand) followed by payments made towards accommodation (R47 thousand).
4.3.7 Expenditure - Looking forward (1st quarter of the 2015/16 FY)
The following key concerns on expenditure at the end of June 2015 should be noted:
Funded posts: There seems to be a discrepancy in the number of funded positions, as the Department does not capture information on funded posts in the monthly IYM reports submitted to the National Treasury.
Vacancies: The majority of vacant posts, as reported on Vulindlela, are in the Department's core service delivery programmes, that is Visible Policing (2 938) and Detective Services (2 064). Greater effort should be made to ensure that the filling of vacant posts in these programmes is prioritised as these positions are critical for effective service delivery (and achieving related outcomes) by the Department.
Earmarked funds: The recorded expenditure on earmarked funds should be a key focus of the Committee, as there seems to be significant challenges with spending on devolved funds, the implementation of the CJS 7 point plan and construction of police stations. The funds for these three projects are specifically and exclusively appropriated for in the Appropriations Act, 2015. Deviation from these, should be seen in an important light.
Deviations: The Department should provide reasons for the deviations between planned and actual expenditure. The Department must further ensure that corrective action is taken, where necessary, and that appropriated funds for the 2015/16 financial year are spent effectively, efficiently and economically.
5. OVERVIEW AND ASSESSMENT OF SERVICE DELIVERY PERFORMANCE
5.1 Programme Performance
The Administration Programme has as its measurable objective, the regulation of the overall management of the Department and provides centralised support services.
The table below indicates the budget allocation and expenditure for Programme 1 in 2014/15:
Table 7: Administration programme
Adjusted Estimates
% Spent
Programme 1: Administration received a final appropriation of R15, 304 billion in 2014/15 of which the Department realised an actual expenditure of R15, 570 billion which amounted to an expenditure of 101.7% with a 1.7% variance. The programme realised a net overspending as a result of increased spending on compensation of employees emanating from tariff increase on overtime and backdated implementation of graded clerks, increased spending on goods and services and more than anticipated legal fees claimed by the State Attorney's office. The total amount allocated for buildings and other infrastructure (capital works) was not fully expended, although the amount specifically and exclusively appropriated was met.
The Administration Programme achieved twenty seven out of thirty nine targets with a score of 69% success. Twelve targets were not achieved.
The following table highlights performance of selected targets for 2014/15:
Table 8: Administration Programme Performance
Planned Target
Percentage of
personnel in
terms of the
approved establishment
Maintain 98% in terms of
the approved
98% in terms of the approved target of 198 010 for 2014/15 (the
establishment of the SAPS was 193 692 on 31 March 2015.
Percentage of recommendations of the Independent Police Investigative Directorate (IPID) implemented.
100% (of 1000
received from IPID, 978 were
implemented). 22
were not implemented due
to service
TARGET ACHIEVED
Percentage reduction in
new incidents leading to
civil claims lodged
against the SAPS
Reduced by 3,4%
Increased by 21% 9 877 new incidents leading to civil claims were
compared to 8 161
during the same period in 2013/14.
TARGET NOT ACHIEVED
Inadequate implementation of internal controls of
compliance with SAPS
SOP's members
contributed to the
Percentage of SAPS firearms dot peen marked
98.4% (255 from a total of 259 494 firearms were dot peen marked
TARGET NOT
Percentage of the total devolved facilities projects budget spent by the end of the financial year
(R68 466 014 of R96 944 068)
Contractors were not meeting their obligations
Percentage of budgeted planned police facility projects completed as per Infrastructure and Capital Assets Plan (Capital works, leases and maintenance)
100% completed (in accordance with planned project milestones)
73,5% police facility projects
Community unrest
Performance by appointed service providers
Percentage of project milestones delivered according to the funded IJS Plan
PCEM not completed
Lifescan were coupled to AFIS for an integrated solution, which is still to be published by SITA
Some of the major highlights and successes of the Administration programme achieved the following successes during the period under review:
Implementation of the Revised Recruitment Strategy
• 2 827 trainees were recruited for the 2014/2015 financial year and commenced with training on 28 March 2015
2101 appointment / promotion posts were filled by end of March 2015
A total of 1 240 entry level Public Service Act posts was filled by end March 2015
The Recruitment strategy has been revitalised
During April 2014, personnel from Senior Management Appointments conducted visits to the provinces to assist Senior Managers with regards to the submission of financial disclosures electronically.
This intervention made a positive impact in SAPS achieving 100% compliance to DPSA prescripts in terms of the submission of financial disclosures by means of the e-disclosure system.
Review of The Police Cluster Approach: 176 current clusters revised to a 123 manageable, responsive and distinctive cluster Monitoring and Evaluation roles and responsibilities to enhance police station management. Implementation is underway.
Deputy Police Station Commander: Re-introduced the functions, roles and responsibilities of the deputy police station commander focusing on the implementation in the 114 Brigadier police stations (category C1.)
A Memorandum of Understanding between the SAPS and the Council for Scientific
and Industrial Research (CSIR) was established to facilitate intelligent procurement in
selected environments. The following three tasking have successfully been finalized:
– Probing for Impartiality: Automatic Vehicle Location Specification
– Gap Analysis / Independent Assessment of the Eastern Cape Tetra Radio
Communication Project
– Testing and Evaluation of Field Terminal Devices In Terms of Bid 19/1/9/1/188tr(13)
All requests received to engage the CSIR in terms of the above MOU are submitted to the bilateral committee for consideration. This committee is co-chaired by a senior member from SAPS and CSIR.
The following targets were not achieved:
Percentage of service terminations finalised within 60 working days. The target was 90%, of which the SAPS achieved only 39.1%. This is a negative deviation of 50.9%. In an effort to improve performance, the SAPS reported that a national nodal point will be established to centralise and expedite information by tracking service termination documents, from the member's date of exit until the member's pension money has been paid to the beneficiary. All provincial offices and divisions will be informed of the status of service terminations monthly, to monitor progress with the conclusion of cases.
