ANNUAL REPORT 2013/14 - Civilian Secretariat for … Annual Report...Civilian Secretariat for Police ANNUAL REPORT 2013/14. 2 | ANNUAL REPORT 2013/14 CONTENTS ... kept watch over it

Civilian Secretariat for Police

ANNUAL REPORT2013/14

2 | ANNUAL REPORT 2013/14

CONTENTSPART A: GENERAL INFORMATION 41.1 Department’sGeneralInformation 51.2 ListofAbbreviations/Acronyms 51.3 ForewordbytheMinisterofPolice 61.4 DeputyMinister’sStatement 71.5 ReportoftheAccountingOfficer 81.6 StatementofResponsibilityandConfirmationoftheAccuracyoftheAnnualReport 91.7 StrategicOverview 91.8 LegislativeandOtherMandates 111.9 OrganisationalStructure 121.10 EntitiesReportingtotheMinister 12

PART B: PERFORMANCE INFORMATION 142.1 OverviewofDepartmentalPerformance 152.2 StrategicOutcomeOrientatedGoals 152.3 PerformanceInformationbyProgramme 15 Programme1:Administration 15 SubProgramme1.1:OfficeoftheSecretaryofPolice 16 SubProgramme1.2:CorporateServices 17 Sub-subprogramme1.2.1:Communications&InformationandTechnologyServices 18 SubProgramme1.3:OfficeoftheChiefFinancialOfficer 19 Sub-subProgramme1.3.1:SupplyChain 19 Sub-subProgramme1.3.2:FinancialManagement 20 Programme 2: Partnerships 21 SubProgramme2.1:CivilSocietyPartnerships 21 SubProgramme2.2:IntergovernmentalPartnerships 22 SubProgramme2.3:CommunityOutreachProgrammes 22 Subprogramme2.4:PublicPrivatePartnerships 23 Programme 3: Policy and Research 23 SubProgramme3.1:PolicyDevelopment 24 SubProgramme3.2:ResearchDevelopment 25 SubProgramme3.3:ResourceInformationCentre 26 Programme4:Legislation 27 Programme5:MonitoringandEvaluation 30 SubProgramme5.1:PolicePerformance 30 SubProgramme5.2:PoliceConduct 31 SubProgramme5.3:Compliance 31

Part C: GOVERNANCE 343.1 Introduction 353.2 RiskManagement 353.3 FraudandCorruption 353.4 MinimisingConflictofInterest 353.5 CodeofConduct 353.6 HealthSafetyandEnvironmentalIssues 353.7 InternalControlUnit 353.8 InternalAuditandAuditCommittees 35

PartD:HUMANRESOURCEMANAGEMENT 374 Introduction 384.1 HumanResourcesOversightStatistics 394.2 PersonnelRelatedExpenditure 394.3 EmploymentandVacancies 404.4 JobEvaluation 414.5 EmploymentChanges 424.6 EmploymentEquity 444.7 PerformanceRewards 484.8 LeaveUtilisation 494.9 HIV/AIDSandHealthPromotionProgrammes 504.10 LabourRelations 514.11 SkillsDevelopment 51

ANNUAL REPORT 2013/14 | 3

PART A: GENERAL INFORMATION

1.1Department’sGeneralInformation CivilianSecretariatforPolice 217PretoriusStreet,VanErkomBuilding,7thFloor,Pretoria PrivateBagX922,PRETORIA Telephone:0123932500 www.policesecretariat.gov.za

