The
Budgetary Review and Recommendation Report of the Portfolio Committee on Police
on the performance of the Department of Police for the 2010/11 financial year,
dated 20 October 2011.
The Portfolio Committee on Police (the Committee), having considered the
performance of the Department of Police (the Department), reports as follows:
1. Introduction
1.1. Structure of the Report
The Report is structured as follows:
·
Section 1: Introduction - contains information on the
role of the Portfolio Committee on Police, particularly with respect to the
BRRR process, as well as the mandate of the Department of Police.
·
Section 2: Strategic Priorities and Measureable Objectives
of the Department of Police - highlights the objectives as contained both in
the Five-year Strategic Plan, as well as the 2010/11 Annual Performance Plan.
·
Section 3: Analysis of the Strategic and Annual Plans
of the Department - provides information on amendments that were made to these
Plans impacting on targets.
·
Section 4: Analysis of Section 32 Expenditure Reports -
deals with spending priorities of the Department for 2010/11, as identified
during the 2010 budget process; provides an overview of the Adjusted Appropriation
and an analysis of the 3rd and 4th quarter expenditure
reports for 2010/11. A brief summary of expenditure for the 1st quarter
of 2011/12 is also included.
·
Section 5: Analysis and Overview of the Annual Report
and Financial Statements for 2010/11 - contains information on programme
performance, the financial statements and the Report of the Auditor-General.
·
Section 6: Consideration of the Reports of the Standing
Committee of Public Accounts - The Standing Committee on Public Accounts (SCOPA)
did not deal with issues related to the Department of Police in 2010/11.
·
Section 7: Consideration of Other Sources of Information
- includes information on the 2010 State of the Nation Address as pertains to
the Department of Police, as well as information on the key findings contained
in oversight and other reports of the Portfolio Committee on Police related to
the 2010/11 financial year. This section also identifies key recommendations
made in the previous BRRR tabled in October 2010.
·
Section 8: Observations of the Portfolio Committee on
Police - contains information on observations of financial performance, as well
as performance per programme.
·
Section 9: Conclusion - provides an overall assessment
of financial and service delivery performance for 2010/11.
·
Section 10: Recommendations - highlights
recommendations made by the Committee in terms of financial issues, future
annual reports, strategic plans and annual performance plans; as well as
recommendations pertaining to particular programmes.
1.2. The role of the Committee
Mandate
Guided
by our interest to promote effective, efficient
and professional policing in South
Africa and our desire to see a reduction in crime, our mission is to
represent and act as a voice of the people in fulfilling the constitutional
function of:
·
passing legislation;
·
scrutinising and overseeing executive action and organs of
state such as the Department of Police, Secretariat for Safety and Security,
Independent Complaints Directorate, and the Private Security Industry
Regulatory Authority;
·
facilitating public participation and involvement in the legislative
and other processes; and
·
engaging, participating and overseeing international
treaties and protocols.
Section 5 of
the Money Bills Procedures and Related Matters Amendment Act, No. 9 of 2009:
Each year, as part of its oversight function, the Committee considers
the Annual Report of the Department of Police. The Money Bills Procedures and
Related Matters Amendment Act sets out the process allowing Parliament to make
recommendations to the Minister of Finance to amend the budget of a national department.
As part of this process, Portfolio Committees are now required to compile
Budgetary Review and Recommendation Reports (BRRR) in October of each year,
containing recommendations relating to funding allocations for the departments.
The BRRRs are also a source document for the Standing Committee on Finance,
which makes recommendations to the National Assembly on the Medium-Term Budget
Policy Statement (MTBPS). The annual review and analysis of performance
(financial and non-financial performance indicators) form part of this process.
The
following is the methodology the Committee followed in arriving at this report:
The Committee has scrutinised and interrogated all the documents as
outlined in Section 5 of the Money Bills Amendment Procedures and Related
Matters Act, 2009, with a view to assessing the performance of the Department
of Police in the 2010/11 financial year, as well as performance in the first
two quarters of the 2011/12 financial year.
In addition, the Committee has received submissions on the Annual Report
of the SAPS for 2010/11 from outside experts, including the Institute for
Security Studies, Tshwaranang, as well as the Office of the Auditor-General.
Hearings were held with the Department of Police over a four-day period during which
the Department presented on its performance for 2010/11, both in terms of
service delivery targets, as well as in terms of its financial statements.
During these hearings, the Department also reported on progress made during the
first two quarters of 2011/12.
In its assessment of the performance
of the Department of Police, the Committee has also been guided by the primary
information that it has gathered during oversight visits undertaken during
2010/11 and the first two quarters of 2011/12. The Committee has undertaken
oversight visits to police stations in
To assist the Committee in its visits to police stations, and when
individual Members visit police stations, the Committee uses its Station
Monitoring Tool, which provides for systematic gathering and analysis of information
on service delivery and performance at the stations. The Committee, in its
oversight function, has also held a number of meetings during this period in
which it has interrogated the Department on key issues of interest to the Committee.
Lastly, the Committee has been guided in its analysis by its own annual
strategic plans for the 2010/11 and 2011/12 years. These focus areas of the
Committee largely emanate from the broader strategic priorities of Government
during the respective time periods. Key
focus areas of the Committee for this time period included: Processing of the Criminal Law (Forensic
Procedures) Amendment Bill (fingerprints), the Civilian Secretariat for Police
Service Bill and the Independent Police Directorate Bill; police training,
recruitment and skills retention; and property management and capital works.
1.3. The Department of Police
The mandate
of the SAPS is derived from Section 205 of the Constitution of the
·
prevent, combat and investigate crime;
·
maintain public order;
·
protect and secure the inhabitants of the
Republic and their property; and
·
uphold and enforce the law.
The Vision of the Department is to:
·
create a safe and secure environment for all the
people of
The
·
prevent and combat anything that may threaten the
safety and security of any community;
·
investigate all crimes that threaten the safety and
security of any community;
·
ensure offenders are brought to justice; and
·
participate in efforts to address the root causes of
crime.
2. Strategic
Priorities and Measurable Objectives of the Department of Police
2.1 The
Strategic Plan 2010 to 2014
In order to
assess the performance of the Department for 2010/11, it is necessary to
situate their performance in terms of the prevailing 5-year plan governing
their action during that period, namely the 2010 to 2014 Strategic Plan. The 2010 to 2014 Strategic Plan specified four operational strategic
priorities for the medium term. These are:
·
Crime Prevention: A focus is
placed on reducing crime levels, specifically of the “trio
crimes” and crimes against
women and children, and development and implementation of a comprehensive crime prevention strategy focusing
on the reduction of illegal firearms, and addressing
substance abuse. Increasing the visibility of SAPS personnel
members is an additional priority. Additional focus areas include: improving police response,
improving crime perception management, increasing the effectiveness and integration of
border management, policing incidents of a public disorder or security nature,
and combating corruption. The medium-term target
for the Crime Prevention Strategic Priority is focused on:
o
The reduction of levels of all serious crime by between 4-7%
over the medium-term period.
o
The reduction of levels of contact crime by 34% over the
medium-term period
o
The reduction of trio crimes by 31% over the medium-term
period.
·
Investigation of Crime: The focus of this priority is the effective investigation of reported crime within
o
Increase the detection rate for contact crimes to 57,5%.
o
Increase the detection rate for trio crime to 34%.
·
Support to the Investigation of Crime: This priority will include an increased focus on improved forensic
services and processing of fingerprint evidence, and capacitating the Criminal Record and Forensic
Science Service. The increase in performance relating to forensic and
fingerprint evidence is dependent on improving of the systems related to the processing
of these categories of evidence. The Department will roll-out war
rooms with a particular emphasis on provinces that have high levels of violent
organised crime.
o
The target focus over the medium term
will be an incremental increase of the targets relating to the processing of
forensic and fingerprint evidence, which currently stand at 92% and 76%,
respectively.
·
Crime Intelligence: Crime Intelligence will emphasise intelligence
operations pertaining to serious crime, including contact and trio crimes,
syndicates involved in drug and people smuggling, and human trafficking. The capacitating
of crime intelligence so as to ensure improved service delivery will
address the improvement of skills at various levels and the retention of these skills.
In terms of
the three organisational priorities:
·
Human Capital Development: Skills
development and the retention of skills will be a priority over the period 2010
- 2014. Existing training and skills retention practices and strategies will be
revised to ensure the creation of pools of skilled personnel within the SAPS in
order to meet future skill needs. The developing of additional training
programmes to create pools of skilled personnel and a review of the current Scarce
Skills Policy will be undertaken. The Department will also develop and
implement training courses for Commanders at station level to not only provide
them with the operational and tactical skills relevant to these jobs, but also
to skill them in the management of their personnel. There will be a transition from volume-based
recruiting to the more focused recruiting of individuals with skills that are
required by the Department in its key areas of functionality. The transformation of the SAPS must be
progressed as a matter of urgency. The drive to ensure the achievement of the
required 2% target of people with disabilities within the SAPS will also be
enhanced.
·
Budget and Resource Management: Enhancement of asset
management, including critical items such as vehicles and vests. The building
of new police stations, the renovation of existing ones and the provision of
accommodation in accordance with the determined need, will be prioritized in
line with the operational priorities and objectives of the SAPS. It will,
however, be important that the improvement of infrastructure is conducted in a
co-ordinated fashion, that available budgets are fully utilized, and that
contracting and subsequent service delivery are done in accordance with relevant
legislation. The management of existing assets will be guided by the
development of an Immovable Asset Management Plan to comply with the Government
Immovable Asset Management Act, 2007.
o
For this period the Department aims to build a total of 30
new police stations, 20 newly re-established stations, 63 re-established
stations and 31 repaired and upgraded police stations.
·
Enhancing Information Systems and Information and Communication Technology: The
developing, sustaining and implementation of information systems and information
and communication technology over the medium-term will be directed, on the one
hand, towards the requirements that the SAPS has in this regard, given its operational
and support strategic priorities; and, on the other hand, to the system and information
requirements of the Criminal Justice System. Projects include:
o
System to ensure
records and data on corruption crimes across the CJS.
o
Database of victims
across the CJS.
2.2.
Measurable
Objectives of the Department of Police for 2010/11
The
following is a summary of the key measurable objectives of the Department for
2010/11 per programme against which performance in that financial year should
be measured. Note that the targets reported here are contained in the Annual
Performance Plan of the South African Police Service (2010/11) and are selective
and based on the Committee’s focus areas, as well as the priorities of the
Department and Government.
Programme |
Sub-programme |
Target |
Administration |
|
80% of learners declared competent after completion
of 2010/11 training |
|
|
100% bullet proof vests distributed (19 358
planned for). |
|
|
Maintain/improve ratio of personnel to vehicles
(4.51:1) |
|
|
Not less than 95% of police station projects
completed in 2010/11 (42 police station projects to be completed) |
|
|
70% of IS/ICT projects to be completed in 2010/11 |
Visible
Policing: |
Crime Prevention |
Additional 79 police stations rendering a victim
friendly service (from a base line of
802) |
|
|
Serious crime reduced by 1 to 1.8% ( from 2.1
million charges as baseline in 2008/09) |
|
|
Contact crimes reduced to 1 288 per 100 000
(from 1407 per 100 000 in 2008/09) |
|
|
Trio crimes reduced to 90 per 100 000 (from
baseline of 97.1 per 100 000 in 2008/09) |
|
|
Decrease number of incidents of escapes from police
custody by 50% from baseline of average of 762 incidents from 2006/07 to
2008/09. |
|
Borderline Security |
Conduct a minimum of 350 policing activities
(baseline of average of 225 actions in 2008/09) |
|
Specialized Interventions |
Stabilize 95% incidents in 2010/11 (baseline of 80
to 90% incidents stabilized from 2006/07 to 2007/08) |
Detective
Services |
Crime Investigations |
Detection rate for all crime categories between
43-60%. (baseline of 42.86% between 2006/07 and 2008/09) Percentage of court ready case dockets for all crime
categories to be determined. |
|
|
Detection rate for commercial crime of 40-50% (from
baseline of 38.69% in 2008/09) Court ready case dockets for commercial crime of 30-40%
(from baseline of 26.68% in 2008/09) |
|
|
50% of Organized Crime Projects successfully
terminated (from baseline of 40% in 2008/09) |
|
|
Crimes against women detection rate of 68-75%. (from
baseline of 67.47% in 2007/08 and 2008/09) Percentage of court ready case dockets for crimes
against women to be determined. |
|
|
Crimes against children detection rate of 76-80%. (from
baseline of 75.14% in 2007/08 and 2008/09) Percentage of court ready case dockets for crimes
against children to be determined. |
|
Criminal Record Centre |
76% conviction reports generated within 30 days.
(from baseline of 75.25% in 2008/09) |
|
Forensic Science Laboratory |
92% of exhibits analysed within 35 days. (from
baseline of 91.73% over 35 days in 2006/07 to 2008/09) |
Crime
Intelligence |
|
Maintain or increase the number of
operations/investigations conducted from baseline of 8 103 cluster
operations and 6 559 ad hoc operation (as achieved in 2008/09) |
|
|
Maintain or increase operations analysis reports
from baseline of 62 500 and research and other reports from baseline of
78 000 (as achieved in 2008/09) |
Protection
and Security Services |
Ports of Entry |
Conduct a minimum of 3 848 planned actions
(baseline of 2 380 planned actions in 2008/09) |
|
VIP Protection |
100% protection without security breaches (baseline
of 98%) |
|
Static and Mobile |
100% protection without security breaches and 100%
safe delivery (baseline of 98%) |
|
Railway Police |
Reduce contact crimes reported by 8.5% (from
baseline of 3 333 crimes in 2008/09) |
|
Government Security Regulator |
Appraise 50% of 207 strategic installations and
evaluate all 165 national key points. |
3. Analysis
of 2010/11 Strategic and Operational Plans of the Department
The following issues can be noted with regard to the measurable
objectives/targets set for the 2010/11 financial year:
·
Many of the targets for court-ready case dockets (with
the exception of court-ready case dockets for commercial crimes) were not set for
2010/11, as these had not yet been determined. Therefore none of these targets
are measurable for the 2010/11 financial year.
