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PRESENTATION OF THE 2015/16 ANNUAL REPORT TO THE PORTFOLIO COMMITTEE ON POLICE

This presentation outlines the performance of the Civilian Secretariat for Police Service for the 2015/16 financial year to the Portfolio Committee on Police. It covers the department's background, commitments, key achievements, performance overview, and action plans based on audit findings. The mandate, vision, mission, and strategic goals of the Secretariat are discussed, along with its alignment with the 2015-2019 MTSF and NDP priorities. The Secretariat's contributions to outcomes such as public safety, effective public service, and nation-building are highlighted. Challenges faced, such as leadership changes, funding issues, and unfunded mandates, are also addressed. The presentation emphasizes the Secretariat's efforts in providing policy advice, oversight, and support services to enhance the accountability and transformation of the police service. The achievements and performance of the Administration Programme are detailed, along with key reasons for variances against set targets.

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PRESENTATION OF THE 2015/16 ANNUAL REPORT TO THE PORTFOLIO COMMITTEE ON POLICE

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  1. PRESENTATION OF THE 2015/16 ANNUAL REPORT TO THE PORTFOLIO COMMITTEE ON POLICE 13th OCTOBER 2016

  2. OUTLINE OF THE PRESENTATION • Introduction • Background • 2015-2019 MTSF & NDP Priorities • 2015-2016 Commitments • Overview of Departmental Performance • Financial Information • Audit Findings Action Plans

  3. INTRODUCTION The purpose of our presentation is to account to the Portfolio Committee on Police on the Annual Performance of the Civilian Secretariat for Police Service for the 2015/16 financial year

  4. BACKGROUND • The mandate of the Civilian Secretariat for Police Service is derived from the 1996 Constitution & the Civilian Secretariat for Police Service Act, 2011: • Provide the Minister with policy advice and research support • Develop departmental policy through qualitative and evidenced based research • Provide civilian oversight of the Police Service through monitoring and evaluating overall police performance • Mobilise role-players, stakeholders and partners outside the department through engagements on crime prevention and other policing matters, and • Provide other support services to the Minister in pursuit of achieving his/her mandate

  5. BACKGROUND • The vision of the Secretariat is “a transformed and accountable police service that reflects the values of our developmental state” • The mission is “to provide an efficient and effective civilian oversight over the SAPS and enhance the role of the Minister”

  6. BACKGROUND • The strategic goals of the Secretariat are: • A well advised and supported Minister for a service delivery oriented police service that is accountable • Quality, timeous, evidence-based strategic research, policy advice and legislative support to the Minister • Deepened public participation in the fight against crime • Enhanced accountability and transformation of the police service

  7. MTSF & NDP PRIORITIES • The work of the Secretariat is guided by the following outcomes of the Medium Term Strategic Framework (MTSF): • Outcome 3: All people are and feel safe • Outcome 12: An efficient, effective and development oriented public service • Outcome 14: Nation building and social cohesion • Our contribution to the National Development Plan focuses on the following areas: • Strengthening the criminal justice system • Professionalisation of the police service • Demilitarisation of the police service • Building safety using an integrated approach, and • Build community participation in safety

  8. 2015/16 COMMITMENTS In the year under review, the Department committed to deliver on the following strategic objectives: • Enhance corporate governance for the achievement of the secretariat mandate • Liaise, communicate and mobilise stakeholders through public participation programmes to strengthen service delivery • Enhance stakeholder and community participation in safety and crime prevention programmes through establishment of izimbizo, establishment of working groups and CPF functionality • Provide evidence-based research and evidence-led policies for policing and safety • Produce legislation for effective policing and provide legal advice and support to the Secretariat

  9. 2015/16 COMMITMENTS: CONTINUE.. • Conduct an effective oversight, monitoring and evaluation that contribute towards an accountable and transformed police service • Improve police performance, compliance, and police conduct • Evaluate the effectiveness, efficiency and impact of programmes implemented by SAPS • Provide reliable, accurate and timely oversight monitoring and evaluation information that will inform decision making process

  10. SECRETARIAT OVERALL PERFORMANCE

  11. OVERVIEW OF DEPARTMENTAL PERFORMANCE • During the period under review,the Secretariat performance was influenced by the following: • Instability due to constant change of leadership at the top; • Lack of funding for critical vacant posts; • Unfunded mandates such as “We are One Humanity” campaign; • Performance indicators that were not clearly defined; • The accommodation of the DNA Board had to be funded from the departmental baseline; • Self-imposed financial austerity measures over and above the National Treasury curbing of expenditure.