1.2ListofAbbreviations/Acronyms

APP AnnualPerformancePlanCPF CommunityPolicingForumCSF CommunitySafetyForumCSP Act CivilianSecretariatforPoliceActDEVCOM DevelopmentCommitteeDPCI DirectorateforPriorityCrimeInvestigationsDPSA DepartmentofPublicServiceandAdministrationFSD FrontlineServiceDeliveryHR HumanResourcesHRM HumanResourceMangementHRD HumanResourceDevelopmentIMS InformationManagementSystemICD IndependentComplaintsDirectorateICPC InternationalCentreforthePreventionofCrimeIPID IndependentPoliceInvestigativeDirectorateJCPS JusticeCrimePreventionandSecurityCluster M&E MonitoringandEvaluationMINMEC MINMECMISS MinimumInformationSecurityStandardsMOU MemorandumofAgreementNCOP NationalCouncilofProvincesNDP NationalDevelopmentPlanPFMA PublicFinanceManagementActPMDS PerformanceManagementDevelopmentSystemPSETA PublicServiceSectorEducationandTrainingAuthorityPSIRA PrivateSecurityIndustryRegulatoryAuthorityRAG ResourceandAllocationGuideROC ResolvingofCrimeSAPS SouthAfricanPoliceServiceSCM SupplyChainManagementSDIP ServiceDeliveryImprovementPlanSMS SeniorManagementSystemWSDP WorkSkillsPlan

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1.3 Foreword by the Minister of PoliceTheConstitutionally-enshrinedrightofallourpeopletoequalitybeforethelawandtohaveequalprotectionandbenefitofthelawcannotbeoveremphasised.Itgoeswithoutquestionthattherighttoequalityisintrinsicallylinkedtotherightstohumandignityandtofreedomandsecurityoftheperson,whichincludestherighttobefreefromallformsofviolence.

Thecountry’slawenforcementagencies,ablyledbytheSouthAfricanPoliceServiceastheprincipallawenforcementagencyinthecountry,areattheforefrontofthedefenceoftheserights.Whatthismeansisthatthepolicemustbeprofessionalintheexercisingofthepowersconferreduponthemandintheperformanceoftheirdutiesandfunctions.Forthistohappen,thepolicemustbesufficientlyresponsivetothesafetyandsecurityneedsofallourpeople,regardlessofwheretheylive.

TheCivilianSecretariatforPolicefacilitatesthedeliveryofimprovedpoliceservicesthroughoversightmonitoringoftheimplementationoftheDomesticViolenceAct,monitoringofservicedeliverycomplaintsagainstthepolice,draftingoflegislationforthedepartmentandtheoverallmanagementoftheCommunityPolicingForumenvironment.TheSecretariatforPolicetakesresponsibilityfortheperformanceofthepoliceoversightfunctionsasoutlinedinSection206(3)oftheConstitutionoftheRepublicofSouthAfrica,1996.TheSecretariatalsomonitorstheimplementationofrecommendationsbytheIndependentPoliceInvestigationDirectoratetoSouthAfricaPoliceServices.

Secretariatspromote,encourageandfacilitatecommunityparticipationinbringingaboutsafetyandsecuritywithintheircommunitiesinpartnershipwiththepolice,throughtheCommunityPoliceForumsandCommunitySafetyForums.ThereareotherprogrammesinvolvingthesocietyatlargeinpartneringwiththepoliceinthefightagainstcrimesuchasIntergovernmentalpartnerships(othergovernmentdepartments),Communityoutreachprogrammesthatinvolvemobilisingcommunitiestoaddressspecificissues,PrivatePublicPartnershipswheretheSecretariatpartnerswithacademicinstitutionsandtheprivatesectortofightcrime.

TheSecretariathasalsomadeprogressoverthelastyearindeliveringonitsstatutoryfunctions.Ithasdevelopedandreviewedpolicingpolicies,developedlegislationrelatingtotheestablishmentofaDNAdatabaseandtheuseofDNAtoimprovetheinvestigationofcrime.ItfurtherassistedwiththeestablishmentandfunctionsoftheDirectorateforPriorityCrimeInvestigations(DPCIor“Hawks”)andimprovedtheregulatoryframeworkfortheprivatesecurityindustry.

GoingforwardweneedtocreateanenvironmentwhereallSouthAfricansareandfeelsafeintheirhomesandparticipateinsocialcrimepreventioninitiativesinthewholecountry.Itisimportantthatallstakeholders,particularlycommunitiesatlocallevel,partnerwiththepolicetopreventviolenceagainstwomenandchildren,andpromoteyouthsafety,schoolandchildsafety,andaboveall,asocietyfreeofcorruption.

IwouldliketoexpressmygratitudeforalltheeffortandworkdonebytheSecretariatworkforcetomakeSouthAfricansfeelsafe.Alotofworkstillliesahead,butIamconfidentthattheSecretaryandherteamwillachievealltheirgoalsandobjectives.Iwishthemthebest!