·
The targets for conviction rates for all crimes (set
at 15% for 2009/10) and commercial crimes (set at 35% for 2009/10), which were contained
in the 2009/10 Annual Performance Plan, have been removed. The Committee has
raised this concern with the Department, and understands that some aspects of
conviction are not entirely within the control of the Department. However,
there is still some value in this target, if used in conjunction with other
targets.
·
A number of specific targets in the Crime Prevention sub-programme
with regard to control over illegal firearms and drugs were removed. The
Committee is concerned that these targets were removed in the 2010/11 Plan in
the light of the continued priority of Government in this regard.
·
The cases-to-court target for Organized Crime was
removed from the 2010/11 Plan, which now only allows measurement for a target
on termination of projects. The removal of this target, without providing for
another target (such as court-ready case dockets) is a concern, as the project’s
target does not actually measure whether there is improvement in detecting and
combatting organized crime.
·
Many of the baselines have not yet been established
and therefore the targets are not measureable for 2010/11. Thus, the baseline
for court-ready case dockets for corruption has not been set, and there is
therefore no measure in the 2010/11 Plan for corruption.
·
The target for conviction reports for the Criminal
Record Centre (CRC) was decreased from 85% in 2009/10 to 76% in 2010/11.
·
Reaction time (which is been measured at station
level) is not used currently to measure police performance in the Plan but is
probably one of the most accurate measures of service delivery performance,
especially for Visible Policing. It measures available vehicles and the effective
use of these vehicles, and sufficiency of number of visible police personnel, amongst
other factors. The Committee has urged the Department to include this as a
measure and notes that information on response time has, for the first time, been
included in the 2010/11 Annual Report. This measure should also be included in
the Annual Performance Plans.
4. Analysis of Section 32 Expenditure
Reports
4.1. Spending
priorities
Key
spending priorities for 2010/11 as identified by the Department at the
beginning of the 2010/11 financial year included:
·
Expanding personnel capacity in specific areas, including
detectives and crime intelligence, with a focus on quality rather than
quantity.
·
A focus on skills development, particularly for detectives.
·
Intensifying the focus on technology, including the Criminal
Justice Review, the Integrated Justice System modernisation project and the
hosting and network upgrades.
·
Improving physical infrastructure.
·
Vesting and resourcing of the Directorate of Priority Crime
Investigation (DPCI).
·
Security for the 2010 Soccer World Cup.
·
Engaging in communities in support of policing.
4.2. Overview
of Department of Police Budget 2009/10-2011/12
Programme |
Budget 2009/10 (Audited outcome) |
Budget 2010/11 (Adjusted allocation) |
Budget 2011/12 (Voted) |
Administration |
16 009.5 |
18 067.0 |
20 215.0 |
Visible Policing |
21 247.2 |
23 228.2 |
24 371.9 |
Detective Services |
7 534.1 |
8 850.3 |
9 810.9 |
Crime Intelligence |
1 658.0 |
1 947.6 |
2 117.0 |
Protection and Security Services |
1 213.6 |
1 436.6 |
1 546.7 |
Total
|
R47 622.5 |
R53 529.7 |
R58 061.5 |
4.3. 2010/11
Adjusted Appropriation
The
Department received an appropriation of R52.6 billion for 2010/11, which
increased by an additional allocation of R973.3 million during the 2010/11
financial year to a total adjusted appropriation of R53.5 billion. The
following table highlights the key shifts that were made by October 2010 as
reflected in the Adjusted Estimates of National Expenditure for 2010.
Table:
Virement and Additional Allocation per Programme in 2010.
Programme R’000 |
Main
Appropriation |
Virement
and Shifts |
Additional
Allocations |
Adjusted
Appropriation |
Administration |
18 167 072 |
(100 112) |
- |
18 066 960 |
Visible Policing |
20 702 464 |
100 112 |
698 351 |
21 500 927 |
Detective Services |
8 757 701 |
|
92 556 |
8 850 257 |
Crime Intelligence |
1 886 902 |
|
60 733 |
1 947 635 |
Protection and Security Services |
3 042 301 |
|
121 660 |
3 163 961 |
Total |
52
556 440 |
|
973
300 |
53
529 740 |
The only virement that was recorded in the
Adjusted Estimates was an amount of approximately R100 million that was shifted
from Programme: Administration to Programme: Visible Policing to pay for
overtime and allowances during the 2010 FIFA World Cup. There were no funds
shifted from other Programmes. The R100 million that was shifted from Programme
1 to Programme 2 was taken from Goods and Services and motivated as a
‘reduction on computer services’.
In addition to the R100 million virement, a
further R193.9 million was shifted to Compensation of Employees to pay for the
overtime and allowances for the 2010 FIFA World Cup. The total amount shifted
to pay for overtime and allowances for the 2010 FIFA World Cup was thus R294
million.
Two amounts were shifted within Programme 2 to
the total of R193.9 million. One amount of R174 million was shifted from Goods
and service’ to Compensation of employees. This shift is relatively
unproblematic as Goods and Services falls under Current Payments.
However, it is of concern that, within
Programme 2: Visible Policing, funds amounting to R19.887 million were shifted
from Payments for Capital Assets (Machinery and equipment) to Current Payments (Compensation
of Employees) – a shift that is in contravention of section 43(4)(c) of the
PFMA (Public Finance Management Act, 1999). This shift was executed with the
approval of National Treasury. Section 43(4) (c) reads: “This section does not
authorise the utilisation of a saving in an amount appropriated for capital
expenditure in order to defray current expenditure.” Note that indirectly Parliament approved this shift, as it approved the
Adjusted Estimates Bill.
4.4. 2010/11
Virement
Virements
that occurred in the 4th quarter following the Adjustment Appropriation
are reflected in the following table:
|
Voted funds |
Adjusted Appropriation |
Virement |
Final appropriation |
Administration |
18 167 072 |
18 066 960 |
(194 993) |
17 871 967 |
Visible policing |
20 702 464 |
21 500 927 |
201 700 |
21 702 627 |
Detective Services |
8 757 701 |
8 850 257 |
17 866 |
8 868 123 |
Crime Intelligence |
1 886 902 |
1 947 635 |
|
1 947 635 |
Protection and
Security Services |
3 042 301 |
3 163 961 |
(24 573) |
3 139 388 |
Total |
52 556 440 |
53 529 740 |
|
53 529 740 |
These virements were attributed to:
·
later Polmed payment and redirection
of money allocated to Eastern Cape Tetra system to other programmes;
·
anticipated overrun of Compensation
of Employees budget (Crime Prevention) and over commitment to Borderline
Security sub programme; and
·
overrun of budget for Compensation
of Employees- Crime Investigations.
Overrun in capital spending was due to capital
purchases in the Forensic Science Laboratory and Criminal Record Centre (FSL/CRC)
environment (initially made under Goods and services).
4.5. Spending
in 2010/11 up to the end of the 3rd Quarter
The Department was
allocated a total budget of R53.5 billion for the 2010/11 financial year. At
the end of the third quarter, it had managed to spend R38.9 billion or 72.84% of
the allocation. This, according to National Treasury, amounted to an overall
under-expenditure of R1.15 billion or 2.16% for the 3rd quarter.
Expenditure: Capital assets: The total allocation for capital assets was R2.7
billion, and at the end of the 3rd quarter, the Department had spent
R1.6 billion or 59.62% (compared to 78.1% in December of the previous year).
Expenditure: Goods and services: Goods and services were allocated a total amount
of R12.1 billion. At the end of the 3rd quarter, the Department had
spent R8.0 billion or 67.65%. This lower expenditure is attributed to ‘low
spending on Integrated Justice System (IJS) projects’.[1]
Expenditure: Programmes: In terms of Programmes, key under expenditure up to
the end of the 3rd quarter was under Programme 1: Administration
(spent 69.3%) and Programme 3: Detective Services (spent 70.2%).
·
Programme
1: Administration: While the Programme as a whole lagged behind in spending,
the sub-programme Management recorded an expenditure of 101.3% by December 2010,
attributed to ‘early retirement packages for many senior officials who had
resigned’.[2]
·
Programme
2: Visible Policing: The Programme spent 76.7% of its allocation but recorded
under-spending in Machinery and equipment (55%). This was attributed to the
delivery of capital items, such as vehicles, that normally occurs in the 4th
quarter. Borderline Security had spent 93.9% of its allocation attributed to
the purchase of a specialised helicopter for patrol purposes. Higher than
anticipated spending in Provinces and municipalities was a result of
‘non-anticipated payment of licence discs for vehicles’.[3]
·
Programme
3: Detective Services: This Programme spent 70% of its allocation by December
2010. Both the Criminal Record Centre and the Forensic Science Laboratory
incurred lower spending of 57% and 60% respectively. This was attributed to
lower spending on Criminal Justice System projects. Machinery and equipment
incurred very low spending of only 12%, attributed to delivery of vehicles that
only takes place in the 4th quarter.
·
Programme
4: Crime Intelligence: This Programme spent 74% of its budget. National
Treasury notes that Goods and services incurred 88% spending ‘due to operating
expenditures being higher than anticipated’, and that this will put this line
item under pressure towards year-end. Households incurred expenditure of 103.9%
large due to ‘the high number of social benefits paid to persons on
retirement’.[4]
Low spending due to vehicles delivered in the 4th quarter was also
noted (27% on Machinery and equipment).
·
Programme
5: Protection and Security Services: This Programme spent 73.5% of its budget.
Low spending due to vehicles delivered in the 4th quarter was also
noted (10.1% on Machinery and equipment).
In terms of earmarked
funds the following was noted:
·
The
modernisation of the Integrated Justice System (IJS) was allocated a total
amount of R1,2 billion (R1.116 billion) for 2010/11. However, at the end of the
3rd quarter of 2010, only R252 million or 21.6% of the earmarked
amount of R1.2 billion had been spent. The Department assured Parliament that
full spending would occur by the end of the 4th quarter.
·
A
total amount of R1.848 780 billion was earmarked in 2010/11 for expenditure on
the devolution of funds from DPW. A total of R1.5 billion (83.3% of the
earmarked amount) was spent by end of December 2010.
·
A
total amount of R878 492 million was earmarked in 2010/11 for expenditure on
the construction and upgrading of police stations. The actual expenditure by
end December 2010 was R912 million (103.9% of the earmarked amount).
4.6. 4th
Quarter Expenditure Report
By the end of the 4th
quarter the Department had spent almost 100% of its budget with a negligible under-spending
of R40 thousand. The Integrated Justice System programme, which had been
alerted as a serious concern during the 2010/11 year, spent 100% (R1.16
billion) of its earmarked funds for 2010/11.
The Department
recorded 100% expenditure for all Programmes. However, in terms of economic
classification of items the following can be noted:
·
Compensation
of employees: 100% expenditure.
·
Goods
and Services: 95% (R11.3 billion). The under-spending was attributed to budgetary
provision for capital purchases that was erroneously placed under Goods and
Services. This money was shifted to Payments for capital assets.
·
Payments
for capital assets: 119.3% (R3.3 billion) against an adjusted appropriation of
R2.8 billion. Over-expenditure was for capital purchases of the Criminal Justice
Sector programmes in the Forensic Science Laboratory and Criminal Record Centre
environment.
·
Transfers
and subsidies: 114% (R500 million) against a budget of R438 million. Over-expenditure
was attributed to unforeseen early retirement packages, more civil claims
against the state than anticipated, and high volume of licence disc renewals in
the 3rd quarter.
4.7. Spending
for the 1st Quarter of 2011/12
The
Department of Police received R58. 0615 billion for 2011/12. The highest
real increases were allocated to the Administration programme (which increased
by 6.76%) followed by the Detective Service programme (which increased by 5.78%).
The total nominal increase for 2011/12 was 8.47%, which is a real increase of
3.5%.
Overall,
the Department of Police had spent R17,8 billion or 30.6% of the total budget
by the end of July 2011.
In terms of funding for 2011/12, the Department stated that:
·
Additional amounts of R76 million, R126 million, R112
million, R78 million and R20 million per Programme had been requested from
National Treasury and that these had only been made to cover increased
conditions of service and technical aspects of covering costs of cleaners (who
are now hired internally instead of through labour brokers) and to cover the
cost of the local government election.
The Department stated that the budget allocation for 2010/11 was
sufficient - ‘a credible baseline’. Key spending priorities and deliverables
were, in their opinion, achieved. The Department stated that they had expanded
sufficiently in terms of personnel, IS/ICT, and human resource development.
Challenges were acknowledged by the Department in the Detective environment and
in the Crime Intelligence environment, as well as at station level; especially
in relation to command and control, SAPS 13 stores and archives. In the Visible
Policing environment, the Department stated that the administration of firearms
needed more attention and the quality of dockets needed to be improved, which
impacts on detection.
The Department stated that, as management, they needed to relook at
their systems and processes to ensure that they could improve on areas of poor
performance. They stated that many of the issues raised by the Committee had
also been identified by management and they needed to look at processes and
strategies to improve, in order to deliver good quality services to the
communities.
5. Analysis
of the Annual Report and Financial Statements of the Department of Police for
2010/11
5.1. Programme 1: Administration
Performance
against set targets
Administration consists of the
Ministry, Management, Corporate Services and Property Management
sub-programmes.