Average time taken to fill vacant, funded posts. The SAPS determined a target of three (3) months, but only managed to fill posts within 4.8 months. This is a negative deviation of 1.8 months.
Percentage firearms dot-peen marked. The SAPS determined to mark 100% of firearms, but only achieved 98.4%, which is a negative deviation of 1.6%.
Percentage of budgeted, planned police facility projects completed as per the Infrastructure and Capital Asset Plan. The SAPS planned to complete 100% of these projects, but reached only 73.5%, which is a negative deviation of 26.5%.
Percentage of total devolved facility projects budget spent by the end of the FY. The SAPS planned to have 100% expenditure, but only achieved 71% (R68 466 014 of R96 944 086), which is a negative deviation of 29%.
Percentage of weighted project milestone delivered according to the funded IJS Plan. The SAPS planned to achieve 95% of the milestones, but only achieved 80% thereof, which is a negative deviation of 15%.
Percentage of weighted project milestone delivered according to the funded CJS Plan. The SAPS planned to achieve 95% of the milestones, but only achieved 80% thereof, which is a negative deviation of 15%.
Percentage of weighted project milestone delivered according to the funded TMS Plan. The SAPS planned to achieve 95% of the milestones, but only achieved 78% thereof, which is a negative deviation of 17%.
Percentage of allocated budget spent on approved IS/ICT project. The SAPS planned to achieve 98% achievement on the milestones of this project, but only achieved 95%, which is a negative deviation of 3%.
Percentage reduction in new incidents leading to civil claims lodged against the SAPS. The SAPS planned to reduce the percentage of incidents by 3.4%, but instead it increased by 21%, A total of 9 887 new incidents leading to civil claims were lodged against the SAPS compared to 8 161 during the same period in 2013/14.
The one (1) safety audit planned at the start of the 2014/15 financial year has been deferred to the Civilian Secretariat and as such the target was not achieved by the SAPS.
The target to achieve a minimum of 60% in improvement in user satisfaction levels was set by the SAPS in its APP at the start of 2014/15, but has been deferred to the Civilian Secretariat for Police and as such not achieved by the SAPS.
5.1.1 Capital Works
The building and upgrading of police stations has been an area of underperformance of the SAPS for the past 10 years. In 2014/15, there were six (6) planned for completion of which none were completed. In terms of building projects in the planning and design phase, the SAPS planned to complete 35 police stations, of which 12 were completed and 23 not completed. In terms of projects in the site clearance phase, the SAPS planned to complete 24, of which nine (9) were completed and 15 not completed. The table below provides a summary of the performance of the SAPS in the building environment per project phase.
The Department of Public Works (DPW) planned ten (10) projects to be completed in the execution phase, of which four (4) were completed. A total of eight (8) projects for sight clearances was planned for completion, of which one (1) was achieved. In terms of planning and design, a total of 53 projects were planned for completion, of which 14 were completed. In summary, 19 projects of the 71 planned projects in the various project phases were completed during 2014/15, giving the DPW an achievement rate of 26 per cent.
5.2 Programme 2: Visible Policing
The purpose of the Visible Policing Programme is to enable stations to institute and preserve safety and security, and provide for specialised interventions and the policing of South Africa's borders.
The table below indicates the budget allocated for Programme 2 in 2014/15 FY:
Table 9: Visible Policing
Programme 2: The Visible Policing programme is the biggest programme in SAPS and received a final appropriation of R37, 043 billion in 2014/15 financial year and the Department realised an actual expenditure of R 36, 700 billion. This represents 100% spend on the programme. The Programme successfully achieved 84% (or 21 out of 25) of its predetermined targets.
The following table highlights performance on selective targets for 2014/15 FY:
Table 10: Visible Policing Performance 2014/15
Number of serious
crimes.
Reduced by 2% to 1 718 191
Overall number of serious crimes decreased from 1 826 967 reported crimes to 1 820 796 reported crimes in 2014/2015 compared to the same period in 2013/2014, a decrease of
0,3%.
Number of reported
crimes against
Reduce by 2% to 162 882
168 502 reported crimes.
Reduce by
2% to 45 888
41 402 reported crimes.
Number of stolen/lost firearms
recovered in relation to the
number of firearms reported
stolen/robbed, including state
owned firearms
Recover minimum of 84.3%
The recovery rate was 73, 1%. 5 341 stolen/lost firearms
were recovered in relation to 7 305 firearms that were circulated as stolen or lost. The figure of 5 341 includes 148 state-owned firearms (107 SAPS firearms)
implementation of
resulting in late
circulation of the
details of some of the
recovered firearms,
and in some the
details not being
circulated at all.
Number of stolen/robbed
Vehicles recovered in
relation to the number of
vehicles reported stolen/robbed
Recover a
minimum of 46%
The recovery rate was 52.9%.
68 319 vehicles were circulated as stolen/robbed in 2014/15.36 186 vehicles were recovered by SAPS in 2014/15. Of these, the SAPS were able to positively link 30 667 vehicles to their lawful
owners. 5 519 unidentified
vehicles, that are in the process of being identified, were also recovered.
Number of reported crimes for unlawful possession of and dealing in drugs
New performance indicator in 2014/15
Percentage of police stations where sector policing has been implemented according to minimum criteria
95% (1078 of 1137 police stations) implemented sector policing according to the minimum criteria
100% (1138 out of a total of 1 138 stations implemented sector policing
Number of rural police stations implementing the minimum criteria of the of the Rural Safety Strategy pillars
Percentage applications for
firearm licenses, permits,
authorisation, competency
certificates and renewals
finalised.