___________________MinisterofPoliceMrNNhleko25September2014

1.4DeputyMinister’sStatementIamveryhappytohavebeenpartofthegrowthoftheCivilianSecretariatoverthelastfewyearsandthe2013/14financialyearinparticular.Thefinancialyear2013/14willberememberedasawatershedyearfortheSecretariat,whenitterminateditsstatusasacostcentreoftheSAPStobecomeadesignateddepartment.ItwastheyeartheSecretariatprepareditselftobecomeafinanciallyindependententitytofulfilitsrightfulconstitutionalroletoexerciseoversightoftheSAPS.ThisnewdevelopmentisalmostcompleteandhasbeenachievedwithoutcausinganytensionthroughitsnewrelationshipwiththeSAPS.IwouldliketoexpressmygratitudetotheSAPSforhostingthefinancesandotheradministrativefunctionsofabodythatkeptwatchoverittoimproveservicedeliverytothemassesofourcountry.

TheSecretariatwillnowincreaseitsoversightrolebydevelopingpolicingpoliciesandintroducinglegislationthatwillnotonlyprovidethebackbonefornational

policeinstructions,butimprovetheaccountabilityofSAPSmemberstocommunities.Communitypolicingwillthereforecontinuetobeoneofthepillarsofbuildingacooperativerelationshipbetweencommunitiesandlocallawenforcementatstationlevel.Thisrelationshipprovedtobebeneficialduringthebuilduptothenationaldemocraticelectionsinthisfinancialyear.Secretariatofficialscommunicatedwithcommunitiesonthegroundandhadverysuccessfulconsultativemeetingswithlocalstakeholderstopreparethemoodforpeacefulelections.

ThehostingofcomplaintsdialoguebytheSecretariatwasahugesuccess.Thiseventwasattendedbydiversestakeholdersacrossthecountrywiththeaimofseekinginnovativeandsustainablesolutionsoncomplaintsagainstpolice.Thisstrategicinitiativeiscriticalinacceleratingservicedeliveryandpromotingtrust,publicconfidence,professionalizationandaccountabilityintheSAPS.Thismakesthecomplaintsservicedeliverymodelsuccessfulinitsefforttowardstheprinciplesofintegration,communityparticipationandsustainability.

Anotherhighlightoftheyearwasthedialoguebetweengovernmentandcivilsocietythatwashostedduringwomen’smonthtoensureviolence-freecommunitiesforwomenandgirlsinSouthAfrica.Thedialogueidentifiedconcreteactionsthatwouldcontributetowardsimprovedpolicingresponsesandviolence-freecommunities,includingthecomplementaryactionsrequiredbyotherstakeholderstoensuresafe,violence-freecommunitiesforwomenandgirls.Thesafetyofvulnerablegroupsinsocietyremainsanimportantitemontheagendaofgovernmentandsocietyatlarge.

CongratulationstotheSecretariatforitscontinuedeffortstomakeourpolicingenvironmentpeopleorientatedandsensitivetothechallengesofourcommunities.TheroleoftheSecretariattoimprovetheprofessionalisationofaSAPSsensitivetothechallengesthatcommunitiesarefacing,whetherintheirhomesorstreetsiscommendable.

IamlookingforwardtothenewyearwithgreatexpectationsforarevitalisedCivilianSecretariatforPolice.

___________________DeputyMinisterMsMSotyu25September2014


1.5ReportoftheAccountingOfficerOneofthecoreprioritiesoftheCivilianSecretariatforPoliceduringtheyearunderreviewwastocommenceprocessestoestablishtheSecretariatasan independentdepartmentaspersection4(2)oftheCivilianSecretariatforPoliceAct,2011(ActNo.2of2011).ThisrequiredareviewoftheSecretariat’sbudgetandprogrammestructure,the first of its nature since inception. Furthermore a number of administrativeactivities tomigratethefinancial,personnelandsupportiveservice functions fromSAPStotheSecretariatwereinitiated. Despite this important focus onmigration, the Secretariatwas able to execute allits core businessmandates pertaining to the building of relationships, the reviewand drafting of policy and legislation, and implementing its oversight obligations.Significant attentionwas devoted to strengthening partnershipswith communitiesthroughoutreachcampaigns,assistingtherolloutofcommunitysafetyforumsandenhancingcommunitypoliceforums.Workingagreementswereestablishedwithcivil

societyorganisationsandworkinggroupsemanatingfromthese.ThenationaldialogueoncommunitysafetyandcrimepreventionwillcontinuetoremainakeypriorityasstipulatedintheNationalDevelopmentPlan.