  12. Programme 1: ADMINISTRATION

  13. PROGRAMME ADMINISTRATION: OVERALL PERFORMANCE

  14. KEY ACHEVEMENTS • Strategic plan, annual performance plan, annual report, quarterly reports submitted on time; • Participation in the JCPS DG cluster meetings; • A functional Occupational Health and Safety committee; • Integrated HRM and D plan; • In year monitoring reports, interim and annual financial reports, and demand management plans; • Internal Audit rolling and operational plan, and delivery of internal audit report; • Strategic risk assessment reports; • Operational risk assessment reports and risk register; and • Four Audit Committee meetings held.

  15. KEY REASONS FOR VARIANCE AGAINST SET TARGETS • During the period under review,the Administration programme achieved 71% of the planned targets, and the reasons for the 29% non-achievement is as follows: • The vacancy in critical management posts; • The inherited management systems from SAPS were not aligned to the newly established systems of the CSPS; • The reports were finalised later than anticipated/ planned; • Imposed restrictions on spending in the department.

  16. EMPLOYMENT EQUITY PROFILE AS ON 31 MARCH 2016

  17. ORGANISATIONAL ENVIRONMENT • Number of funded posts 107 • Number of posts filled: 95 • Percentage of personnel in terms of approved establishment : 88.8% • Number of vacant posts: 12 • Percentage of vacancy rate: 11.2 % • Critical posts not filled Secretary of Police, CFO, CD COME, Dir IT • Females 55 (54%)and Males 47(46%)

  18. SKILLS DEVELOPMENT INTERVENTIONS

  19. REASONS FOR EMPLOYEE ATTRITION

  20. Programme 2: Inter-sectoralCoordination and Strategic Partnerships

  21. KEY ACHIEVEMENTS • Continued engagements with established working groups arising from agreements with stakeholders on crime prevention initiatives • Rural safety priority committee meetings were held with SAPS and Provincial Department of Community Safety and stakeholders concerned with rural safety. • The Secretariat continued to engage stakeholders on Urban Safety and Violence Prevention programme including participating in the safer cities network reference group in partnerships with municipalities, government departments and GIZ. • Community Safety Forums were assessed via Provincial Departments of Safety/Secretariats and a report was compiled. • Community Police Forums were assessed via Provincial Departments of Safety/Secretariats and a report was compiled • A series of izimbizo were held in various parts of the country and reports were completed. • Various police stations were engaged to determine whether the School Safety protocol is being implemented or not; and a report was compiled.

  22. INTERSECTORAL COORDINATION AND STRATEGIC PARTNERSHIPS:OVERALL PERFORMANCE

  23. REASONS FOR VARIANCE AGAINST SET TARGETS • Reassignment of the CD to Office of the Minister created a leadership vacuum; • Channelling of resources to “We are One Humanity” campaign; • Imposed financial restrictions & holding back on expenditure.

  24. Programme 3: Legislation and Policy Development

  25. KEY ACHIEVEMENTS • The White Papers on Safety and Security and Policing were finalised in the year under review; • A research on Firearms Management in South Africa with the view of supporting the amendments to existing legislation was finalised and submitted to the Minister for consideration; • A concept paper on Professionalisation of the South African Police Service which provides a valuable starting point for exploration of the understanding and application of the concept was finalized.

  26. KEY ACHIEVEMENTS • A government-wide inventory of safety programmes and projects report was finalized and will be used during the process of drafting the implementation plan of the White Paper on Safety & Security; • A research on the demilitarisation of the South African Police Service limited to the Public Order Policing Units (POP) and Tactical Response Teams (TRT) was conducted which culminated into a concept paper on the demilitarisation of the police service; • A report on policing needs and priorities was finalised.

  27. KEY ACHIEVEMENTS • The National Dialogue on Crime & Violence Prevention took place in Johannesburg on the 20-21 November 2015. The objective of the Dialogue was to develop a programme of action to prevent violence and crime in society • The 2nd Russia-Africa Anti-Drug Dialogue took place in Durban on the 09 March 2016 with the aim ofcountering the world drug problem, with a particular focus on Africa and Russian cooperation.

  28. POLICY & LEGISLATION: OVERALL PERFORMANCE

  29. REASONS FOR VARIANCE AGAINST SET TARGETS • The Policy Development and Research Unit met six of the seven planned deliverables and targets, as well as one additional target; for the period under review; • The scope of Firearms Management project had to changed from focusing on SADC to include further research in SA to accommodate the Minister’s concern regarding firearms management in South Africa; • The Legislation Unit could not meet its deliverables and targets, as the Bills were deferred due to the following reasons:

  30. REASONS FOR VARIANCE AGAINST SET TARGETS • Firearms Control Amendment Bill:The Firearms Control Amendment Bill 2015 was put on hold in July 2015 pending further research on firearms that was requested by the Ministry. The research would address firearms control in a holistic manner. A joint task team was established to conduct the research and report to the Minister. The task team completed its research in February 2016. • Critical Infrastructure Protection Bill: Consultation process within the JCPS cluster was prolonged, e.g. Cabinet Committee in August 2015, recommended that an Inter-Ministerial Committee should be established to refine certain aspects of the Bill. This Committee only met in December 2015.