90% of
94,4% (268 436 from total of 284 331) applications were finalised
Police reaction time to Alpha,
Bravo and Charlie
Alpha complaints reaction time maintained at 19:05 minutes,
Bravo complaints reaction time maintained at 24:33 minutes
Charlie complaints maintained at 21:45 minutes
The national average reaction
time for alpha complaints (serious complaints in
progress) was 18:26 minutes
time for bravo complaints (serious complaints that
already occurred) was 23:13
time for Charlie complaints (other complaints) was 22:01 minutes.
Alpha: 18:26 minutes
Bravo: 23:13 minutes
Charlie: 22:01 min
The AGSA made a
Repeat material finding on this target, as the SAPS does not have a system in place to confirm the
Percentage of crime-related hits reacted to as a result of Movement Control System and the Enhanced Movement Control System screening on wanted persons/circulated stolen or robbed vehicles.
Maintain 100% reaction to hits
(persons)
Reacted to 100% crime - related hits as a result of MCS screening on 2 746 wanted persons
Some of the significant successes of the Visible Policing Programme include are the following:
Rural safety stakeholder engagement sessions facilitated in all provinces to inform review of the Rural Safety Strategy. This enhanced and improved Rural Safety Strategy informed by the needs of the rural community.
Involvement of Traditional Leadership structures in safety and security and led to the development of a Strategic Framework to guide the partnership
The SAPS and SABRIC went into a partnership to address the surge in bank related
The development of a Police Safety Strategy to prevent police deaths and enhance police safety.
Enhance service delivery at the front line service delivery points at police stations and in the process standardised the corporate image and service delivery options at the police stations.
The implementation of the SAPS 13 stores strategy has helped to reduce the firearms in SAPS 13 stores from 116531 to 104 188 (12 343 or - 10,5%)
The Domestic Violence Learning Programme Impact Study report was circulated to all provinces and divisions for comments.
Other successes include:
The Railway Police was converted into the Rapid Rail Police (RRP) and came into effect on 1 April 2014.The RRP consists of 3 446 SAPS members and 185 PSA members.
AGSA: Material findings made in VISPOL
The following targets for Programme 2 – Visible Policing were not reliable when compared to the source information or evidence provided and/or adequate and reliable corroborating evidence could not be provided:
In 45% of the illicit drug success cases and 36% of the confiscated liquor cases reported, the actual achievement reported on the Operational Planning & Monitoring System (OPAM) was inaccurately recorded. Station commanders did not regularly inspect that the actual achievements recorded on the OPAM system were accurately captured. In 2013/14, the AG made the same finding 20% of illicit drugs success cases and 37% of the confiscated liquor reports could not be verified.
The Auditor-General also made a number of findings relating to lack of and the reliability of information on targets in the Visible Policing Programme which cast doubt on the Visible Policing programme's achievements:
38% of the reaction times to Alpha, Bravo and Charlie complaints captured on the Crime Administration System (CAS) could not be verified with members' pocket books. This is the second year that the same finding has been made with respect to the reliability of information when it comes to the verification of response times in Alpha, Bravo and Charlie complaints.
In 20% of the illicit drug seizure cases and 37% of the confiscated liquor cases reported, could not be verified against adequate supporting documentation.
54% of the firearm applications could not be confirmed as the application forms were unavailable for audit and as a result, the number of actual number of licenses processed could not be verified.
The findings of the Auditor General has clear implications and consequences for the command and control of line functions, particular at station and cluster level. It points to a leadership problem which ought to be addressed by the police management.
5.3 Programme 3: Detective Services
The purpose of the Detective Services Programme is to enable the investigative work of the SAPS, including providing support to investigators in terms of forensic evidence and the Criminal Records Centre.
Table 11: Detectives programme
Programme 3: The Detective Services programme received a final appropriation of R15, 132 billion in 2014/15, of which the Department realised an actual expenditure of R15, 149 billion which represents a variance (over- expenditure) of 0.1% on the allocated budget.
The Programme achieved 12 out of a set total of 20 targets for 2014/15 financial year which gave them a success rate of 60%, which is lower than the 2013/14 which had a 60.65% success rate.
The following table highlights Detectives performance on selective targets for 2014/15:
Table 12: Detectives Programme 2013/14
Detection rate for serious crime
41% (858 405)
37,40% (820 598
from a total of
2 194 207)
Percentage of trial ready case dockets for serious
68,50% (261
63,63% (237 362 from
a total of 373 037)
Conviction rate for serious crimes
87,61% (166 500)
87,78% (154 333 from a
total of 175 814)
Detection rate for crimes dependent on police action for detection
Percentage of court ready case dockets for contact crimes
from a total of 219
Conviction rate for
crimes dependent on
police action for
Detection rate for crimes against women 18 years and above (Murder, attempted murder, all sexual offences, common assault and assault GBH)
Conviction rate for crimes against women (18 years and above).
82,67% (46 822)
82,68% (19 666 from a
total of 23 786
Detection rate for crimes against children (under 18 years).
total of 51 754)
Conviction rate for crimes against children under 18 years. (Murder, attempted
murder, all sexual
offences, common
assault and assault GBH)
76,05% (5 962
from a total of 7
Percentage of court ready case dockets for fraud and corruption by individuals within the JCPS Cluster
(1 215/1 712)
Detection rate for serious
commercial crime related
Increase by 10% to
commercial crime related cases where officials are
involved in procurement fraud and corruption
25 trial-ready cases
30 trial ready cases
Percentage of case exhibits (entries)
processed within 28 working days
93% of case exhibits processed by Forensic Services within 28 working days
69% (141 963
204 646) routine
case exhibits
received were
analysed within
The detectives programme had mixed results during the 2014/15 financial year. Some of its successes included the following:
A total of 363 life sentences involving 288 persons were secured by general investigations.
Life sentences were imposed for the commission of the following crimes:
– 258 life sentences for Murder,
– 65 for Rape,
– 32 for House Robbery,
– 1 for Business Robbery and
– 7 for Armed Robbery
The FCS Conference, held in Mpumalanga from 11 to 15 August 2014, was attended by FCS commanders, forensic investigators and many professional speakers and facilitators with a view to enhancing skills to effectively prevent and investigate crimes against the vulnerable.