Inthepolicingpolicyarena,thereviewoftheWhitePaperonSafetyandSecuritywasdoneandaGreenPaperonPolicingwasdevelopedthroughanextensiveconsultationprocess.Theobjectivesofthesepoliciesweretodevelopaframeworkforaprofessionalandhighlyskilledpoliceservice. Legislationremainsoneofthemost importantcornerstonesformanagingthepolicingenvironmentinthecountry.Inthisregardafewpiecesoflegislationandamendmentsweredevelopedforpublicconsultationandintroducedtoparliamentforconsideration.ChangesweremadetothePrivateSecurityRegulationAmendmentBill.ThiswasfollowedbyapresentationontheDangerousWeaponsBilltotheSelectCommitteeoftheNCOP.LegislationrelatingtotheestablishmentofaDNAdatabasetoimprovetheinvestigationofcrimewasalsodeveloped.

OversightoftheperformanceandconductoftheSAPS isoneofthekeymandatesemanatingfromtheCivilianSecretariatforPoliceAct.Reportsontheseoversightvisitswerecompletedandrecommendationsmadetoimproveservicedeliveryatstationlevel.TheSecretariatvisited529policestationsduringthefinancialyear.ThemonitoringoftheimplementationofDomesticViolenceActrecommendationsbySAPShasbeenahugesuccessconsideringitwasanewfunctionthatwaspreviouslyperformedbytheformerIndependentComplaintsDirectorate(ICD),nowknownasIndependentPoliceInvestigativeDirectorate(IPID).TheCivilianSecretariatActmovedthisfunctionovertotheSecretariat.

Theyear2014/2015seestheSecretariatasatransferdepartmenttaskedwithconcludingitstransformationintoa fully-fledged government departmentwithin twelvemonths. Part of this processwill include reviewing theorganisationalstructureinlinewiththebudgetandprogrammestructure.ThisplacestheSecretariatinagoodspacetoimprovethepolicingenvironmentinthecountryinthenextyear.

DepartmentalExpenditureTheCivilianSecretariatforPolicestillfunctionedasaSAPScostcentreduringthe2013/14financialyear.TherewasaslightimprovementandmoreefficientspendingpatternscomparedtopreviousfinancialyearsasthefunctionsandstaffcomplementoftheSecretariatmovetowardsitsexpectedlevels.Inthe2014/15financialyearthereshouldbeevenmoreimprovementasthedepartmentstartsfunctioningasadesignateddepartmentandseparateVote.

Virements/rollover:IrregularexpenditureofR15590was incurredduring theyearunder review.R10200of this amountwasduetomoredelegatesattendingaconsultativeforumthan itwasoriginallyanticipated.Theexpenditurerelatingtotheadditionaldelegateswas irregular in that itwasnot included in theoriginalapprovedpurchaseorder.Asapreventativemeasure,theSupplyChainManagementdirectoraterequiresafulllistofdelegatesbeforeapurchaseordercanbeissuedforanevent,wherepractical.

TheremainingamountofR5390wasduetothedelay intherenewalofacontractforsubscriptionservicesbythesupplier.Thedelayresultedinonemonth’ssubscriptionbeingincurredbeforethecontractwasrenewed.TheSupplyChainManagementdirectoratecloselymonitorstheperformanceofserviceprovidersinordertopreventtheoccurrenceofsuchincidentsinthefuture.

TheSecretariatdidnotincuranyunauthorisednorfruitless&wastefulexpenditureduringtheyearunderreview.