  31. REASONS FOR VARIANCE AGAINST SET TARGETS • Protection of Constitutional Democracy Against Terrorist Related Activities Bill: There was a court challenge on the principal Act by convicted terrorist Henry Okah which resulted in putting further drafting of the Bill in abeyance; • The South African Police Service Amendment Bill: Drafting of SAPS Amendment Bill was delayed pending the finalisation of the White Paper on Policing and related policies. The White Paper on Policing was adopted by Cabinet in April 2016; • Animal Movement and Produce Bill: The Bill was deferred to 2016/2017 Financial Year • The regulations are dependent on the Bills becoming Acts

  32. Programme 4: Civilian Oversight, Monitoring and Evaluation

  33. KEY ACHIEVEMENTS • The National Police Station Service Delivery Trend Analysis (NPSSDTA) Report and Frontline Service Delivery (FSD) Report were compiled and approved; • We hosted the NMT “train-the-trainer” workshop in order to transfer the data gathering, quality control and capturing skills to employees at the Provincial Secretariats; • The Budget and Programme Performance Information Analysis Report was also completed and approved as part of monitoring the utilisation of budget of the SAPS; • Monthly IPID recommendations meetings were successfully held with Metro Police, Secretariat for Police, IPID and SAPS.

  34. KEY ACHIEVEMENTS: CONTINUE… • Secretariat, IPID and SAPS attended quarterly National Metropolitan Police Forum meetings with the aim of addressing common crime fighting strategies and police conduct initiatives. The Secretariat has successfully used these platforms to create awareness and partnerships on police conduct matters; • A complaints business process mapping (BPM) was conducted with key stakeholders. The aim of the BPM was to enhance understanding of various police-related complaints management systems and how to improve their effectiveness; • We embarked on provincial visits to all the nine (9) provinces between November 2015 and January 2016 to monitor the implementation of IPID recommendations by SAPS and to determine the challenges that hampers SAPS compliance to the IPID Act.

  35. KEY ACHIEVEMENTS: CONTINUE… • The public order policing study finally reached completion after numerous delays due to capacity constraints. The report was presented to parliament as part of “ Risks to policing” workshop • A report that assessed the implementation of all legislation administered by the Minister of Police was compiled. The report aims to assess the extent of implementation of the 16 pieces of legislation by the SAPS.

  36. OM&E: OVERALL PERFORMANCE

  37. REASONS FOR VARIANCE AGAINST SET TARGETS • The oversight visits budget was reduced due to financial constraints in relation to the “We are One Humanity” campaign • The intended Information Management System was not implemented due to financial restrictions, but also due to the position of CIO that was not filled.

  38. FINANCIAL INFORMATION

  39. CIVILIAN SECRETARIAT FOR POLICEDEPARTMENT WITHIN VOTE 23APPROPRIATION STATEMENTfor the year ended 31 March 2016

  40. CIVILIAN SECRETARIAT FOR POLICEDEPARTMENT WITHIN VOTE 23NOTES TO THE APPROPRIATION STATEMENTfor the year ended 31 March 2016

  41. CIVILIAN SECRETARIAT FOR POLICEDEPARTMENT WITHIN VOTE 23STATEMENT OF FINANCIAL PERFORMANCEfor the year ended 31 March 2016

  42. CIVILIAN SECRETARIAT FOR POLICEDEPARTMENT WITHIN VOTE 23STATEMENT OF FINANCIAL POSITIONas at 31 March 2016

  43. CIVILIAN SECRETARIAT FOR POLICEDEPARTMENT WITHIN VOTE 23CASH FLOW STATEMENTfor the year ended 31 March 2016

  44. DEPARTMENTAL BUDGET VS EXPENDITURE

  45. DEPARTMENTAL EXPENDITURE PROGRAMME

  46. ECONOMIC CLASSIFICATION: BUDGET VS EXPENDITURE

  47. ECONOMIC CLASSIFICATION EXPENDITURE

  48. EXPENDITURE FOR 2015/16 FINANCIAL YEAR • The Department had a total allocated budget of R113,184 million for the 2015/16 financial year. This included roll-over funds of R8,090 million for SITA services. • An amount of R111,892 million was spent and the department was left with a balance of R1,292 million (1.1%) unspent for the financial year. • This represents spending of 98,9% which is an improvement of 16,3% over the 2014/15 financial year spending of 82,6%.

  49. EXPENDITURE FOR 2015/16FINANCIAL YEAR • The department received a qualified opinion on two matters: • Accruals which were as a result of old invoices received late from the previous travel agent that was used by the department. (WingsNaledi) • The balance in the claims recoverable account; relating to recovering the money from the IPID and SAPS.

  50. KEY AUDIT FINDINGS AND CORRECTIVE MEASURES

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