During the conference members attending the conference joined the local members and held an operation. The operation netted 188 suspects for crimes such as assault with intent to do grievous bodily harm, assault common, housebreaking, unlawful possession of firearms and drugs.
The Crime Stoppers South Africa program consists of the SAPS's Crime Stop program
and the PRIMEDIA Crime Line programs combined. In October 2014 Crime Line and the SAPS hosted the Crime Stoppers' International conference in Cape Town.
More than 500 delegates attended the conference which included delegates from the
USA, Australia, the Netherlands, Japan, Canada, Bermuda, Jamaica,
Barbados, Zimbabwe, Nigeria to name but a few.
• The planned detection rate for serious crimes of 41% were not achieved, as the SAPS only reached a detection rate for serious crimes of 37,4% (820 598 from a total of 2 194 207 cases).
• The target to achieve a 68,5% of trial-ready case dockets for serious crimes were not achieved in 2014/15, as the SAPS only achieved a percentage of 63,63% of trial-ready case dockets (237 362 from a total of 373 037).
• The SAPS was also unable to achieve its target to achieve a 65,5% of trial-ready case dockets for crimes dependent on police action in 2014/15, as the SAPS only achieved a percentage of 55,89% of trial-ready case dockets (122 559 from a total of 219 304), which is a negative deviation of 8.61%.
• The detection rates and trial-ready docket rates for both categories of Crimes against women (18 years and above) and Crimes against children (under the age of 18) were not achieved in 2014/15.
• The target for 93% of routine case exhibits (entries) processed by FSL within 28 working days was not achieved. The SAPS managed to complete 69% of entries within the stipulated timeframe, which is a negative deviation of 24%. The SAPS reported that unforeseen circumstances like load shedding and water interruptions affected the finalisation of cases in the laboratories.
5.3.1 Directorate for Priority Crime Investigations (DPCI)
The Directorate for Priority Crime Investigations (DPCI) has been in flux over the past financial year with the suspension and ultimate resignation of the National Head of the DPCI over allegations of his involvement in a rendition matter involving Zimbabwean nationals in 2010. The DPCI currently resides within the Specialised Investigation sub-programme and its core function is to enable the successful combating, investigation and prevention of national priority offences. The financial and operational independence of the DPCI have been the subject of two separate constitutional court cases, in which both the Constitutional Court recommended remedial action to strengthen the independence of the Directorate. The Committee will meet with the National Treasury on impediments to the establishment of a separate programme for the DPCI during the upcoming hearings. The current proposal is that the DPCI remains a sub-programme within the Detective Services Programme (the Specialised Investigations sub-programme to be renamed) with an earmarked budget in the coming financial year (2016/17).
5.4 Programme 4: Crime Intelligence
The purpose of the Crime Intelligence (CI) Programme is to manage crime intelligence and analyse crime information, and provide technical support for investigations and crime prevention operations.
Table 13: Crime Intelligence
Programme 4: Crime Intelligence received a final appropriation of R2, 880 billion and realised an actual expenditure of R 2, 880 billion. It spent 100.2% of its allocated funds.
The Programme set a total of seven targets for 2014/15 financial year and achieved all of its targets which gave the programme a 100% success rate. This is the only programme that achieved all of its pre-determined targets.
The following table highlights performance on selective targets for 2013/14:
Table 14: Crime Intelligence Performance
Number of network
operations conducted
47 846 network operations were conducted
Number of crime
intelligence products
generated to address priority crime:
reports = 335 314
• Profiles = 162 411
• Intelligence analysis
• Communication
analysis reports = 8181
interception analysis
reports = 5 254
• Cluster crime threat
analysis reports = 56 334
Quarterly intelligence reports provided
4 intelligence reports
14 intelligence reports
Number of strategic intelligence reports generated to address NICOC priorities
New indicator in 2014/15
22 strategic intelligence reports generated
Some of the successes of this programme include the following:
16 level 13 posts were advertised, 15 posts were filled and 1 post is awaiting authority.
440 level 7-12 internal posts were advertised, 144 posts were filled, 75 are awaiting authority, 2 are awaiting fingerprints and 219 are awaiting approval from Head Office.
Crime Intelligence Policy and Operational Management Process for the Crime Intelligence Collection Environment was compiled and approved by the National Commissioner of SAPS, General MV Phiyega on 24 March 2015.
Programme 4 achieved 100% of its targets for the 2014/15 financial year, one of the key issues for the Committee was whether Crime Intelligence had sufficient members and a strong enough footprint to gather intelligence.
5.5 Programme 5: Protection and Security Services
The purpose of the Protection and Security Services Programme is to provide protection and security services to all identified dignitaries and government interests.
Table 15: Protection and Security Services
Programme 5: Protection and Security Services received a final appropriation of R2 145 600 billion in 2014/15 FY and realised an actual expenditure of R2, 202 billion at the end of the financial year 2014/15. This programme overspent it's earmarked budget by 2.7%.
The Department set itself six targets and achieved five which gave it an 83% success rate.
Table 17: Protection and Security Services Performance
Percentage of security
provided in relation to
security breaches
(VIP Protection)
100% protection provided without security breaches
100% protection
Provided without
(Static and Mobile security)
99.99% protection provided without security breaches
Percentage of security provided in relation security breaches
(Protection and Security Services)
99.99% (94 352 protection operations with one security breach) protection provided
(Presidential Security Services)
Percentage of identified strategic installations
50% Strategic
Installations audited (124 from 248)
48,4% strategic
installations audited (120
from a total of 244)
The Executive exempted
four IPID offices from
an audit.