1.6StatementofResponsibilityandConfirmationoftheAccuracyoftheAnnualReport

Tothebestofmyknowledgeandbelief,Iconfirmthefollowing:Allinformationandamountsdisclosedthroughouttheannualreportareconsistent.Theannualreportiscomplete,accurateandisfreefromanyomissions.The Annual Financial Statements have been prepared in accordancewith themodified cash standard and therelevantframeworksandguidelinesissuedbytheNationalTreasury.TheAccountingOfficerisresponsibleforthepreparationoftheannualfinancialstatementsandforthejudgementsmadeinthisinformation.TheAccountingOfficerisresponsibleforestablishing,andimplementingasystemofinternalcontrolthathasbeendesignedtoprovidereasonableassuranceastotheintegrityandreliabilityoftheperformanceinformation,thehumanresourcesinformationandtheannualfinancialstatements.ExternalauditorswerenotengagedasthedepartmentfunctionedasacostentreoftheSAPSduringtheyearunderreview.Inmyopinion,theannualreportfairlyreflectstheoperations,theperformanceinformation,thehumanresourcesinformationandthefinancialaffairsofthedepartmentforthefinancialyearended31March2014.Yoursfaithfully

___________________AccountingOfficerMsREFourie25September2014 1.7StrategicOverviewVision:AtransformedandaccountablePoliceServicethatreflectsthevaluesofourdevelopmentalState.

Mission:ToprovideanefficientandeffectivecivilianoversightovertheSouthAfricanPoliceServiceandenhancetheroleoftheMinisterofPolice.

Values:Incarryingoutitsmandate,theCivilianSecretariatforPolicesubscribestothefollowingsetofvalues:

OurrelationshipwithparliamentAs employees of the Civilian Secretariat for Police we diligently affirm our commitment to:• BefaithfultotheRepublicandhonourtheConstitution.• Puttheinterestofthepublicfirst.• EnsureexecutionofthepoliciesoftheGovernment.• Strivetobefaithfultostatutoryrequirementsandinstructions.• Co-operatewithpublicinstitutionsinpromotingpublicinterest.

2013/14 2012/13

Programme Name Final Appropriation

ActualExpenditure

(Over)/UnderExpenditure

Final Appropriation

ActualExpenditure


R’000 R’000 R’000 R’000 R’000 R’000

Secretariat 84769 60978 23791 59923 39915 20008

Total 84769 60978 23791 59923 39915 20 008

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OurRelationshipwiththePublicAs employees of the Civilian Secretariat for Police we diligently affirm our commitment to:• Promotetheunityandwell-beingoftheSouthAfricanNation.• Beunbiasedandimpartial.• Bepolite,helpfulandreasonablyaccessibleandmaintainhighservicestandards.• Haveregardforthecircumstancesandconcernsofthepublic.• ThedevelopmentandupliftmentofallSouthAfricans.• Notunfairlydiscriminateagainstanymemberofthepublic.• Notabuseourpositionsaspublicservants.• Respectandprotecteveryperson’sdignityandrights.• Recognisethepublic’srighttoinformationexceptwhereprotectedbylaw.

OurRelationshipwithourColleaguesAs employees of the Civilian Secretariat for Police we diligently affirm our commitment to: • Co-operatefullywithourcolleaguestoadvancethepublicinterest.• Executeallreasonableinstructionsbypersonsofficiallyassignedtogivesuch.• Refrainfromfavouringfriendsandfamilyandnotabuseourauthoritynorbeundulyinfluenced.• Usetheappropriatechannelstoairanygrievancesormakedirectrepresentations.• Becommittedtodevelopment,motivationandutilisationofourstaffandpromotesoundlabourrelations.• Dealfairly,professionallyandequitablywithcolleagues.

PerformanceofourDutiesAs employees of the Civilian Secretariat for Police we diligently affirm our commitment to:• StrivetoachievetheobjectivesoftheSecretariatcost-effectivelyandinthepublicinterest.• Becreativeinthoughtintheexecutionofourduties.• Bepunctualintheexecutionofourduties.• Beprofessionalandcompetentinourduties.• Notengageinanyactionortransactioninconflictwiththeexecutionofourduties.• Recuseourselvesfromanyofficialactionordecisionmakingthatmayresultinimpropergainandtodeclare

suchinterest.• Availourselvesforfurthertrainingandselfdevelopmentthroughoutourcareers.• Behonestandaccountablewhendealingwithpublicfunds.• Promotesound,efficient,effective,transparentandaccountableadministration.• Reportfraud,corruption,nepotismandmaladministration.• Givehonestandimpartialadvice.• Honourconfidentiality.