The Adjusted Appropriation for Administration in
2010/11 was R18 066 960 of which R17 871 935 billion was spent.
The expenditure increased by 11.6% compared to the R16 009 520 billion
spent in 2009/10.
Performance against set targets
Target |
Actual |
||||
80% of learners
declared competent after completion of 2010/11 training |
90.2% of learners
declared competent after completion of their training. (Target Achieved) |
||||
100% bullet
resistant vests distributed (19 358 planned for). |
105% (20 372)
vests distributed including 2 129 inners and outers. (Target Achieved) |
||||
Maintain/improve
ratio of personnel to vehicles (4.51:1) |
Personnel=193 892;
vehicles= 49 287. Ratio of personnel to vehicles 3.93:1 (Report states that target not met but
target was actually exceeded) |
||||
Not less than 95% of
police station projects completed in 2010/11 (In terms of the Performance
Plan 42 police station projects were to be completed) |
As nine of the 42
projects were completed in previous financial years the target was actually
for 95% completion of 33 projects. 57.58% (19 out of a total of 33) were
completed. (Target not achieved). |
||||
70% of IS/ICT[5]
projects to be completed in 2010/11 |
An average of 75.7%
projects completed. (Target achieved). |
||||
Target 80% of learners
declared competent after completion of training |
Training Categories |
Attendees |
Competently Completed |
Difference |
|
Entry-level (basic
training for lateral entrants in SAPS) |
409 |
368 (90%) |
41 |
||
Entry-level Basic
Semester 1 (basic training for new recruits / intake) |
3826 |
3825 (99.9%) |
1 |
||
Entry-level Basic
Semester 2 (basic training field training) |
5812 |
5241 (90.2) |
571 |
||
Management and
Leadership |
4108 |
3948 (96.1%) |
160 |
||
Operational |
145379 |
130150 (89.5%) |
15229 |
||
Support |
16804 |
15623 (92.3%) |
1181 |
||
Reservists |
2532 |
2195 (86.7%) |
337 |
||
Total |
178870 |
161350 (90.2%) |
17520 |
||
Capital
works projects: Only 19 of the 33 police facilities were completed
within the timeframe stipulated as completion by the end of 2010/11. Reasons
given for non-completion of some projects included:
·
Re-advertisements of bids.
·
Delayed installations of amenities.
·
Non-delivery/poor performance of contracts resulting
in change of contractors during the project cycle.
·
Contractor not on schedule.
·
Delayed close-out of projects (Completion certificate
issue).
Fourteen projects were rolled over to the 2011/12 financial year. Of
these 14 projects, four projects are still in Mora (Diepsloot, Tweefontein,
Amalia and Pretoria Operational Response Services Centre). Eight of the
remaining projects have been completed, while two are still incomplete to date.
These two incomplete projects are Roodeplaat Dog Unit and Letsitele Police
Station.
Training: The number of personnel who attended (178 870) and completed (161 350 or 90.2%) training in
2010/11 is lower when compared to the cumulative
total of 231 205 employees who attended training in
2009/10.
In terms of training of detectives:
·
A total of 329 out of 1 341 members trained in Basic
Crime Investigative Practice were declared competent upon completion of their
training.
·
A total of 355 members were
trained and declared competent upon completion of the Resolving of Crime course
(ROCC) training.
·
A total of 1 615 out of 1 628
members completed specialised detective training competently.
·
A total of 4 488 out of 4 625
members completed short intervention training courses competently.
According to the Department, a total of 1 384
detectives will receive ROCC training in 2011 (the former Detective Learning
Programme), thus reducing the existing backlog of 4 845 untrained detectives
to 3 461 by the end of the 2011/12 financial year. These will be trained
over the subsequent two financial years.
Vehicles: A personnel-to-vehicle
ratio of 3.93:1 was achieved for 2010/11 and a total of 6 741 vehicles
were purchased. The Department noted that they still need to ensure more
effective distribution of these vehicles, noting that, for example, in the
detective environment, detectives still complain that they do not have
sufficient vehicles. All vehicles were procured with maintenance plans and an
optimization plan for SAPS Garages is ongoing.
Bullet-Resistant
Vests: A total of 205 834 bullet-resistant vests were uniquely marked.
Ongoing efforts are made to ensure accuracy of asset registers.
Discipline and corruption: The SAPS
2010/11 Annual Report states that 5 471 misconduct and disciplinary hearings
were finalised during this period in comparison to a total of 4 136 cases that were
finalised in 2009/10. The following table shows the outcomes of finalised
misconduct and disciplinary hearings.
Disciplinary Action |
2009/10 |
2010/11 |
Correctional Counselling |
136 |
179 |
Demotion |
2 |
0 |
Dismissal |
506 |
520 |
Final Written Warning |
263 |
474 |
Fine |
917 |
1160 |
Suspended Dismissal |
670 |
1034 |
Case Withdrawn |
869 |
721 |
Not Guilty |
272 |
685 |
Suspended Without Pay |
33 |
28 |
Verbal Warning |
67 |
77 |
Written Warning |
401 |
593 |
Total |
4136 |
5471 |
In
2010/11 a total of 476 SAPS members were charged for, among other things,
defeating the ends of justice, fraud, aiding and abetting an escapee, bribery
and extortion, compared to 2009/10 when 362 members were charged in terms of
the Department’s disciplinary regulations and in accordance with the Prevention
and Combating of Corrupt Activities Act, 2004.
Financial
performance:
Programme |
Voted |
Virement 4th
quarter |
Final Expenditure |
Administration programme |
18 167 072 |
(194 993) |
17 871 935 |
In terms of spending during 2010/11 in the Administration programme, the
Department reports that R2.9 billion was spent on Information Technology, R1.4
billion on Human Resources, R919 million on Personnel Services, R3.9 billion on
Medical Support and R3.1 billion on Supply Chain Management of which R1.182
billion was for Capital Works.
In terms of key spending priorities the Department reported that:
·
R264.1 million was spent on the Integrated Justice
System programme of earmarked funds.
·
R1.1 billion of earmarked funds for the Criminal
Justice System Revamp were spent, including R460 million for IT and R440
million for operational aspects of the FSL/CRC.
·
R600 million was spent on upgrading of the network,
hosting and infrastructure environment.
·
R72.4 million was spent on rollout of the Automated Vehicle
Location System.
·
R16.1 million was spent on software to enhance the Firearms
Control System.
In addition, it is reported that:
·
R1 432 097 billion was
spent on transport assets (vehicles) in 2010/11 (increasing from R1 035 695
billion in 2009/10).
·
R145. 662 million was spent on
computer equipment in 2010/11 (decreasing from R159.819 million in 2009/10).
·
R22. 473 million was spent on
office equipment/furniture in 2010/11 (decreasing from R30.494 million in
2009/10).
·
R174. 522 million was spent on
other machinery and equipment in 2010/11 (decreasing from R194.920 million in
2009/10).
In terms of IS/ICT:
·
Investigation Case Docket Management: 70% complete
·
Property Control and Exhibit Management (PCEM): 70%
complete
·
Detention Management: Tender evaluation in progress
·
Criminal Justice Information Sharing project: 90%
complete
·
Case docket information sharing capabilities: 90%
complete
·
Data management to capture KPI information: 100%
complete
·
Cluster dashboard: 90% complete
·
Corruption perpetrator project: 70% complete
·
Crime victims project: 70% complete
·
Identity theft information: 70% complete
·
Cybercrime information: 70% complete
·
Action request for service project: 70% complete
Seven service levels agreements were signed with the State Information
Technology Agency (SITA) in 2010/11 (including Hosting; Network; Application
Maintenance and Development Services; Decentralised Network and IT equipment
support; Specialised Consulting services). Service level agreements to the
value of R1.2 billion were paid and the total revenue received by SITA from
SAPS was R1.42 billion.
5.2. Programme 2: Visible Policing
Performance
against targets
Visible Policing consists of the sub-programmes Crime Prevention,
Borderline Security and Specialized Interventions, which includes the Air Wing
and Special Task Force
Target: Crime Prevention |
Actual |
||||
Additional 79 police stations
rendering a victim friendly service (from a base line of 802) |
10 additional victim
support rooms established. (Target not
achieved). 900 Victim
Support rooms in total |
||||
Serious crime reduced by 1 to
1.8% ( from 2.1 million charges as baseline in 2008/09) |
Serious crime
reduced by -2.4% (Target achieved) |
||||
Contact crimes reduced to 1 288
per 100 000 of the population (from 1407 per 100 000 in 2008/09 |
Contact crimes
reduced to 1 277 per 100 000 of
the population. Target
achieved. |
||||
2009/10 % reductions/increases murder -7.2% Sexual offences
-3.1% Attempted murder -4% Assault GBH -0.7% Common assault +2.3% Robbery aggravated -
6.3% Common robbery - 2% |
2010/11 reductions/increases murder -6.5 (-5.3)% Sexual offences: -4.4 (-3.1)% Attempted murder -12.2 (-11.0)% Assault GBH -4.5 (-3.3)% Common assault-7.1 (-5.8)% Robbery aggravated-12.0 (-10.8)% Common robbery -5.9 (-4.6)% |
||||
Trio crimes reduced to 90 per
100 000 of the population (from baseline of 97.1 per 100 000 in
2008/09) |
Trio crimes reduced
to 84 per 100 000 of the population (Target
achieved). |
||||
Decrease number of incidents of
escapes from police custody by 50% from baseline of average of 762 incidents
from 2006/07 to 2008/09. |
Escape incidents
reduced by 20.6%. (Target not
achieved) |
||||
2007/08 |
2008/09 |
2009/10 |
2010/11 |
||
664 (980 persons
escaped) |
719 (1 144 persons
escaped) |
602 (857 persons
escaped) |
478 (669 persons
escaped) |
||
Target: Borderline Policing |
Status |
||||
Conduct a minimum of
350 policing activities (baseline of average of 225
actions in 2008/09) |
261 policing actions
conducted. (Target not achieved). |
||||
Target: Specialised Interventions |
Status |
||||
Stabilise 95%
incidents in 2010/11 (baseline of 80 to 90% incidents stabilised from 2006/07
to 2007/08) |
97.2% incidents
stabilised. (14 807 incidents attended of which 14 387 were
stabilised). (Target achieved). |
||||
Sector
Policing: By the end of September
2010 sector policing had been rolled out to 208 of the 209 (99.5%) provincial
priority stations. Sector policing was not fully implemented at Tarlton Police
Station (
Reservists: While the moratorium on recruitment of reservists
was lifted in December 2009, new reservists had not been recruited, pending a
review of the Reservist System. In 2010/11 a total of 1 245 already-serving
reservists were appointed as permanent members in the SAPS. Of the 64 360
members that made up the Reserve Police Force by the end of March 2011, only
26 259, who performed at least 16 hours duty per month, were considered as
active reservists. A total of 2 195 or 86.7% (out of 2 532 reservists)
completed reservist training competently. A new reservist system will be
implemented in two phases implemented concurrently, and the biannual recruitment
drives will be implemented from February 2012.
Murder of
police officials: 93 members (0.048% of the staff complement) were
murdered in 2010/11 in comparison to 101 (0.053%) in 2009/10.
Firearms
Control System: The Minister of Police commissioned an enquiry into
the functioning of the Central Firearm Register in June 2010. Certain sections
of the Firearm Control Amendment Act were implemented on 10 January 2011. The
number of firearms in SAPS 13 stores was reduced from 210 451 in March
2010 to 179 574 in March 2011.
Firearms: The
following information is contained in the Report:
·
The number of official
SAPS firearms losses reported by SAPS in 2010/11 decreased to 1 335 from 3
814 in 2009/10. However, only 167 or 12,
5% of official SAPS firearms were recovered in 2010/11. At the end of March
2011 there were 42 official firearms that not been returned by SAPS members who
had left the employ of SAPS.
·
9 427 other firearms
were reported stolen compared to 11 982 in 2009/10.
·
Surrendered firearms:
A total of 20 404 legal firearms and 175 944 rounds of ammunition were
surrendered voluntarily, compared to 38 153 legal firearms and 371 060
rounds of ammunition surrendered in 2009/10.
·
Illegal firearms: In
2010/11 a total of 19 327 firearms and 255 924 rounds of ammunition
were recovered by SAPS compared to 21 268 firearms and 295 085 rounds
of ammunition recovered in 2009/10.
·
Firearm destructions:
In 2010/11 SAPS destroyed 46 527 compared to 167 240 in 2009/10.
Support to
victims: Only 10 of the 79 targeted Victim Support Rooms were established during
2010/11. An additional 17 park homes were made available for this purpose. The explanation
for not meeting the target of establishment of an additional 79 Victim Support
Rooms is that there was insufficient budget due to commitments for the FIFA
world Cup. A total of 58 compliance
visits to monitor the implementation of the Domestic Violence Act at police
stations took place in 2010/11.
Borderline
policing: Arrests at Borderlines decreased with respect to
vehicles, drugs and undocumented persons but increased slightly for firearms
and illegal goods. Fewer firearms, vehicles and drugs were seized. The
decreases are ascribed to criminals using alternative routes as a result of
high visibility and deployment of members over the past 3 years. At total of 11 bases were handed over with no
issues outstanding. Three bases (Beitbridge, Muzi and Blenheim) were closed
down in totality with no deployments.
Public Order
Policing: There was a high number of peaceful and unrest crowd management
incidents (12 651 in 2010) in comparison to 8 907 in 2009/10 and
6 965 in 2008/09.
Special Task
Force: A total of 196 operations were conducted, of which all were
successfully resolved. 68 potential incidents did not materialize.