Percentage of National
Key Points evaluated
100% NKPs evaluated
(197 from a total of 197)
Successes of the Protection and Security Services Programme include the following:
Protection duties rendered at the following major and special events without any security breach:
Inauguration of the President Elect 2014
State of the National Addresses - June 2014 and February 2015
Champion of African Nation (CHAN) Conference
Square Kilometre Array (SKA) Conference
National Energy Cooperation of SA (NECSA) Conference
Protectors provided for the SADC intervention in support of the stabilisation of Lesotho.
Ensured the reduction of security breaches in the static protection environment
from 6 in 2013/2014 to 1 in 2014/2015.
5.6 Other service delivery findings
Oversight visit reports: summary of key service delivery issues.
During its first term, the Committee undertook oversight visits to police stations in the Western Cape and to police stations and Specialised Units in Mpumalanga and Gauteng Provinces. One of the recurring issues was the confusion and non-implementation of the resources at police stations and specialised units. The Resource Allocation Guide (RAG) and it's replacement, the Fixed Establishment did not take into account the geographic demographic profiles of the growing communities that stations served. In many cases, stations suffered from a shortage of staff and in extreme cases, there was a surplus of staff at least one border posts.
Police station buildings were in need of repair and maintenance and the impact on service delivery with community service centres in some cases being crammed with people.
Accommodation needs of SAPS staff at some border posts required urgent attention as members would live up to 30 km away from the border post as there is no barracks.
Another key concern was the principle of rotation of staff at border posts which became a problem, especially when such staff worked there worked long periods exceeding six years. That principle of rotation was also viewed by the Committee as a fundamental requirement to defeating corruption in the police service. The Committee proposed that the principle of staff rotation should be investigated.
Lastly, the question of equipment and resources for Public Order Police Units was one of the recurring issues, especially the hard top vehicles (Nyalas). These vehicles are all over 25 years old and their contracts have long expired. The costs to keep them on the road is spiraling. It is especially urgent because the vehicles are needed to police rising levels of service delivery protests in the country.
6. COMMITTEE KEY FINDINGS: DePARTMENT OF POLICE
6.1 Crime Statistics
The Committee noted that the SAPS in its 2014/15 Annual Report included the Crime statistics Report as an annexure. The Committee especially welcomed the fact that the statistics were presented with the support and quality control by Statistics South Africa. Another important factor was that the crime statistics were released by the Minister of Police in Parliament with the Portfolio Committee. The Committee welcomed the approach and noted that it would help with the oversight and accountability of the department. The Committee was however of the opinion that more needs to be done to make sure that the methodology of capturing the crime at station level is improved and quality control exercised in that process. The Committee also expressed serious concern at the low and reduced targets for serious crimes and crimes against women and children, and noted that the SAPS has to take such crimes seriously amend it targets accordingly.
6.1.1 Accommodation of the Free State VIP Protection Unit
A key concern to the Committee was the fact that members of the VIP Protection Unit in the Free State was accommodated in a condemned building which is unsafe and does not have running water and electricity. The lifts are also not working. Members were concerned about the safety of the personnel and asked that the Divisional Commissioner for Protection and Security Services prioritise moving the personnel with immediate effect. Members also raised their concerns about the long working hours that protectors works in the face of allegations that emerged in newspapers on the issue.
6.2 Command and control: Station and cluster commanders
The Committee was concerned that the Auditor General found that the SAPS have had material findings on visible policing for the second year without fundamental change. The Committee noted that the drivers for change at station and cluster level were clearly not performing as expected and that had implications for command and control at station level. The Committee is of the view that the Cluster Commanders must visit the stations more often to support the station commanders.
6.3 Pocket Books
The Committee also noted the AG's findings with respect to the completion of pocket books. While the Committee noted that the SAPS created an electronic pocket book and the pocket books are an important part of the chain of evidence in the fight against crime with respect to recording crime and providing evidence in court.
6.4 MOU: Human Right Commission
The Committee also notes that the SAPS have entered into a Memorandum of Understanding with the Human Rights Commission to provide training on human rights issues to assist members to treat members of the public with dignity. The Committee welcomes this development and applauds the SAPS for taking a step in the right direction.
6.5 Demilitarisation
The Committee is of the opinion that the SAPS management must move to implement the recommendations of the National Development Plan with regard to demilitarisation. The responses in the Annual Report does not go far enough to implementation as it focusses on training of police officers. The Committee also notes that the SAPS convened a colloquium on the topic and welcomes the fact that the management has taken the step of clarifying what it means. The Committee is concerned that the SAPS in its Annual Report speaks about "civilianising" the police and we urge the SAPS to stick to the terms of demilitarisation as spelt out in the National Development Plan. In this respect the Committee welcomes the initiatives of the Minister of Police to implement the Farlam Commission recommendations.
6.6 Community screening of new police recruits
The Committee has noted that the SAPS is using a partnership with the community to assist with the recruitment of police officers. The partnering with the community is critical to build trust in the police and the Committee supports the initiative to involve communities in screening potential recruits as it builds confidence in the police service. However, the Committee is unclear what precise role the community structures will play in the process of recruitment and this should be made clear.
6.7 Cluster management
During the hearings it became apparent that there are clear functions of leadership and support that must be played by the Cluster commander. The Committee has noted that there is room for much improvement in this management function, particularly so that the basic unit of crime fighting, the police station, receives the necessary guidance and human and material support. In the light of the oversight visits conducted by the Committee, the Committee is convinced that the role of the Cluster commander should be revisited and the deputy implementation of the deputy station commander should be rolled out. In this respect the Cluster commander's role should be thoroughly reviewed and re-designed to ensure optimum support to the station commanders.
6.8 Contingent liabilities and civil claims
The Committee has noted that there has been an increase in Contingent Liabilities from R20, 580 billion in 2013/14 to R26, 958 billion in 2014/15 financial year. This was concerning in view of the fact that Claims against the Department constituted the biggest amount (R174, 410 million) in claims which was for Police Actions. The development is concerning because the increase is an indicator of the type of policing that members of the public receives. The Committee was of the view that such claims must be reduced and the professionalisation of the police will go a long way in reducing such claims. The Committee was also concerned about the manner in which the SAPS chooses criteria to settle some civil claims above others.
