CIVILIAN SECRETARIAT FOR POLICE

1. PRESENTATION TO THE PORTFOLIO COMMITTEE ON POLICE: TECHNICAL ANALYSIS OF SAPS 2011/12 ANNUAL REPORT CIVILIAN SECRETARIAT FOR POLICE

2. OUTLINE OF PRESENTATION • BACKGROUND • TECHINCAL ANALYSIS PER FOCUS AREA 2.1 CAPITAL PROJECTS 2.2 ASSET MANAGEMENT 2.3 DETECTIVE SERVICES 2.4 CJS REVAMP 2.5 TRANSFORMATION/PROFFESIONALISATION OF THE POLICE 4. RECOMMENDATIONS 5. CONCLUSION

3. BACKGROUND • The Civilian Secretariat for Police: • has been established in terms of section 208 of the Constitution of the Republic of South Africa, 1996; and • derives its mandate from the Civilian Secretariat for Police Service Act 2011 i.e. exercise civilian oversight over the police service. • One of the key functions is to monitor the performance of the police service and regularly assess the extent to which the police service has adequate policies and effective systems and to recommend corrective measures; • PFMA also requires the Accounting Officer to submit to the EA, the Annual Report that include Audited Financial Statements and AG Report; and • It is in the context of the above that SAPS Annual Report was analyzed.

4. TECHNICAL ANALYSIS: CAPITAL PROJECTS • Under-spending on capital projects is of concern given that it is a Presidential and Ministerial priority; and • Carry-over of building of police stations and capacity projects mainly basic services is an area that still requires attention.

5. TECHNICAL ANALYSIS: ASSET MANAGEMENT • The AR shows that there are sufficient bullet proof vests for all members; • SAPS needs to assess the number of official firearms available to guard against oversupply; • A process has been set by the National Commissioner to deal with firearms related matters, and this process must address improved management of firearms; • Management of vehicles at police station level and SAPS garage is an area that need more attention; and • Allocation of resources should be done according to the revised RAG.

6. TECHNICAL ANALYSIS: DETECTIVE SERVICES • While detective training has improved, the improved training must result in improved impact in detective services and ultimately improved detection and conviction rates; • The development of the FCS Units is encouraging however an ongoing challenge must be the retention of capacity within these units; and • Progress has been made to capacitate members to deal with issues related to victim empowerment, however SAPS must ensure that Victim Support Facilities are utilized for victim support and not for other purposes.

7. TECHNICAL ANALYSIS: CJS REVAMP • There was under-spending on the CJS Revamp; • While 76 per cent of the targets were achieved there is still a need to unpack the specific projects and how they relate to CJS; and • The projects must also be assessed based on the impact such projects have for the CJS revamp.

8. TECHNICAL ANALYSIS: TRANFORMATION/ PROFESSIONALISATION OF POLICE SERVICE • While the SAPS is meeting targets in terms of the racial profile of the organization, there is a need for a broader understanding of transformation which is more than race and gender; • The recent project that has been developed by SAPS on Recruitment to Retirement must ensure that issues of transformation are incorporated into all aspects of HRD; • Representation of people with disability and women is still low and urgent attention is needed.

9. TECHNICAL ANALYSIS: TRANFORMATION/ PROFESSIONALISATION OF POLICE SERVICE • There is need to align systems within the SAPS e.g. Internal Audit, Inspectorate, Monitoring and Evaluation and the Performance Management Chart to enable management to professionalize the police service; • While SAPS has developed a relatively good Anti-Corruption Strategy, the key challenge will be to ensure practical implementation at all levels. This must include addressing the Code of Conduct, discipline management and anti-corruption approaches. These initiatives must begin to give consequences for managers who do not perform; • SAPS should put in place systems of ensuring greater accountability of leadership with regard to implementation of standing orders, National Instructions and Regulations

10. TECHINICAL ANALYSIS: ICT • An on-going concern remains on the planning and implementation of ICT systems within SAPS; • Key challenge for SAPS is to look into integrating ICT Systems in a manner that will enable effective management of information; • Challenges regarding the dependence on SITA to deliver Information Systems (IS) and/or Information Communication Technology (ICT) equipment have been indicated; • In the ICT turn-around strategy post the current financial year, it is essential that detailed project plans are developed in order to enable proper monitoring; • The impact of projects must also be clearly spelt out

11. RECOMMENDATIONS • The SAPS must strive to achieve at least 90% of the targets set per programme; • An Integrated Infrastructure and Capacity Project Plan that speaks to both the building of police stations and capacity projects has to be developed with DPW • The revision of the RAG is encouraged and full Implementation needs to be ensured; • The ICT Turn-around Strategy needs to speak to the integration of systems within SAPS and the CJS; • SAPS must strive to achieve a clean audit rather than an unqualified Audit Report; and • SAPS should ascertain the impact of the targets achieved.

12. CONCLUSION • The achievement of 67 percent reported in the AR show a performance growth of 2 percent as compared to the 2010/11 financial year. Attention needs to be paid on specific targets e.g. Administration and Visible Policing; • The improved performance by 14 per cent of the detective services environment is noted; • While Crime Intelligent targets were met, processes have to be put in place by the National Commissioner and Minister to stabilise crime intelligence; and • The SAPS can do more than the achievements recorded thus far however, rigorous steps towards ensuring accountability and delivery of services to the communities must be taken.

13. THANK YOU