Financial
performance:
Programme |
Voted |
Virement 4th
quarter |
Final/Expenditure |
Visible Policing Programme |
20 702 464 |
201 700 |
21 702 627 |
In terms of key spending priorities the Department reports that:
·
The number of personnel in this environment decreased
from 98 522 in 2009/10 to 97 693 in 2010/11.
·
The expenditure on the reservist system decreased from
R128,1 million in 2009/10 to R93.9 million in 2010/11.
·
The expenditure on Borderline control decreased from R217,
8 million (which was spent especially on detached duties, vehicles, fuel and
oil) in 2009/10 to R194.7 million in 2010/11
·
R642 million was spent on security deployments for the
2010 Soccer World Cup.
5.3. Programme 3: Detective Services
Performance against set targets
Targets |
Actual |
Detection rate for
all crime categories between 43-60%. (baseline of 42.86% between 2006/07 and
2008/09) Percentage of court
ready case dockets for all crime categories to be determined. (JCPS
target =35% by 2014) |
51.84%
(1 092 861) (Target achieved). 30.84% (155 933) |
Detection rate for
commercial crime of 40-50% (from baseline of 38.69% in 2008/09) Court ready case
dockets for commercial crime of 30-40% (from baseline on 26.68% in 2008/09) |
68.4% (44 023
charges, 3 585 withdrawal of charges and 1 290 charges unfounded)
(Target achieved, but increase attributed to changed calculation method). 25.6% (2 304
court ready cases). (Target not
achieved) |
50% of Organised
crime projects successfully terminated (from baseline of 40% in 2008/09) |
30.3% of projects
successfully terminated (Target not
achieved). |
Crimes against women
detection rate of 68-75%. (from baseline of 67.47% in 2007/08 and 2008/09) Percentage of court
ready case dockets for crimes against women to be determined. (JCPS
target =35% by 2014) |
71.2% (159 440)
(Target achieved). 34.85% (26 922) |
Crimes against
children detection rate of 76-80%. (from baseline of 75.14% in 2007/08 and
2008/09) Percentage of court
ready case dockets for crimes against children to be determined. |
77.42% (5 267)
(Target achieved) 21.66% (12 549) |
76% conviction
reports generated within 30 days. (from baseline of 75.25% in 2008/09) |
81.46% (994 020
of a total of 1 220 205) generated within 30 days. (Target achieved). |
92% of exhibits
analysed within 35 days. (from baseline of 91.73% over 35 days in 2006/07 to
2008/09) |
93.5% (297 955
of a total of 318 665) analysed within 35 days. (Target achieved) |
Percentage of court
ready case dockets for charges of corruption to be determined. |
35.04% |
Increases are noted in the detection rate for all broad crime
categories, though some of these are very marginal. The marginal increases in
detection rate are compounded by relatively low court-ready case docket
percentages achieved. According to the Department, quarterly monitoring of
Detection Rates and Court-Ready cases has been implemented, so that
interventions can be made in a timely manner.
Personnel: There are
4 182 female detectives in the detective services and 147 564 cases
were allocated to them, of which 7 890 were so called ‘high profile
cases’. A total of 116 Detective Court Case Officers (DCCO) was assigned to courts
to check the quality of cases.
Crime
against women and children: One Family Violence, Child
Protection and Sexual Offence unit was established in each of the 176 Clusters.
A total of 951 vehicles were allocated to the FCS units, resulting in the criteria
of one vehicle for every two detectives been met in the FCS environment. The
units consisted in total of 2 082 personnel, including 1 864
operational staff, of which 744 were females and 1 120 males. More females
will be recruited in the future. The FCS dealt with 284 cases and 278 accused,
which emanated in 306 life sentences.
Stock Theft: Stock Theft
units have increased from 74 to 81. There are 850 personnel in these units. A total
of 9 391 arrests were made in 5 568 cases.
Criminal
Record Centre: A total of 574 additional personnel were appointed in
2010/11 (increasing to 548 and 547 in 2011 and 2012 respectively). These
included 356 constables with maths and science, 18 assistant forensic analysts and
143 public service personnel. Performance increased in all areas with the
exception of manual services. A total of 10 additional service points were
established. The Automated Fingerprint Identification System (AFIS) has been
converted to Oracle to improve performance. The database increased from 7 to 8 million
persons, the fingerprint search capacity increased from 8 750 to
15 000, and the system can now complete 11 000 to 12 000 searches
per 15-hour period in comparison to 8 750 searches per 22-hour period in
2009/10.
Forensic Science
Laboratory: A total of 126 additional personnel were appointed in
2010/11 (increasing to 202 and 253 in 2011 and 2012 respectively). The backlogs
in this environment were reduced to 16 200 at the end April 2011 and then even
further, to 3 278 as at September 2011. The Biology backlog has been
reduced by 82.7%.
Directorate
of Priority Crime Investigation (DPCI): The DPCI consisted of 2 260 operational members and 575 support staff,
totaling 2 835 members, of which 823 are women. Two targets were not achieved
during 2010/11, including the commercial crime target and the termination of
registered organised crime project target. An Integrity Management Unit was
established to provide for screening of members in the Directorate. A total of
603 members were trained and attended eight courses.
Financial
performance:
Programme |
Voted |
Virement 4th
quarter |
Final Expenditure |
Detective Programme |
8 757 701 |
17 866 |
8 868 123 |
In terms of key spending priorities the Department reported that:
·
The number of personnel increased from 33 651 in
2009/10 to 37 402 in 2010/11.
·
Criminal Justice System (CJS) Revamp: The earmarked amount
in 2010 was split between ISM (R460 million for IT in the FSL/CRC environment)
and R440,9 million for operational aspects in the FSL/CRC, increasing to R1.850
and R1.9 billion in 2011 and 2012 respectively. This expenditure was spent on
minor expansions, personnel development, and consumables, including training interventions
to the value of R10.7 million, criminal record and crime scene management,
equipment for the laboratories, and technology.
·
R100,9 million was spent on operational matters in the
DPCI. R238.6 million was spent on the Commercial Crime units and R556.2 on the
Organised Crime units.
5.4. Programme 4: Crime Intelligence
The adjusted appropriation for Crime Intelligence
in 2010/11 was R1.947 626 billion which is an increase of 17.5% compared to the
R1.658 018 billion received in 2009/10.
The purpose of this Programme is to manage crime
intelligence, analyse crime information and provide technical support for
investigations and crime prevention operations. The strategic objective of this
Programme is to contribute to the neutralising of crime by gathering, collating
and analyzing intelligence that leads to an actionable policing activity.
Performance against set targets
Targets |
Actual |
Maintain or increase
the number of operations / investigations conducted from baseline of
8 103 cluster operations and 6 559 ad hoc operation (as achieved in
2008/09) |
A total of
24 384 operations (13 351 cluster and 11 033 ad hoc). (Target achieved) |
Maintain or increase
operational analysis reports from baseline of 62 500 and research and
other reports from baseline of 78 000 (as achieved in 2008/09) |
115 877
operational analysis reports and 202 099 research and other reports. (Target achieved) |
78 000
research, statistical, station and cluster intelligence reports |
202 099
research and statistical reports (comprising 6 700 research reports,
64 038 statistical reports and 131 361 station and cluster
intelligence reports (Target achieved) |
The Desks at Crime Intelligence include:
·
Contact and General Crimes; Focus areas include trio
crimes and cash in transit robberies
·
Counter Terrorism: Focus on right-wing and religious
extremists
·
Border Integrity: Cross-border crimes and corruption
at Ports of Entry
·
Protective Intelligence: Focus on VIP Protection,
National Key Points and major events
·
Domestic Intelligence: Local government and service
delivery protests, public safety and stability
·
Financial and Cybercrime Related Crimes: Commercial
crime, corruption, cybercrimes and Financial intelligence Centres
Financial
information
Programme |
Voted |
Virement 4th
quarter |
Final Expenditure |
Crime Intelligence Programme |
1 886 902 |
- |
1 947 635 |
In terms of key spending priorities for 2010/11:
·
Personnel increased to 8 723 in 2010/11 (from 7 542
in 2009/10).
·
In terms of equipment and operational expenses amounts
of R19,9 million (reduced from R33,6 million in 2009/10) were spent on
vehicles, R59,6 million (increasing from R57,3 million in 2009/10) on fuel, R29,1
million (increasing from R25 million) on maintenance and repair of vehicles and
R29,6 million (increasing from R28,5 million) on telecommunications in 2010/11.
·
An amount of R35 million (decreasing from R39.1
million in 2009/10) was paid to informers from Goods and Services during
2010/11.
5.5. Programme 5: Protection and Security
Services
Protection and Security Services
received an adjusted appropriation of R3.163 961 billion in 2010/11, of
which R3.139 388 billion was spent, compared to the R2.690 929
billion spent in 2009/10.
This programme indicated an
under-spending due to budget surpluses in goods and services and payments for
capital assets. The surpluses were shifted to Programme 3: Detective Services.
Performance against set targets
Targets |
Actual |
Ports of Entry:
Conduct a minimum of 3 848 planned actions (baseline of 2 380
planned actions in 2008/09) |
4 008 actions. (Target achieved). |
VIP Protection: 100%
protection without security breaches (baseline of 98%) |
433 protections and
1 security breach. (Target not
achieved). |
Static and Mobile:
100% protection without security breaches and 100% safe delivery of valuable
cargo (baseline of 98%) |
Provided at 28
buildings and 83 residences. Total of 8 security breaches (13 in 2009/10). (Target not achieved). Provided to 214
cargos with no security breaches. (No breaches in 2009/10 either). Target achieved). |
Railway Police:
Reduce contact crimes reported by 8.5% (from baseline of 3 333 crimes in
2008/09) |
Reduces by 37%.
2 117 contact crimes were reported in 2010/11 in comparison with
2009/10. (Target achieved). |
Government Security
Regulator: Appraise 50% of 207 strategic installations and evaluate all 165
national key points. |
51.7% (107)
installations were assessed. (Target
achieved). One of the 165 key
points was not evaluated. (Target not
achieved) |
Fewer arrests and seizures were made at Ports of Entry in all categories
in 2010/11 in comparison to 2009/10 (except in seizures of firearms) including
firearms, vehicles, drugs, illegal goods and undocumented persons. The
Department said that, in 2009/10, the higher deployment of new recruits at the
Ports of Entry deterred criminals, as well as intensified international and
regional co-operation of law enforcement agencies.
Financial
information:
Programme |
Voted |
Virement |
Final/Expenditure |
Protection and Security Services Programme |
3 042 301 |
(24 573) |
3 139 388 |
Expenditure in all sub-programmes of the Protection and Security
Programme increased in 2010/11. Key
spending priorities in this programme included:
·
Decrease in personnel to 16 722 to 2010/11 from 16
966 in 2009/10.
5.6. Financial statements
The Department of Police received an adjusted appropriation of R53. 529 740
billion for 2010/11. Additional revenue collected was R287. 737 million
(which was less than the R347. 572 million collected in 2009/10) and Aid
assistance was received to the amount of R7.516 million. The total revenue for
2010/11 was thus R53. 824 993 billion compared to R47. 974 694
billion in 2009/10.
Expenditure for 2010/11 can be divided into Current
expenditure of R49. 737 791 billion, Transfers and subsidies of
R500.296 million and Expenditure for capital assets of R3. 293 287
billion. The Department spent its entire budget recording only a small surplus of
R40 thousand on Voted funds which must be surrendered to the Revenue Fund.
However, the total surplus (including Departmental revenue of R287. 737
million) and unspent funds from Aid assistance (R2. 996 million) came to
R290. 743 million.
|
Voted funds |
Adjusted Appropriation |
Virement |
Final appropriation |
Expenditure |
Administration |
18 167 072 |
18 066 960 |
(194 993) |
17 871 967 |
17 871 936
|
Visible policing |
20 702 464 |
21 500 927 |
201 700 |
21 702 627 |
21 702 627 |
Detective Services |
8 757 701 |
8 850 257 |
17 866 |
8 868 123 |
8 868 123 |
Crime Intelligence |
1 886 902 |
1 947 635 |
|
1 947 635 |
1 947 626 |
Protection and
Security Services |
3 042 301 |
3 163 961 |
(24 573) |
3 139 388 |
3 139 388 |
Total |
52 556 440 |
53 529 740 |
|
53 529 740 |
53 529 700 |
Scrutiny of financial statements and the Notes reveals
the following:
·
A total amount of R7.516 million was
received in the form of foreign donor funds/aid assistance. Total expenditure
of foreign funds was R4. 239 million in comparison to the much higher
expenditure of R13.1 million in the previous financial year. In terms of local
funds, the SAPS had an amount of R7. 021 million of Criminal Assets
Recovery Account (CARA)[6] funds in
its account during 2010/11, of which only R311 thousand was spent (on current
expenditure) leaving a balance of CARA funds of R6. 710 million.
·
Expenditure for Compensation of
Employees increased from R33.7 billion in 2009/10 to R38.4 billion in 2010/11. A
total of R9. 8 million was paid out in performance rewards for 2010/11 in
comparison to R191. 210 million paid out in 2009/10. This is a decrease of
94.8%. Rewards were only paid to members of the Civilian Secretariat of Police
during 2010/11 for services rendered in 2009/10. The Report notes that ‘due to
spending pressure experienced in the compensation environment, essentially for
the payment of allowances to members with the hosting of 2010 Soccer World Cup,
the Department decided to reprioritise the amount initially reserved for the
payment of performance rewards, thus supplementing the provision made for
expenses for hosting the Soccer World Cup’.