The Committee has indicated that it wants the Department to conduct an age analysis of all the civil claims made against the Department.
6.9 Fixed establishment
The Department has indicated that they have started to develop a National Demographic Plan which will take into account how communities have grown, and will integrate it with the station profiles. This will be done so that the fixed establishment is amended at all stations where there are deficits and surpluses of human and material resources. The Committee was of the opinion that this must be done sooner rather than later so that the communities can benefit from enhanced deployments and better service delivery from the Department.
6.10 Auditor General Recommendations
The Committee have noted the findings of the AG recommendations on the Department with respect to it's reliability of information it provides. In 48% of the cases, the reaction times by the Visible Policing Division to its Alpha, Bravo and Charlie complaints could not be verified with individual pocket books. The AG found that the station commanders did not regularly inspect pocket books of members and could not verify the information on the CAS system. Secondly, the AG noted that in 45% cases of illicit drug success cases, and 36% of confiscated liquor cases, the actual achievement reported on the Operational Planning and Monitoring System (OPAM) was inaccurately recorded. Of concern to the Committee was the fact that a similar finding was made in the 2013/14 financial year and Annual Report by the AG. Inspections of the pocket books must become a necessity for all station commanders in order to effect better service delivery. In view of the SAPS amending the Standing Order 252, the Pocket Book (SAPS 206) was amended and circulated electronically to all police stations.
The Committee was of the opinion that it will hold the SAPS to account so that regular reporting by SAPS must occur on the implementation of the AG's findings.
6.11 DPCI: Programme 6
The Committee has also noted that the SAPS received a directive from the National Treasury with respect to the recommendation by the Committee that the DPCI funding be ring-fenced and a programme 6 be created. It was accepted that the Chairperson of the Committee would meet with the Minister of Finance to address the issues surrounding the DPCI.
6.12 Governance and operational issues
The Committee noted that the SAPS has implemented the Combined Assurance Model in keeping with the King III Report recommendations. The Combined Assurance Model provides governance and compliance structures for the SAPS by integrating the Combined Assurance Committee, Internal Audit Committee and the Risk Management Committee to ensure greater compliance with audits, inspections and visits. The Committee has noted that the SAPS must ensure greater compliance with the Auditor General's recommendations and the Combined Assurance Model must be supported by all the senior management and leadership of the SAPS.
6.14 Service delivery performance
The Committee wants to see synergy with the budget of the SAPS which is R72, 5 billion and the efficacy of its programmes which must translate in quality services to all the people who require services from the SAPS. To this end, the implementation of the National Development Plan's objectives are critical to ensure that the Department keeps up to date with a growing population with greater policing needs. To this end and in particular, the demilitarisation of the SAPS into a more professional and smarter performing organisation is of particular interest to the Committee.
The Committee noted that the performance of the SAPS has stagnated in certain respects despite some of its achievements. In some of its programmes it faired reasonably well and only in one of its programmes did it attain all its targets. The concern was also expressed that some of its targets were low and the SAPS continues to introduce new performance indicators and not reporting on others which is critical to the operation of the Department.
The SAPS had 97 targets of which it achieved 72, giving it a success rate of 72%. Its strongest programme was the Crime Intelligence programme which achieved 100% of its targets and the weakest programme in terms of performance was the detectives' programme who managed to achieve 60% of its targets.
In the Administration programme, the SAPS achieved 69% of its predetermined targets (27 out of 39 targets).
The Visible Policing programme attained 84% of its predetermined targets (21 out of 25). This programme is evidence of stagnation of the SAPS as it is the second year that it does not achieve its targets for priority crimes such as crimes against women, serious and contact crime. For a second consecutive year, the Auditor General made repeat findings about the reliability and accuracy of information relating to the response times for the Alpha, Bravo and Charlie complaints. The findings reflects on the leadership at station, cluster and provincial level and their ability to manage performance information.
The Detective Services Programme regressed from the previous year of a 69.15% achievement to a 60% achievement on its predetermined targets (12 out of 20 targets). The Committee was concerned about the performance of the programme and great concern was about the poor performance and failure to achieve the target of detection rates for serious crimes and for crimes against women (18 years and older) and that for children (18 years and younger). This is the second year that the targets were not reached by the programme.
The Crime Intelligence Programme showed evidence of stabilization and achieved 100% of its predetermined targets (7 out of 7). The Committee noted the division were successful and able to fill its internal posts and that capacity building in the crime intelligence environment was proceeding apace. Despite the attainment of its targets, the Committee noted that it needs a stronger footprint and although 80% of its posts were filled, it requires more capacity.
The Protection and Security Services Programme improved from the previous financial year and attained 83% (5 out of 6) on its predetermined targets. On the whole, the Committee was satisfied with the performance of this programme, although there were matters that affected its optimum performance such as the question of accommodation and working long hours exacerbated by some of their principals.
The Committee is concerned that the Department was unable to improve on its previous targets and in fact stagnated with some programmes as the Detectives programme shows. On the whole there was room for improvement with respect to specific targets. Of concern to the Committee is the fact that despite the budget increases, it has not met all its targets.
The Committee is of the view that the implementation of the NDP is essential for the decrease of crime in the country.
6.15 Financial performance including funding proposals
The following are the key observations of the Committee with regard to the financial performance of the Department for 2014/15 FY and the future funding proposals:
The Department managed to spend 100% of its funds with R18 000 that remained unspent at year end. The spending patterns indicate that during the first, second and third quarters, the department was not able to spend their budgets as per Treasury regulations. Instead some programmes such the Administration programme, was overspent at 101.7% of its budget by the end of the financial year. However, other programmes were able to underspend such as the Visible Policing programme, underspent by 0.1% mainly as a result of more personnel losses than initially anticipated and some underspending on capital. The Detective Services Programme also overspent by 0.1%, the Crime Intelligence Programme overspent by 0.1% and Protection and Security Services programme overspent by 2.7% which evened out the spending to 100% of the appropriation.