·
Expenditure on Goods and Services increased from R10.6
billion in 2009/10 to R11.3 billion in 2010/11. Some noteworthy increases and
decreases include:
o
Consultants,
contractors and agency/outsourced: Expenditure decreased from R1.44
billion in 2009/10 to R1.38 billion in 2010/11 with notable decreases in Infrastructure
and planning (which decreased from R5.3 million in 2009/10 to R883 thousand in
2010/11) and increases in Laboratory services (increased from R137 thousand in
2009/10 to R970 thousand in 2010/11).
o
Computer
services: Expenditure increased from R1.987 billion in 2009/10 to R2.051 billion
in 2010/11. Expenditure to SITA decreased in 2010/11 from R1.56 billion in
2009/10 to R1.49 billion in 2010/11. However, expenditure on external computer
service providers increased from R424.4 million in 2009/10 to R563.1 million in
2010/11. The Department stated that the decrease in SITA payments was as a
result of the higher payments in 2009/10 for AFIS and network upgrades. The
higher expenditure for external consultants was for more data lines, payments
on IBIS upgrade, war-room establishment, IJS expenditure (including PCEM) and
case docket administration.
o
Operating
leases and owned and leasehold property expenditure: Expenditure
on Operating Leases increased from R1.5 billion in 2009/10 to R1.7 billion in
2010/11. Increases can be noted in expenditure for Cleaning Services as well as
Safeguarding and Security.
o
Other
operating expenditure: Other operating expenditure increased from
R417.5 million in 2009/10 to R443.5 million in 2010/11. In 2010/11 payment for
informers decreased in comparison to the previous year. In 2010/11, a total of
R35.4 million was paid in informer fees in contrast to the R39.2 million that
was paid in 2009/10.
·
Expenditure for capital assets
totalled R3. 293 287 billion for 2010/11 (increasing from R2. 800 331
billion in 2009/10) and was divided into:
o
Buildings
and other fixed structures: R1. 182 141 billion was
spent (increasing from R1. 071 712 billion in 2009/10 and R991.150 million in
2008/09). An amount of R63 940 million was moved to Buildings and other
fixed structures in the form of virement in the 4th quarter thus
increasing the adjusted appropriation of R1. 118 201 billion to R1.
182 141 billion. The total ring-fenced amount for expenditure on the construction and upgrading of
police stations was R878
million. The actual expenditure by end December 2010 was R912 million (which
was already 103.9% of the earmarked amount). A total of 19 out of 33 police facilities were reported as
completed in the 2010/11 financial year.
o
Machinery
and equipment: R2. 110 241 billion was spent (increasing
from R1. 726 766 billion in 2009/10 and R1. 616 023 billion in 2008/09). R351 thousand
of this total expenditure came from Aid assistance.
o
Transport
assets: R1. 432 097 billion was spent on transport
assets (vehicles) in 2010/11 (increasing from R1 035 695 billion in 2009/10).
o
Computer
equipment: R145. 662 million was spent on computer
equipment in 2010/11 (decreasing from R159.819 million in 2009/10).
o
Furniture
and office equipment: R22. 473 million was spent on
office equipment/furniture in 2010/11 (decreasing from R30.494 million in
2009/10).
o
Other
machinery and equipment: R174. 522 million was spent on
other machinery and equipment in 2010/11 (decreasing from R194.920 million in
2009/10).
o
Biological
assets: R905 thousand was spent on Biological assets (which
includes dogs) (decreasing from R1.853 million in 2009/10 and R1.996 million in
2008/09).
·
Assets to the value of
R542. 550 million were written off in 2010/11 (decreasing from R704.689
million in 2009/10 and R555.080 million in 2008/09). The majority of these written-off assets were
Transport assets – vehicles. The total value of vehicles written off was
R463. 342 million (decreasing from R647.787 million in 2009/10 and
R463.420 million in 2008/09). Of these total Transport Assets, the cash
received was only R1.135 million.
·
Irregular expenditure for 2010/11
totalled R76. 152 million (in comparison to R2. 523 million for
2009/10. This is a huge increase in irregular expenditure of 2,918.3%. Most of
this irregular expenditure has been condoned by the ‘Accounting Officer/ BAC’
(Bid Adjudication Committee). A total of R5. 618 million of this R76 million
has not yet been condoned, in addition to a total of R1. 258 million from
previous years. A total of R6.876 million worth of irregular expenditure is
under investigation. By far the highest amount (R5. 618 million) of this
amount which is under investigation falls under Renovations (Buildings). Areas
in which the highest amounts of irregular expenditure occurred were:
o
Accommodation and meals -
R45. 209 million (11 disciplinary cases)- R45.213 million condoned
o
Transport - R12. 629 million (2
disciplinary cases)- condoned
o
Contractors- Artists and performers
– R11. 950 million (6 cases)- condoned
o
Catering - R9. 272 million (3
cases); Total amount R9 312- condoned
o
Communication - R3. 769 million
(3 cases)- condoned
o
Inventory - R3. 469 million (2
cases) condoned
o
Advertising - R3. 461 million
(2 cases) condoned
o
Renovation (Buildings) - R554
thousand (4 cases): Total amount R 6. 270 million. Only R652 thousand condoned.
·
An amount of R771 thousand was
incurred as fruitless and wasteful expenditure in 2010/11 (in comparison to
R647 thousand in 2009/10). A total of R2. 757 million is still awaiting
condonation (including amounts from previous years). In none of the highlighted
incidents were disciplinary steps taken. Highest amounts occurred in:
o
Accommodation - R324 thousand
o
Incorrect payments - R225 thousand
o
Licence fees - R216 thousand
·
It is noted that the Sanlam
Middestad building lease (to the value of R611. 692 million) has been
included as a contingent liability. The total amount of accumulated claims by
private parties included as contingent liabilities for 2010/11 were to the
value of R11. 044 698 billion (increasing by 47.5 % from R7. 486 819
billion in accumulated claims in 2009/10). These are accumulated claims over
the years. Liabilities totally R3. 692 193 billion were incurred
during the 2010/11 financial year (increasing from liabilities of R2. 522 463
billion incurred during 2009/10). This is an increase of 46%. A total of R85.6
million was paid in claims during 2010/11 (increasing from R79 million that was
paid in 2009/10) and claims to the amount of R660.6 million were
cancelled/reduced (compared to claims to the value of R2.8 billion which were
cancelled/reduced in 2009/10). The overwhelming majority of claims were for
Police actions (R2 666 245 billion worth of new claims during 2010/11
and total claims in this area of R 5 655 552 billion). The second
highest area in which private parties are claiming against the Department is
for shooting incidents (R439.0 million incurred during 2010/11, which is lower
than the total claims of R526.5 million in 2009/10).
5.7. Report of the Auditor-General
The SAPS received an unqualified audit opinion
for the 2010/11 financial year with one matter of emphasis. The matter of
emphasis relates to the lease contract for the
In terms of legal and regulatory requirements:
·
Performance information: The following
information was not deemed to be ‘reliable’, i.e. valid, accurate and complete:
o
The performance indicator for
Programme 2 with regard to number of crime prevention actions focusing on legal
and illegal firearms, illegal drugs and stolen/robbed vehicles could not be
verified on the OPAM system, as not all crime operational plans had been
registered on the system. (Not ‘complete’).
o
The performance indicator of
programme 3 ‘Percentage of OCPI successfully terminated’ was inaccurate, as
some of these terminated projects were still reflected as active on the system.
(Not ‘accurate’).
o
The performance indictor for
Programme 2: specialised interventions - number of incidents stabilised is not
valid, accurate or complete, as the information captured in the monthly reports
differs from the consolidated quarterly reports used for reporting on this
indicator. (Not ‘accurate, valid or complete’).
Controls put in place subsequent to the audit: Process flows for indicators have been refined and will be workshopped
with stations.
In terms of compliance with laws and regulations:
·
Annual statements and report: The financial
statements submitted for auditing did not comply with section 40(1)(c)(i) of
the PFMA but were corrected by management. This included non-inclusion of
additional irregular expenditure (quotations not obtained, supplies not
declaring interest, approval without required information and Police Day)
totaling R70 million.
·
Procurement and contract management: The
Accounting Officer (the National Commissioner) did not take effective or
adequate steps to prevent irregular as well as fruitless and wasteful
expenditure. Contract performance was not managed effectively and economically.
Some goods and services procured on quotations were not done on a rotation
basis. Controls put in place subsequent to audit: Implementation of
new Instruction Note from National Treasury, establishment of project
management office, from 1 April 2012 electronic database for suppliers -
computer generated suppliers on cluster level.
·
Strategic planning and performance management: The National Commissioner did not ensure that the system regarding
performance management was effective, efficient, transparent and controlled.
In terms of internal controls:
·
Leadership: Commanders at station level responsible
for visible policing did not ensure that all required information was captured -
i.e. lack of oversight and management over reporting responsibilities. In
addition, commanders at cluster level responsible for investigating organised
crime did not ensure that all required information was captured - i.e. lack of
oversight and management over reporting responsibilities.
·
Performance management: Commanders at
station level did not oversee that crime prevention plans were registered on
the system.
In terms of other reports, the Report notes that:
Investigations: 476 members were charged
for corruption. Of these, 263 were suspended (215 with salary and 48 without
salary). The remaining 213 were not suspended. A total of 479 charges were
brought against members and three members were charged with more than one
crime.
External investigations: The Public
Protector conducted two investigations with regard to the leasing of a building
in
Report on consultants: The Auditor-General
noted in the 2009/10 report that it had begun a performance audit in June 2009
on the use of consultants within the Department. The performance audit is still
not yet completed but is in the reporting phase. The findings will be contained
in a separate report.
6.
Consideration of Reports of Committee on Public Accounts
The Department did not appear before SCOPA on financial issues during 2010/11.
However, the Department did appear before the Standing Committee on Appropriations
on 23 March 2011 to account for irregular virement made during the
Appropriation period, as well as slow expenditure of earmarked funds for the
Integrated Justice System and Criminal Justice System Revamp projects.
7.
Consideration of other Sources of Information
7.1. Government priorities for 2010 as
identified in the 2010 State of the Nation Address
In terms of crime, the following priorities were identified in the 2010
State of the Nation Address:
·
Reiteration of broad Outcome 3 which is to ensure that
all South African’s ‘are and feel safe’.
·
Specific priorities include reduction in serious and
violent crime.
·
Ensure efficiency of the justice system.
·
Increase the number of police members by 10% over
three years.
·
Prioritize reduction of hijacking, business and house
robbery (trio crimes) as well as contact crimes including murder, rape and
assault.
·
Ensure community collaboration and partnerships,
including encouraging community participation in community safety forums,
encouraging communities not to buy stolen goods and providing the police with
information about criminal activity.
Other priorities include:
·
Continued effort to eradicate corruption and fraud in procurement
and tender processes.
·
Host a successful Soccer World Cup.
·
Ensure job creation, particularly for young people.
·
Build a performance-orientated state by improving
planning, as well as performance monitoring and evaluation.
7.2. Committee Reports
During 2010/11 the Committee visited the SAPS Basic Training College in
Philippi (19 May 2011); the Inanda Police Station in KwaZulu-Natal (9 June
2010); Umtubatuba, Empangeni, ESikhawini, Estcourt and Kwamashu Police Stations
and the Chatsworth Basic Training College in KwaZulu-Natal (July 2010); and
Stellenbosch, Cloetesville, Robertson and Atlantis Police Stations and Bishop
Lavis Training Academy in the Western Cape (25-28 January 2011). In addition to
its report on the Budget 2010/11, the Committee tabled a special report on
Property Management and Capital Works within the SAPS (21 October 2011).
The Committee recommended in its Budget Report on the 2010/11 budget Vote
that the SAPS continue in its quest to reduce serious crime by 7-10% and not
4-7%, as indicated in the SAPS Annual Performance Plan 2010/11.
In addition, arising from concerns emanating from this budget process
around expenditure on the capital allocation of the SAPS, the Committee
embarked on a comprehensive project to ascertain expenditure in comparison to
service delivery (output) in the building environment of the SAPS. This process
resulted in the tabling of a comprehensive report on Property Management and
Capital Works in the SAPS, which highlighted the poor service delivery by the
Key service delivery issues identified during the oversight visits to
police stations and training academies in 2010/11 included:
·
Inadequate measures to ensure effective safeguarding
and control over both SAPS and exhibit firearms at station level. The presence
of amnesty firearms in the stores long after they were meant to have been sent
to the provinces for disposal was a serious concern.
·
Poor state of archives and SAPS 13 stores.
·
Inadequate implementation of the relevant legislation
passed by Parliament.
·
Community allegations of corruption by SAPS members,
particularly detectives. Generally, problems identified amongst the detectives
included high numbers of untrained detectives, shortage of detectives and
resources allocated to them, and ineffective security of dockets.
·
Ill-discipline was noted both at some of the stations and
at the training academies, particularly amongst staff/trainers.
·
Ineffective management at station level, particularly
in terms of overseeing the work of staff and ensuring that recordkeeping etc.
is in line with requirements.
7.3. Prior BRRR
The BRRR tabled by the Committee at the end of 2010/11 contained a
number of concerns and recommendations. The key concern in the previous BRRR
was around Supply Chain Management, particularly the lack of management
information systems, which resulted in the admission by the SAPS management
that they lacked knowledge of the quantity and whereabouts of both immovable
and movable assets under their control. Key recommendations made in the BRRR
tabled in 2010 included:
8.
Observations of the Portfolio Committee on Police
8.1. Consideration of financial issues
The following are key observations of the Committee with regard to the
financial performance of the Department for 2010/11:
Irregular
expenditure: Due to the large size of the SAPS, less than 5% of
the Service is audited by the Auditor-General’s office. Yet, the financial statements
reflect a huge increase of 2,913% in irregular expenditure incurred during
2010/11 from R2. 523 million for 2009/10 to R76. 152
million in 2010/11. The Auditor-General ascribes much of this irregular expenditure
(which was not initially reported as such by the SAPS) as due to irregularities
in accommodation provision in
The Auditor-General’s office indicated to the
Committee that the Minister of Police had directed the office to investigate
the irregular expenditure. They have reported to the Minister that a forensic
audit is required. According to the Auditor-General this irregular expenditure
arose from unfair and uncompetitive procurement practices, including not
obtaining three quotations, suppliers not declaring their interests, approval
without all required information and poor planning. The Department stated that
the Police Day irregular expenditure was as a result of not procuring goods
though competitive bids, and the majority of the rest of the irregular
expenditure was as a result of non-compliance with delegations of authority in
terms of the Public Finance Management Act (PFMA).
It is a concern to the Committee that this was allowed
to occur in the first place (insufficient controls), that the amounts were not initially
declared as irregular (an amount of R70 million of irregular expenditure was
only included in the statements after the Auditor General directed that this be
done), and that they were condoned by the Bid Adjudication Committee. The Committee
was very concerned that the Bid Adjudication Committee condones this
expenditure on the basis of whether ‘value for money’ was received,
irrespective of whether the processes were faulty. Members questioned the
qualifications of the members that sit on this committee, as well as the fact that
it may be that the people responsible for irregularities themselves in terms of
expenditure may be the same persons that sit on this committee and ‘condone’ this
expenditure. The fact that the BAC ascertained that ‘value for money’ was
received in all cases was seen as very problematic by the Committee. This point
of view seems to be supported by the office of the Auditor-General who
acknowledged that the Committee should be taking this issue further.
The Members requested, in addition, that the Department
should provide information on all members that have been disciplined in terms
of incurring irregular expenditure. The Department stated that in all incidents
where irregular expenditure was condoned by the BAC, the condonement was
conditional on investigation of the incident. In the majority of finalised
disciplinary cases in this regard, written warnings were issued, while in more
severe cases, the investigation in still pending.
Contingent
liability: The Committee was concerned that the ‘Matter of
emphasis’ included in the Report of the Auditor-General - the contingent
liability of the Sanlam Middestad lease (to the value of R611 million) as a
‘significant uncertainty’ may be substantially understated. The Department
stated that if the court makes a decision that the State is liable, then the
funds will have to be found and provided for within the existing baseline. The
Department believes that the R611 million is a correct estimate, including
escalations.
The Committee raised concerns around the high increase in accumulated
civil claims liability which is increasing each year. The Department paid
R85.6 million in civil claims during 2010/11 in comparison to R79
million in 2009/10. The Committee questioned the steps that have been taken by
the SAPS to improve the civil claims environment.
Virements: Virements
made during 2010/11 fell well within the 8% allowed by National Treasury.
However, due to the large budget of the SAPS, when money is shifted between
programmes, the actual sums involved can be very high, in fact sometimes as
high as the total budget of smaller departments. The Committee has raised this
issue in the previous BRRR, and reiterated this concern.
Donor funds: Members
questioned why the CARA funds which were in the SAPS account for 2010/11 were
not utilized in support of victims, particularly for the establishment of
victim-friendly rooms. The Department stated that the R7 million was approved
for utilization for forensic auditing, chartered accountants and training. The
money could only be used for organised crime and commercial crime functions. A
total amount of R6 million is committed to a chartered accountant firm for
forensic investigations for the DPCI and thus the fund will be depleted in
2011/12.
Civil
claims: R82 million owed by Department
of Minerals and Energy: The R82 million was incurred for steward security
functions performed by the Police during the World Cup. This money was paid in
the first quarter of 2011.
Reduction in
informer fees: The Department stated that this was the result of
processing of less informer fees. Reduction in fees occurred mainly in
Purchase of
a helicopter: The Committee is concerned that the Department is not
revealing operational/capital costs properly in their Strategic Plans or annual
Performance Plans or in the ENE. The helicopter was ordered in 2009/10 but has
not ever been mentioned in any documentation. The Department acknowledged that
better alignment of the Annual Performance Plan and the budget was desirable
and would be addressed. The 2012/13 Plan will be improved in this regard. The
total amount of this helicopter was approximately R30.9 million.
8.2. Consideration of performance per
programme
8.2.1. Programme
1: Administration
Key successes noted in this Programme for which the Department is
commended included:
·
Improvements in the management information systems in
the area of Supply Chain Management (highlighted as a key concern in the
previous BRRR).
·
Completion and implementation of the review of the
Basic Training curriculum and increase of this training to two years.
·
Achievement of a number of key targets, including
improvements in the ratio of vehicles to personnel.
However a number of concerns were raised including:
Capital
projects: The Committee raised a number of concerns around capital
projects including:
·
That only 19 of the 33 projects were completed.
·
That this means that the running costs for the 14
remaining projects will still be incurred in subsequent financial years and
thus the budgeted allocation for 2010/11 for these 33 projects has been
substantially exceeded, as they were all targeted for completion in 2010/11.
The Committee requested that the Department provides all projected costs of these
projects, final costs, as well as expenditure-to-date costs (for those that are
not yet completed) to the Committee. The Department conceded that the
Performance Plan for 2010/11 was probably not properly aligned to the budget,
and that both final expenditure and projected expenditure for many projects has
exceeded anticipated costs.
·
A number of projects are on hold due to bankruptcy of contractors.
The Committee raised questions as to why unreliable contractors were given the
contracts in the first place and why there was no cover for bankruptcy in these
cases. Even when contracts are driven by the Department of Public Works, the
SAPS has a responsibility (as the budget comes from the SAPS budget) to ensure
that all checks and balances are in place. The Department has acknowledged that
a number of projects, including the Roodeplaat Dog Unit (which has an anticipated
cost of R662 million) may not have been properly
signed off by the SAPS, as some precautionary measures to improve control over
the contracts driven by the Department of Public Works were only implemented
after this project was signed off.
·
High costs of projects including SAPS projects,
largely due to the extremely elongated periods of time taken to complete them,
is still evident. For example, Bisho and Lady Frere were both SAPS projects. The
projected cost of Bisho Police Station was R7.5 million and the final cost was
R29 million. The project began in 2004 and was only completed in 2010. The Lady
Frere project was also started in 2004 and completed in 2010 and was projected
to cost R9 million. It was eventually completed at a cost of R26.5 million. The
Department noted to the Committee that 13 projects are under investigation by
the Special Investigative Unit (SIU). Internal charges were also brought
against a number of members of Expert/Building services, including Brigadier
van Vuuren (who subsequently resigned) and Brigadier Beck, who was found
guilty. A number of Colonels (2) and Captains (5) have cases pending and have
been charged. A total of 11 experts have been lost in this process. All
Brigadiers have been replaced, and the Department has stated that some progress
in this area is now becoming apparent. In addition, the Department notes that
the Hawks will be investigating 10 more cases in the Building Services
environment.
·
That the poor state of other police facilities,
especially barracks has been noted by the Committee and is a concern. The Department
stated that they needed to prioritize construction projects within limited
resources but that new police stations would be constructed with police living facilities.
·
The target for completion of these 33 facilities was
set by the police themselves, and yet not met.
Construction
of rural stations: The Department provided the Committee with an amended
5-year plan, as well as with estimated and final/current costs of police
stations. In addition to the revised building plan of 134 projects for
2011-2016, a total of 30 additional rural stations have been identified for
inclusion in the following three- year building plans. The Department
acknowledged that the plan may change in the light of new information emanating
from the 2011 census. The rural stations will be built by Independent
Development Trust (IDT). The Memorandum of Understanding is in process and will
soon go out to tender.
Movable and
immovable assets: The Department noted that some improvement can be
seen in the management of immovable and movable assets, which had been noted as
one of the most serious concerns of the Committee in the BRRR for the previous
financial year. The Department has stated that it now has a management system
in place, so that it knows where all its movable and immovable assets are, and
can therefore account for these assets.
Basic
services: In response to concerns by the Committee, the Department noted that
there are 130 basic services which will be provided to 87 police stations in
the 2011/12 financial year, including 54 water services, 87 sewerage services
and 29 electricity services. This will cost the Department R53.6 million for
2011/12.
Vehicles: Members
questioned the effectiveness of the automated vehicle location system (AVLS),
as, at station level, there still seems to be a lack of control over vehicles.
The Department noted that they were not yet completely satisfied with the
functioning of this system. A total of 40 329 vehicles have been fitted
with the system (6 674 vehicles still need to be fitted) and a person has
been appointed in each cluster with access to a computer to monitor. Reports
can be drawn on the location of the vehicles and information obtained when the
vehicles are involved in accidents. However, it is only in 2012 that this will
be cascaded to station level. It was stated that the problems with the system
are issues around command and control (proper monitoring) rather than system
problems. The Committee was concerned that the Department could not properly
assess the impact of the system to date. However, the Department stated that
they would be able to provide a fuller report on impact in about 6 months time,
but, at present, it did seem as if the average costs to vehicles with AVLS’s
were reduced (R12 thousand in comparison to R17 thousand for vehicles without
AVLSs) and that they will retrain members to improve command and control. In
addition, the AVL system will in future include all kilometers traveled and
thus will alert stations when vehicles are in need of servicing.
The Committee also noted concerns in their oversight visits that it is
clear that there are not sufficient vehicles for use, particularly by
detectives. The Department acknowledged that while they believed that they had
sufficient vehicles, and that the ratio of vehicles to personnel was positive,
the distribution of vehicles was not ideal, especially at station level. The
Department stated that this concern would be discussed at the next meeting with
Provincial Commissioners.
Tetra
system: The Committee noted that budget allocated for the Eastern Cape Tetra
project was used for other expenditure in 2010/11 and noted with concern that
it had not received a briefing on this project. Detailed information on Tetra
was requested.
IS/ICT
projects: In response to questions by the Committee, the
Department acknowledged that, even though the target for 70% of IS/ICT
expenditure was reached in 2010/11, and that they eventually spent their
allocated budget (both ring-fenced and other), planning and delivery needed to
be improved to ensure that spending and delivery of products did not in future
only occur in the 4th quarter, as had occurred in 2010/11.
Training: Members
noted that there were fewer training opportunities provided for members in
2010/11 in comparison with the previous year and requested that reasons for
this be provided. The Committee was especially concerned around detective
training. In response to the figures provided by the SAPS on the number of detectives
that still require training (3 461), the Committee noted that this did not
correlate with the information that they found at station level, where many detectives
had not received any training whatsoever. The Committee requested detailed information
on how many of the 24 000 detectives still required training in terms of
the different training courses provided and by when all the detectives would be
fully trained. The budget for detective training for 2010/11 was R16 million.
In terms of firearms training, the Committee raised concerns around
whether police had to go through the same rigorous process as civilians in
obtaining a Competency certificate for the use of their firearms, as well as
what happened to police who failed the competency test.
A total of 115 members have been trained in strategic management over a
5-year period and 15 leaners are currently in training, using the
Appointments,
resignations and promotions: Members raised concerns around the
appointments and Section 35 terminations which occurred during 2010/11,
especially at management level. Members were particularly concerned around
appointments - Regulation 45 of 2008[7] (and
the effect that these have on existing members), as well as Section 35[8] terminations
and the cost of these to the Department. The Committee also questioned why so
few promotions occurred in 2010/11 and that no promotions had occurred in the
new rank structure categories of Lieutenant and Major.
The Department stated that 20 promotions and lateral appointments were
made in terms of Regulation 45. These included four promotions and 16 lateral
appointments. According to the Department, performance assessment and prior
performance is also taken into account. In
the four cases, all had experience and qualifications or motivations that
justified exceptional circumstances. The Committee raised the concern that
there had been allegations of poor performance amongst some of these persons.
The Committee was not convinced by the explanation of the Department.
The Department stated that 19 Section 35 terminations had been processed
in the past two financial years. During 2010/11 this amounted to R31 million in
severance pay. Section 35 can be initiated by employer or employee. A group of
top management discusses Section 35s requested by employees with Legal Services
and makes a decision. The final decision lies with the National Commissioner. The
Committee is convinced, and the Department has agreed, that it is financially
beneficial for a person wanting to go on retirement to take a Section 35. A
Section 35 includes a salary of six months plus up to five years, if they still
have five years’ service remaining before retirement age. The lump sum payment is
also higher. Approximately four people out of the 19 people that took Section
35 terminations in 2010/11 were under investigation at the time. There is no mechanism
to retrieve this money if the persons are convicted in court.
The new rank structure, including the two new ranks of Lieutenant and
Major, was only signed off by the Bargaining Council in April 2011. Subsequent
to the sign off of the structure, 5 310 promotions have occurred in all
ranks. The Committee has concerns around promotion within the officer ranks. Ranks
can be skipped in this process. Criteria for promotion include performance (satisfactory
level), at least one year uninterrupted service in the SAPS, as well as
seniority. Successful completion of a course is not a requirement.
In terms of suspensions with or without pay, the Department noted that
one SMS member was suspended with pay during 2010/11. During 2011/12 two SMS
members were suspended with pay. A total of 869 employees were suspended, 205
with pay and 664 without pay in 2010/11.
Sick leave: The
Committee noted that abuse of sick leave was clear from the oversight visits of
the Committee. The Department stated that they had also noticed this problem in
their visit to stations and had listed the police stations in which there had
been the highest increases. They have subsequently put in place measures to
ensure that sick leave is managed better at station level and have stated that
the sick leave figures for September 2011 show an improvement.
Cleaning
contract: The contract for Democratic Cleaners expired in 30 July 2011. A total
of 2 532 Public Service Act positions at level one were made available.