The SAPS budget was on the whole spent on compensation of employees and goods and services which amounted to 99.7% of the appropriated amount. Transfers and subsidies comprises 105,5% of allocated budget mainly as a result of increased payments in the civil claims environment, while Payments for Capital Assets comprised 104,0% of the allocated budget. SAPS succeeded in spending 100% of its allocation.
The total appropriation for 2014/15 was R72, 503 billion with other revenue collected amounting to R 389 406 million. This was made up of Sales of Goods and Services (fines, firearm licence applications and accident reports), sale of scrap and other used goods and fines, penalties and forfeits. Local and foreign assistance amounted to R 8, 516 million.
Irregular Expenditure:
Additional irregular expenditure declared (and restated under the 2013/14 financial year)
The SAPS requested SITA to obtain the services of a service provider for the rendering of a Firearm Control System (FCS). SITA subsequently evaluated and awarded the Bid on behalf of the SAPS during March 2004. National Treasury as principal, was approached for a determination in this regard, the outcome of which indicated that a portion of the expenditure should be regarded as irregular expenditure. SAPS has as a result disclosed an additional R279,9 million irregular expenditure. It is an intention of the Department to seek condonation of this expenditure as the economic benefits were received and were necessary.
Fruitless and wasteful expenditure: The Department recorded a significant reduction in the category of Fruitless and wasteful expenditure in 2014/15. The amount decreased from R353 thousand incurred in 2013/14 to R141 thousand in 2014/15. The Fruitless and wasteful expenditure in 2014/15, was mainly comprised of incidents related to license fees payments (R72 thousand) followed by payments made towards accommodation (R47 thousand).
Contingent Liabilities:
In 2014/15, the SAPS had a contingent liability closing balance of R26, 958 billion up from a closing balance of R20, 580 billion at the end of 2013/14. The largest proportion of the contingent liability was set aside for Claims against the Department from private parties. This figure increased from R20, 544 million in 2013/14 to R26 918 billion in 2014/15, which constitutes nearly the entire contingent liability account for the 2014/15 financial year. Funds set aside as contingent liabilities from Housing loan guarantees decreased significantly from R10, 285 million in 2013/14 to R2, 061 million in 2014/15.
2014/15 MTEF financial allocations
Request for additional funds: The Department has not requested additional funds for 2014/15 financial year as it spent its full budget.
7. Summary of reporting requests
Summary of the Department's reporting requirements
The following table provides a summary of the additional information requested from the Department during the hearings and other reporting requirements.
Table 18: Reporting Request
Reporting matter
Programme 1: Administration and Financial Statements
The SAPS must provide the Committee with a revised strategy to ensure effective management control overs stations and cluster stations by Provincial Commissioners with regards to performance information.
Written report
30 November 2015.
The SAPS to provide the Committee with a copy of the Memorandum of Agreement with the Human Rights Commission and its envisaged outcomes.
The SAPS to provide the Committee with a copy of the Report on the Colloquium on demilitarisation.
The SAPS to provide the Committee with details of how the community is involved in recruitment processes of the new police recruits
The SAPS should provide action steps to limit the increase in contingent liabilities of the Department.
The SAPS must submit monthly reports to the Portfolio Committee on the implementation of the actions plans to implement the recommendations of the Auditor General
Monthly with effect from 30 November 2015
The SAPS senior management should attend a workshop on the Constitution, with special reference to civilian oversight, rule of law, separation of powers
End of financial year
The SAPS to provide the Portfolio Committee with an Action Plan to ensure effective monitoring of pocket books
The SAPS to supply the Committee with a copy of the new Inspection Tool in terms of the levels of compliance.
The SAPS to supply the Committee with an updated accountability and supervision model to ensure compliance by Members.
The SAPS to review and redefine the role and responsibilities of the cluster management system to strengthen service delivery.
The SAPS should reduce civil claims against the Department.
A proper age analysis of claims should be undertaken and a report must be produced and submitted to the Committee.
The SAPS Inspectorate Division must make available the new SO 6 to the Committee as soon as it is finalised
The SAPS must provide a copy of the National Demographic Plan which will be integrated with the station profiles to review the fixed establishment.
The SAPS to provide the Committee with a report of the post, rank and remunerations levels of Captains and Lt. Colonels' as well as progress with the SSSBC negotiations.
The SAPS must provide the Committee with an action plan for the turnaround of the detection rate for serious crimes
The SAPS must provide the Committee with a report on the efficacy of the Stock Theft Unit, it's targets and strategies to improve it's performance
The SAPS to provide the Committee with an implementation plan for uniformed detectives
The SAPS to provide the Committee with a full report of the monthly, yearly closure of cases as undetected with a provincial breakdown for the last three financial years
The SAPS is to provide the Committee with an action plan to increase the detection rate of crimes against women and children
The SAPS to provide the Committee with a Retention plan to keep existing detectives in the SAPS and speeding up the recruitment of former detectives.
The SAPS to provide a progress report on the public communication strategy in high profile cases.
The DPCI should provide the Committee with a progress report on the appointment of all the provincial heads of the DPCI
The DPCI should provide the Committee with a skills training plan for all members who are investigating Cyber-crimes
The SAPS to provide the Committee with a plan to increase the footprint of Crime Intelligence in the provinces
The SAPS to provide the Committee with a deadline for filling the vacancy of the Head of Operational Analysis centre
Programme 5: VIP Protection and Security Services
The SAPS to provide the Committee with a status report on the premises and accommodation of the Bloemfontein Protection and Security Services personnel of the VIP Protection Unit
7.1 COMMITTEE Recommendations
The following budgetary recommendations are made in terms of 2015/16 financial year:
2015/16 allocation: The Committee supports the establishment of an independent panel of experts on transformation in the SAPS and the Transformation Task Force led by the Deputy Minister in furtherance of the implementation of the Farlam Commission Recommendations. These task teams are expected to be active in a period between fifteen months and three years.