Currently, 2 530 cleaners have been appointed. A work-study to determine
future needs is in progress.
8.2.2. Programme 2: Visible Policing
Key successes noted in this Programme for which the Department is
commended included:
·
Successful provision of security around the FIFA
Soccer World Cup.
·
Positive progress in reducing the number of crimes,
including serious crimes, contact crimes and trio crimes.
However, a number of concerns were raised:
Impact of
FIFA Soccer World Cup: Members raised a number of concerns that some
of the targets were explained not to have been achieved as a result of the FIFA
Soccer World Cup. The Department had known that the World Cup was occurring and
thus the targets should have been set taking this into consideration.
The National Commissioner stated in explanation that a total of 8 500
people had been trained for crowd control, people had been withdrawn from their
normal work to prepare, and during the event more people had been withdrawn
after the strike by the private security companies and mandated to fulfill some
of the security functions. Services had therefore been sidelined which might
have impacted on some of the targets. However, the key concern raised by
Members was around the explanation that budget was not available because of
FIFA, such as for example with respect to the establishment of Victim Support
Rooms. Budgetary allocations should have been made and not been effected by the
World Cup, which had been separately budgeted for. Funds for the Soccer World
Cup included amounts of R1 001. 121 million.
Sector
Policing: The Committee once again raised serious concerns around the relatively slow
pace of implementation of sector policing across the country, though
recognizing that some improvements had been made in this regard. Sector
policing has been a management strategy, since as early as 2002, yet is still
not fully implemented. In addition, the Committee wanted to know the criteria used
to decide on the number of sectors and change the number of sectors per
station.
Escapes: The
Committee raised concerns that the reason given for the target of escapes not
having been achieved was due to the fact that measures taken to address escapes
were not cascaded down to station level. This should have occurred before the
target was set. In addition, the Committee wanted to know a breakdown of
escapes where the police and other officials were involved, as well as information
on the reasons for high escapes from the Community Service Centre and measures
taken to address this problem. The Committee, in its oversight visits, has found
extremely poor conditions and management of cells in the stations it has
visited and is thus not surprised by the relatively high number of escapes that
occur.
The Department stated that enhanced guidelines were issued only at the
end of the 2010/11. These included improved methods (equipment that should be
used); improving relationship with cluster departments (nature of the
criminal); enhanced practices at hospitals; reducing individual visits to cells
and implementing best practice from other countries. A total of 259 members
were charged in terms of aiding escapees, of which 28 were suspended, 85 found
not guilty, 149 found guilty, 18 cases were withdrawn, and 15 cases are still
pending.
SAPS 13
stores and archives: The SAPS had reported that the number of exhibit
firearms in SAPS 13 stores had decreased, but the Members noted that, as had
been apparent during their oversight visit, it was unlikely that this figure was
accurate, as the police at station level had no idea how many exhibit firearms
they had in their possession and where these were.
The Department acknowledged that there was a serious problem in SAPS 13
stores and that they hoped in future to have secure stations per cluster that
are responsible for securing all SAPS 13, as well as state firearms in that
Cluster. However, due to resource constraints, this was not possible to implement
immediately. They also acknowledged that they relied on figures provided by the
provincial office, however unreliable these might be. The Department also
acknowledged serious problems with archives, related primarily to shortage of
space, but, in the opinion of the Committee, this was primarily as a result of
poor control and management.
Firearm
applications: The Committee raised serious concerns that, even
though good progress had been made in 2010/11 to process firearm applications,
it was apparent from oversight visits to police stations that the licences and
competency certificates that had been processed had not been distributed to the
applicants. Some of these licences had actually expired. The Department stated
that they had now put mechanisms in place to ensure that this problem did not
re-occur. Dedicated personnel have been appointed to deal with licensing. New
measures include SMS messages, publishing notices in local newspapers, radio
stations and other media. An archiving system will be established at provinces
to deal with uncollected cards. The Department has finalised the national and
provincial structures and the post will be filled. At station level,
capacitation will be created and filled for dedicated posts.
Loss of
firearms: The Committee raised numerous concerns around control over
firearms by members, as well as those kept in SAPS safes at the station. The 1 135 lost firearms are only those
that have been reported lost. But it is clear from visits to stations that, at
station level, there is very little control over SAPS firearms that are booked
in and out. The Committee wanted to know how many of the lost firearms resulted
in criminal proceedings against the members, as well as conditions under which
these firearms were lost.
The Department stated that, when a firearm was lost by a member of the
SAPS, a criminal as well as an internal investigation would ensue. In terms of
identifying whether these were used in the commission of crimes, the serial numbers
of many recovered firearms had been filed off, so they could not be linked to lost firearms. Measures
had been put in place to improve tracing of firearms with other markings. A total
of 227 members had been charged in terms of the disciplinary process with
respect to the losses. Of these, 203 had been found guilty, 43 not guilty and four
cases had been dismissed. A total of 786 cases had not yet been classified as the
investigation was still ongoing to make a determination in terms of the member’s
liability.
Victim
Support Rooms: The Committee raised concerns that the target for
victim- support rooms had not been met, allegedly because of budget
constraints. The Committee is concerned that the target to establish 79 rooms
was in the Performance Plan but not properly budgeted for. The FIFA World Cup
cannot be used as an excuse for not reaching this target.
Reservists: Members
raised concerns around the long period of time that it had taken to review the
reservist system, thus effectively not allowing reservists to offer their
services at station level.
Public Order
policing: The Committee raised questions as to whether the Department was
exploring use of other non-lethal measures to deal with crowds, especially in
light of increased crowd control operations related to service delivery
protests. The Department stated that it was increasingly making use of water
cannons (the water should be dyed to mark persons) and exploring other mechanisms.
While acknowledging that the SAPS members ought not to overreact and abuse
their powers, the Department stated that organisers ought also to act
responsibly. In addition, members noted that the target for crowd control
initiatives stabilization should be set at 100% rather than 97%. This has been
addressed in the 2011 Annual Performance Plan.
Responsibilities
at borderline: Members wanted
to know what had happened to the SAPS equipment at borderlines in which
services had been withdrawn or reduced, as well as what had happened to the
personnel that had been removed from these functions. Members raised the
question as to whether the relationship between the police and defence force had
improved, as problems had been noted. Members also questioned the purchasing of
a helicopter for this function, in the light of reduction of police responsibilities
at the borderlines.
The Department stated that the equipment had been redistributed to
border posts (and some demobilized) and the permanent members had been redeployed
to the nearest border posts. Detached members had been sent back to their original
units. The Commissioner had stated that they had put a process in place to communicate
more effectively. The Department stated that the SAPS was still involved in
borderline duties, and thus the purchase of the helicopter was justified. The
Department stated that the helicopter that was purchased in the first half of
2010/11 would also be used for crime-prevention duties.
Air Wing: In response
to concerns raised around whether there were sufficient pilots, the Department
stated that, while there were three vacancies (there are 49 pilots) and 50
aircraft, they had enough, as there should not be more pilots than there were
aircraft. Two pilots would retire soon, but they had 11 student pilots to
succeed these. The Department calls reservist pilots in when assistance is
required.
8.2.3. Programme 3: Detectives
Key successes noted in this Programme for which the Department is
commended included:
·
The detection rate targets were achieved.
·
Commendable progress was made in reducing (in fact
eliminating) backlogs in the Forensic Science environment.
·
However, a number of concerns were raised:
Detection
rate: Detection rate and percentage of court-ready cases dockets is the
essence of the success of policing. The Committee raised concerns that the relatively
low percentage of Court-Ready case dockets (about 30%) were only the percentage
of those cases actually detected. While it is noted that improvements have been
made in many of detection rates, these are still too low and, in addition, the
ratio between targets (i.e. between detection and court-ready case dockets) should
be far less. The detection rate needs to be improved. The Committee was
concerned that the Department seemed satisfied with the relatively low
detection rates (and the court-ready case dockets) as these were mostly in line
with targets. The Department has acknowledged that improvements to detection
have also been prioritized by the management of the SAPS.
Conviction
rate: Members restated that they believed that conviction rates ought to be
reported and ought to be reinserted in subsequent annual reports. This
indicator (used in conjunction with the other two indicators) would provide a
clearer and fuller picture of the successes and problems. They requested that
the conviction rates for serious crimes should be reported in the hearings
which took place.
Training: In response
to questions about training, it was noted that, out of the 20 730
detectives at station level, 4 845 would need training in the Resolving of
Crime (ROC) course. There is a backlog of 387 that still need to be trained in
the Family Violence, Child Protection and Sexual Offences units. The Department
acknowledged that not all Branch Commanders and Unit Commanders had been
trained and questioned why members had been put in these positions without
training. While the Department stated that persons could receive the training
at a later stage, members still believed that, in terms of proper career-pathing,
it is better to train before appointment.
Crimes against
women and children: Successes at combating crimes against women and
children are less promising. The Committee raised concerns that even though
this is a priority of Government, it is not sufficiently reflected in the prominence
given to these crimes by the police. While commending the re-establishment of
the 176 Family Violence, Child Protection and Sexual offences units (FCS) units
(but also noting that it will take some time to rebuild these structures, so that
they are really effective), much more still needs to be done.
The Department has stated that harsh sentences meted out to these
offenders will serve as a deterrent. The Department has embarked on a strategy
to focus on repeat offenders. The Department stated that all units were fully
functional and fully resourced. An amount of R49.5 was ring-fenced in 2011/12
in terms of physical resources. Some members were still undergoing the
requisite psychometric tests.
Lost/stolen
dockets: A total of 117 dockets were lost or stolen in 2010/11. Eleven criminal
charges were instituted against members and 12 disciplinary charges were made
in these cases. Many dockets go missing in the archives or at courts. The
archives are in a poor state, due to the moratorium on destroying dockets and
the shortage of space. The Committee is concerned that dockets are not secured
at police stations and are sure that the number of dockets lost is far larger
than the 117 reported for the 2010/11 financial year.
Detectives
at station level: The lack of command and control of detectives at
station level is a serious concern. Commanders are not trained and many of them
are unable to manage their detectives effectively. Urgent action is needed at detective level to
cause a real turnaround.
Directorate
of Priority Crime Investigation (Hawks): The Committee raised questions as
to whether all members had been vetted and whether losses had emanated from the
vetting process. In addition, it was noted that the reporting on the DPCI did
not really give a sense on how the units were doing and whether they had
sufficient trained personnel and capacity to do their work effectively.
The Department noted that there were vacancies (305 posts) at the Hawks.
The current strength was 2 835 and there were 3 140 posts. The
Directorate was focusing on allocating posts to deal with problems identified
by the Auditor-General with regard to the Organised Crime Project
Investigations. Financial capacity and corruption tackling capacity would also
be prioritised. All members had top secret or temporary secret level of
clearance. A total of 39 people had been lost in the vetting process. They had
sufficient resources and shortages were addressed through training and
recruitment. A total of 36 out of 55 projects carried over from the SAPS had
successfully been terminated, 97 cases were in court and 136 cases had not been
finalised. All merged capacities i.e. commercial crimes units, organised crime
units, Scorpions and SAPS High Tech units had their own internal culture. There
were still challenges in relationships and the Department had looked at service
providers to do an organisational diagnosis and assist with a transition to a
desired merged organisational unit.
Cybercrime: In response
to concerns around the capacity to deal with cybercrime raised by the Committee,
the Department stated that the SAPS worked with the Department of
Communications, State Security and others in the Justice cluster. The SAPS had
developed capacity in the DPCI Commercial Crime unit by employing more skilled
personnel to form cyber laboratories. The Department also had capacity in the
Crime Intelligence division and collaborated with the Banking Industry, while
trying to build upon internal capacity. There was also co-operation with
international structures, including the Federal Bureau of Investigation (FBI)
and Chinese law enforcement agencies. In conjunction with Human Resources, the
Department was building up training capacity to deal with the collection of
digital evidence. The Department acknowledged that, both as a Cluster and within
SAPS, more work needed to be done to deal with this growing trend.
Fingerprint
Bill: The Division has prioritized building awareness amongst members in the
Criminal Record and Crime Scene Management. This will be expanded to other
members at a later stage.
Forensic
Science Laboratory: Emanating
from the visit of the Committee to the forensic laboratories, the Committee raised
a number of questions around the laboratories, including space and
infrastructure, security measures taken to deal with security of drugs at the
laboratories, and the status of new and defunct equipment. Concerns were also
raised around the desirability of the alleged decentralization of the Criminal
Record Centres to provinces. Questions were also asked as to whether the earmarked
funds for the Integrated Justice System and Criminal Justice System Revamp
projects had eventually been spent on the items originally planned for.
The Department reported that a number of areas had improved at the
Silverton laboratory, but the conditions were still not ideal. There was no
budget in the MTEF for building of laboratory and thus the Department could
only maintain and repair what it had. Containers had been procured to enhance
the storage of drugs and drugs were destroyed on a quarterly basis. Expenditure
from the Capital Works budget would be incurred for the revamp of the Tshwane
Laboratory at Silverton. The building of an exhibit storage facility in
Silverton was on the priority list for the current MTEF. The tender process for
the installation of cameras at the drug storage facility at Silverton had not
yet been finalized. Additional cameras had been procured for the
The Plattekloof laboratory is nearing completion and should be finished
in November 2011. The final cost of the project will be over R500 million. The
KwaZulu-Natal Laboratory and the
New technology is being tested by Applied BioSystems to overcome
challenges experienced with the GSPS. The GSPS is operational with nine
employees. The services of the manager responsible for the Marshal System
procurement and decommissioning has been terminated. An investigation and
report on the unutilized equipment has been undertaken. The cost of this
equipment was R3.4 million. The equipment cannot be utilized as it is outdated.
The equipment has depreciated, but it is possible that some exchange with a
service provider may be possible. The Division has initiated Technical
Management capacity to facilitate acquisition of technology together with
Technology Management Services.
The Department stated that despite decentralization, the Forensic
Service retained custodian functions. The intention was to improve capacity at
cluster and provinces, but the current challenges warranted a review by
management.
The Department stated that the earmarked funds had been spent on the
items/areas that they were originally planned for, despite the delays in
spending these funds.
8.2.4. Programme 4: Crime Intelligence
Key successes noted in this Programme for which the Department is
commended included:
·
Achievement of the targets in Crime Intelligence
environment.
However, a number of concerns were raised:
Secret
Service Accounts: The Committee raised concerns with allegations around
misuse of secret funds from this account and reiterated that these were
concerns that they had raised in the previous year, but which had not been responded to. However, the National
Commissioner stated that the fund was not under their command and no-one in his
Department had detailed knowledge around the finances of this account and thus
could not respond to concerns. The Inspector General and the Joint Standing
Committee on Intelligence (JSCI) oversee this account. The Committee will
arrange interaction with the JSCI in this regard.
Intelligence-driven
police service: The Committee raised the concern as to whether, at
station level, crime intelligence members were utilized optimally and co-operated
effectively with all others, such as detectives, visible police etc. The
Committee is concerned that this may not be working as effectively as it should
at station level, despite prioritization of this strategy.
The Department said the best performing police stations were those in
which the intelligence officer briefed the Station Commander each morning and
where there was good co-ordination with other members at station level. The
Committee was concerned that management was not taking sufficient steps to
address non-compliance with the directives by management at station level in
this regard.
Former Provincial
Head of Crime Intelligence
The Department stated that Mabasa had received a Section 35 on the basis
of restructuring. The Department had terminated his service in terms of Section
35 and had paid his actual benefits in terms of the SAPS, Government Services
Pension Fund Act and Basic Conditions of Service Act. This included R1 million
from SAPS Act and R1 137 882 (40% taxable) from his pension. A monthly
pension would be paid. He had been paid out for 34 years of service. The
Department could not comment on the criminal investigation, as these were allegations
at this point.
Vetting: Not all Crime
Intelligence members have been vetted, including not all of the 1181 new
members received in 2010/11. This is due to insufficient capacity at the
vetting office, which only has 106 members nationally. The decision has been
made to improve capacity of the vetting office to address this problem.
8.2.5. Programme 5: Protection and Security
Services
Key successes noted in this Programme for which the Department is
commended included:
·
Decrease in the number of crimes in the railway
environment.
However, a number of concerns were raised:
Corruption
at border posts: Members
reiterated concerns around the high level of corruption within the SAPS
stationed at border posts. The National
Commissioner acknowledged these problems but stated that the police were aware
of these problems and were implementing operations to combat this problem,
targeting both SAPS as well as other departmental persons. In September 2011, a
bust of 24 members at Lebombo by the Hawks had been an achievement. A Cabinet
decision had been made for the SAPS to take over OR (currently under private
and international security). There was a need for improved technology, such as
scanners to assist in combatting crimes/corruption at the borders posts/lines. The
Department had embarked on a vetting process of all officials which started in
February 2010. An awareness campaign had been initiated to increase awareness
of members around corruption, but a decision had been made to ensure that
members involved in corruption were investigated, disciplined and removed
completely from the SAPS. These members were therefore not removed from this
environment and transferred to another environment. Investigations of this
nature were lengthy and might take as long as four or five years.
9. Conclusion
In conclusion the following can be noted:
The Committee commends
the Department for using 100% of its budget and for receiving an unqualified
audit. A number of key improvements and successes are noted in the performance
of the Department during the 2010/11 financial year and in the current
financial year. The Committee is, however, clear on the fact that it is
necessary to further improve management systems and controls to ensure that all
members in the SAPS function to the best of their ability and in line with the
requirements of all laws, regulations and orders.
The reduction in the
murder rate to the lowest levels in many years is particularly welcomed and the
reduction in a number of contact crimes and other serious crimes is beginning
to realize the outcome of ‘ensuring that all people in
The SAPS and its members deserve the
support of all South Africans in the role that they play in fighting crime to
ensure that we are all safe. The Committee recognises the dedication and
passion of many members of the SAPS to fulfil this function.
10. Recommendations
In light of the above, the following budgetary and other recommendations
are made:
Budget: The budget
of the Department is relatively adequate for their needs. The issue is not therefore inadequate funding,
but rather the more effective utilization of existing funds.
Funding for
the Cluster: The Department needs to note the responsibility that
comes with receiving the biggest budget allocation in the Cluster and should thus
use these funds responsibly. The Cluster should take more interest in ensuring
that the ring-fenced funds are efficiently spent in terms of the Criminal Justice
Revamp spending.
Funds
allocated: Allocated funds that are not properly spent can be
reduced. In this respect it is recommended that:
·
Police Day: The
Committee supports the celebration of the SAPS. However, any planned event in
the annual plan of the SAPS does not justify irregular expenditure being
incurred. A review of the nature of Police Day should be undertaken.
Irregular
expenditure: Due to the huge increase in irregular expenditure,
and the acknowledgement by the Auditor-General’s office that they do not have
the capacity to undertake a full forensic investigation, it is recommended that
an investigation into this irregular expenditure is initiated and referred to a
relevant body for investigation. The outcome of this investigation should be
reported to the Committee on completion. The Minister will be invited to the
Committee to report on this issue.
Auditing
process and audit findings: The Committee welcomes the initiative by the Auditor-General’s
office to expand their sample in subsequent years by auditing 25 police station
on an announced basis, as well as (for the first time) five unannounced
stations. The information emanating from these five unannounced stations will
be used to guide future auditing processes. Theb Auditor General’s office
should report to the Committee on the outcome of this new auditing process, on
completion.
The Department highlighted steps that it has taken to address the
concerns of the Auditor-General. The Portfolio Committee will monitor progress
on these management control measures.
Virement: The
Portfolio Committee on Police recommends to the relevant Parliamentary Committee
that the PFMA should be amended to ensure that virement is capped by imposing a
limit on actual amounts that can be shifted, rather than by a percentage
only. Where the 8% is higher than the
capped amount, the Department should go back to Treasury to get permission.
Reprioritization
of resources to combatting crimes against women and children: Despite a
number of successes in 2010/11 with regard to crimes in general, a key concern
remains the combatting of crimes against women and children. The SAPS strategy
for combatting crimes against women and children should include clear timeframes,
as well as a ring-fenced budget. This costed strategic plan should be presented
to the Committee during the budget hearings in 2012 It is recommended that
resources be actively reprioritized to combat these crimes, including
ring-fencing money for the following purposes including:
·
Ensuring effective resourcing of all FCS units, both
in terms physical and human resources.
·
Ensuring that all members of FCS units are fully
trained and competent in performance of their functions.
·
Ensuring that all members of the Community Service
Centre and the volunteers, who are the first point of call for the public,
should be trained to respond effectively to victims.
·
Ensuring that all members of FCS units are obliged to
attend trauma debriefing sessions with trained social workers/psychologists.
·
Establishing of all Victim Support Rooms.
·
Utilizing outside resources and the use of experts to
understand trends in particular areas/provinces and initiate concerted
interdepartmental and intersectoral efforts to prevent these crimes.
·
Prioritizing these crimes in the Forensic Science Laboratories
and the Criminal Record Centres to ensure fast turnaround times for analysing
reports in these cases.
·
Ensuring that crime intelligence personnel at station,
cluster and provincial level are focused on intelligence gathering and sharing initiatives
to prevent and detect these crimes.
·
Expanding units in problem areas including in the
The Department should report to the Committee on this issue within 30
days of tabling of this report.
Security of
SAPS 13 Stores: The Regulations around the management of SAPS 13
exhibits must be implemented to the letter. All stations should have well
secured and organised Stores, managed effectively by a competent and reliable
person in charge. The Committee recommends that the Secretariat utilizes its
Monitoring and Evaluation Unit to monitor the management of SAPS 13 Stores at
station level and report to the Committee on the result of this exercise.
SAPS Firearms:
Regulations around the control of SAPS firearms must be strictly adhered
to. Unnecessary excess firearms should not be kept at the station. A proper
audit should be completed of all firearms at station level. In addition, the
Department should report on the anticipated costs and risk assessment, which
should be completed before embarking on a centralized (cluster) model for the
safekeeping of excess firearms.
Budgeting of
targets: There were a number of targets that were not met due to ‘budgetary
constraints as a result of FIFA’. The Committee has asked before and reiterates
that all targets should be costed and budgeted for and that this information
should be provided to the Committee during the strategic planning process.
Collaboration:
The Committee takes note that the Auditor-General will not qualify the
opinion of the Department if irregular expenditure and other issues are
correctly disclosed in the financial statements. It is the role of other
oversight bodies, including the Portfolio Committee on Police, to take issues
identified by this Office further. The Committee recommends closer co-operation
between itself and the Auditor-General’s office, as well as between itself and
the other relevant parliamentary Committees.
Annual
Reports and Performance Plans: Detailed information should be
reported on in subsequent annual reports in the following areas:
·
Following the adoption of the SAPS Anti-Corruption
Strategy, the Department should report on:
o
The resources dedicated to the implementation and
monitoring of the SAPS Anti-Corruption Strategy.
o
Numbers of police officials that are dismissed and not
dismissed after being convicted of a criminal offence, including per province.
o
Number of police officials that have criminal charges
against them.
·
Loss of departmental firearms: including
o
How these firearms were lost (e.g. negligence, stolen
etc.).
o
What action was taken against those responsible.
o
Financial implication of losses.
·
Conviction rates: The Committee wants conviction rates
reinserted into the annual performance plans and the annual reports. While acknowledging
the concern of SAPS that conviction rates are not entirely under the control of
the Department, it is the opinion of the Committee that they still provide a
valuable source of information as to the quality of investigation completed.
The Committee requests that information on: number of cases reported, cases to
court, conviction rates and numbers undetected are all included in the annual
performance plans and annual reports.
·
Crime Intelligence: A target indicating the number of
cases in which a conviction was as a direct result of involvement of Crime
Intelligence should be included.
Terminations
and appointments: Section 35 of the SAPS Act (terminations) must be
dealt with strictly in terms of the spirit of the Act. Information on all
Section 35 terminations awarded during the financial year, including reasons
and full costs (including costs to the pension fund) must be included in the
Annual Report.
Regulation 45 must be dealt with strictly in terms of the spirit of the
Regulation. These should be reported in the Annual Report and the information
should include the reasons for use of the Regulation, identification of all
vertical appointments and lateral entry appointments; and for each case
identify the reason used to justify this.
The Committee will review these two issues in the process of reviewing
the SAPS Act.
Poor
management at all levels: The Committee has found during its oversight
visits in 2010/11 that, despite training opportunities provided there is a lack
of proper implementation of management practices at station level. The clusters
are not adequately fulfilling their strategic management role in terms of
stations and the provinces are not adequately fulfilling their strategic
management role in terms of stations and clusters. The Department must report to the Committee on
steps that it has taken and will be taking to improve management and control at
all levels.
Building
projects: Prioritization of building projects should be based on a scientific
needs analysis. Deviations from prioritized lists should only occur under
exceptional circumstances and all deviations should be reported to Parliament. Progress
on delivery of basic services at station level should be reported back to
Parliament. The Department must report to the Committee on details of and the
plan going forward to deal with State accommodation for police members.
Focused prioritization
of Detective functions: The Department should prioritize resources,
including recruitment to fill vacant posts, training, vehicles and other
resources, such as cell phones and computers.
The Department should present a plan to the Committee on how they intend
to ensure that all detectives are fully trained (have attended ROCC) within a
defined time period.
Prioritization
of Crime Intelligence functions: The Department should prioritize
filling the vacant posts at Crime Intelligence and ensuring that these
personnel are properly trained. Operational crime intelligence capacity at
station level must be effectively utilized as per Standing and Station Orders.
The Committee will meet with its counterparts in the Joint Standing Committee
on Intelligence (JSCI) to discuss the Committee’s concerns with regard to the
secret fund and the performance of Crime Intelligence.
Report to be considered.
[1] National
Treasury (December 2010) Budget and Expenditure Status report for the
Department of Police
[2] National
Treasury (December 2010) Budget and Expenditure Status Report for the
Department of Police.
[3] National
Treasury (December 2010) Budget and Expenditure Status Report for the
Department of Police
[4] National
Treasury (December 2010) Budget and Expenditure Status Report for the
Department of Police
[5] Information
Systems / Information and Communications Technology
[6] The CARA is a
separate account within the National Revenue Fund into which monies and
property are deposited, following a judicial forfeiture or confiscation order.
The funds are managed in an office of the CFO in the Department of Justice and
Constitutional Development. A Committee may make recommendations to Cabinet
regarding this money which may be allocated to specific law enforcement
agencies and/or institutions/organisations or a fund established to render
assistance to victims of crime. Section 69A of the Prevention of Organised
Crime Act states that whenever Cabinet allocates such funds the Minister (of
Justice) shall cause all particulars of such allocation to be tabled in
Parliament.
[7] Regulation 45
deals with appointments which are made outside of the normal processes which
entail advertising for posts. These appointments can only be made under limited
conditions such as ‘exceptional circumstances’. Written reasons must be
provided for all these appointments. These appointments can be lateral-
different posts but the same rank; or vertical- the appointments entail
movement to a higher rank.
[8] Section 35 of
the South African Police Service Act which deals with terminations of service
of members. This section provides specific conditions under which services can be
terminated.