The Committee recommends that the SAPS continue with its plan to demilitarise the SAPS through training and professionalisation and determine the budget of such processes over the medium term and provide the Committee with a report.
The Committee recommends that the SAPS proceeds with the professionalisation of the Service and that it provide the Committee with a report on the processes and timelines it will follow to achieve this Ministerial priority.
The Committee recommends that the SAPS provide the Committee with a revised strategy to ensure effective management control overs stations and cluster stations by Provincial Commissioners with regards to performance information.
The Committee recommends that the SAPS to provide the Portfolio Committee with an Action Plan to ensure effective monitoring of pocket books and the implementation of monitoring the SAPS 13 stores.
The Committee recommends that the SAPS completes its planning for demilitarisation and provide the Committee with a project plan and timelines for its implementation.
The Committee recommends that the SAPS provide a revised management action plan for the management and monitoring of pocket books at all stations.
The Committee recommends that the SAPS Inspectorate prioritise the amendment and implementation of Standing Order 6 and the new Inspection Tool in order to ensure better compliance at station level to all the necessary prescripts, regulations and Standing Orders.
The Committee recommends that the SAPS provides a revised and updated accountability model for all stations, clusters and provinces throughout the country.
The Committee recommends that the SAPS review and revise the role and functions of cluster commanders to strengthen service delivery and support to station managers.
The Committee recommends that the SAPS develop clear action steps to reduce and limit the budgeted amounts for Contingent Liabilities.
The Committee recommends that the SAPS develop action steps to reduce and limit the budgeted amounts for civil claims against the police.
The Committee recommends that the SAPS provide the Committee with a copy of the National Demographic Plan which will be integrated with the station profiles to review the fixed establishment before the end of the current financial year.
The following performance related recommendations include:
The Committee recommends that the SAPS must provide monthly written reports to the Committee on the action steps it will take to implement and monitor the recommendations of the Auditor-General.
The Committee recommends that the SAPS national and provincial senior management should attend a workshop on the Constitution, with special reference to civilian oversight, rule of law, and the separation of powers by the end of the current financial year
The Committee recommends that the department provide the details of the demilitarisation process, budget and timelines through a report and briefing before the end of the financial year in March 2015.
The Committee recommends that the SAPS develops methods for community involvement in the recruitment processes of the new police recruits and reports on the efficacy of such approaches by keeping the Committee updated on the new roles that the communities would be playing.
The SAPS must provide the Committee with a revised strategy to ensure effective management control overs stations and cluster stations by Provincial Commissioners with regards to performance information
The Committee recommends that the SAPS reviews and investigates the principle of rotation for key staff at stations throughout the country. The SAPS is to develop such a policy and make it available before the end of the financial year.
The Committee recommends that the Department implements the recommendations of the Auditor General with respect to leadership at station and cluster level when it comes to managing performance information on reaction times and reliability of information. Monthly reports must be provided to the Committee on this matter.
The Committee recommends that the department takes disciplinary action to address poor performance with effect to members who do not fill out their pocket books and reports to the Committee on a quarterly basis.
The Committee recommends that the Police Inspectorate completes the review of Standing Order 06 with a view of strengthening the new Inspection Tool and make it available to the Committee before the end of the financial year.
The Committee recommends that an age analysis of civil claims against the Department is undertaken with a view of reducing such claims and the reports to the Committee within one month.
The Committee recommends that the Department speed up the progress of the negotiations at the Safety Security Sectoral Bargaining Council to finalise the matter of post levels, ranks and remuneration of Captains and Lieutenant –Colonels.
The Committee recommends that the SAPS provides it with a progress report of the implementation of the Rural Safety Plan together with the disaggregation of the urban/rural crime rates at the identified rural stations. Such information must be included in the Annual Report.
The Committee recommends that the SAPS provide a turnaround strategy for increasing the detection rate for serious crime in the country by the end of November 2015.
The Committee recommends that the SAPS provide a turnaround strategy with action steps to increase the detection rate for crimes against women and children by the end of November 2015.
The Committee recommends that the Department develops a turnaround strategy to increase the efficacy of the Stock Theft units and make the report available to the Committee within one month.
The Committee recommends that the SAPS to provide the Committee with a full report of the monthly and yearly figures for closure of cases as undetected with a provincial breakdown for the last three financial years and report by the end of the financial year.
The Committee recommends that the SAPS to provide the Committee with a Retention Plan to keep existing detectives in the SAPS and speeding up the recruitment of former detectives who want to return to the Department.
The Committee recommends that the SAPS conducts a need analysis of how many detectives it should have on its establishment as per the ratio of detectives to police officers and provide a report to the Committee by the end of the financial year.
The Committee recommends that the SAPS to provide a progress report on the public communication strategy in high profile cases.
The Committee recommends that DPCI should provide the Committee with a progress report on the appointment of all the provincial heads of the DPCI by the end of the financial year.
The Committee recommends that the SAPS provides it with a plan to increase its Crime Intelligence footprint in the provinces by end of November 2015.
The Committee recommends the SAPS provide it with a progress report on the appointment of the Head of the Operational Analysis Centre by end of November 2015.
The Committee recommends that the SAPS to provide the Committee with a status report on the accommodation of the Bloemfontein Protection and Security Services personnel of the VIP Protection Unit by the end of November 2015.
The Committee recommends that the SAPS provide a comprehensive report on the working conditions of the VIP Protection Unit and their adherence to discipline when on protection duties of Ministers, Deputy Ministers, VIP's and National Key-points.
Report to be considered.