OurPersonalConductandPrivateInterestsAs employees of the Civilian Secretariat for Police we diligently affirm our commitment to:• Dressandbehaveinamannerthatenhancesthepublicserviceduringofficialduties.• Actresponsiblyintheuseofalcoholorintoxicatingsubstances.• Notuseourpositiontoobtaingiftsorbenefitsforourselvesoracceptsuchthatcanbeconstruedasbribes.• Notdiscloseofficialinformationforpersonalgainorforthegainofothers.• Notundertakeremunerativeworkoutsideofficialdutieswithoutpriorapprovaloruseofficialequipmentfor

suchwork.

1.8LegislativeandOtherMandatesThe Civilian Secretariat for Police derives its mandate from the following legislative framework:• ConstitutionoftheRepublicofSouthAfrica,1996• SouthAfricanPoliceServiceAct,1995• WhitePaperonSafetyandSecurity,1998• NationalCrimePreventionStrategy,1996• PublicServiceRegulatoryFrameworke.g.PublicFinanceManagementAct1,1999• CivilianSecretariatforPoliceServiceAct,2011

TheConstitutionoftheRepublicofSouthAfrica,1996TheCivilianSecretariatforPolicederives itsmandatefromtheConstitutionoftheRepublicofSouthAfrica,Act108of1996.Section208oftheConstitutionrequirestheMinisterofPolicetoestablishaPoliceCivilianSecretariatwhichoperatesdirectlyundertheMinister’sdirectionandauthority.

TheCivilianSecretariatforPoliceServiceAct,2011(ActNo.2of2011)respondstosection208oftheConstitutionwhichobligestheMinisterofPolicetoestablishaciviliansecretariatforpolicethatoperatesdirectlyundertheMinister’sdirectionandauthority.TheCivilianSecretariatforPoliceActalsotakesintocognizancesection206of theConstitution thatentitles theprovincialexecutive toperformcertainoversight functions that relate topolicing.

TheCivilianSecretariatforPoliceServiceAct2,2011TheCivilianSecretariatforPoliceActwaspassedbyParliamentinMarch2011andassentedtobythePresidenton16May2011intermsofGovernmentNoticeNo.34299(NoticeNo.426)of16May2011.TheActwasenactedbythePresidenton1stDecember2011,exceptfortheprovisionthatmakestheCivilianSecretariatadesignateddepartmentandtheSecretaryofPoliceassumingAccountingOfficerresponsibilities.

The Act provides, amongst others, for –• TheestablishmentofaCivilianSecretariatforthePolicebytheMinisterofPoliceasadesignateddepartmentat

nationallevel.• Theappointment,dutiesandfunctionsoftheSecretaryofPolice.• ThepowersandfunctionsoftheCivilianSecretariatforPolice.• TheresponsibilityofeachMECresponsibleforpolicingintheprovincetoconstituteaprovincialsecretariatfor

thatprovincewithin18monthsafterthecommencementoftheAct.TheActwasenactedon1stDecember2011.ProvinceshaduntilMay2013toestablishprovincialsecretariats.

Policy MandatesThe White PaperThe White Paper for Safety and Security (1998) speaks to roles and responsibilities within public-policing environment. It defines the roles as follows: • TheMinisterisresponsibleforthedevelopment,monitoringandimplementationofpolicyandisaccountable

forallthreeofthesedimensions;• TheCivilianSecretariatforPolicemusthavethecapacityandbeempoweredtoperformthefollowingfunctions; -ToprovidetheMinisterwithpolicyadvice -Tomonitorandauditthepolice -ToprovidesupportservicestotheMinister -Tomobiliserole-players,stakeholdersandpartnersoutside• SAPS’roleistofocusontheircorebusinesswhichistoprevent,combatandinvestigatecrime,maintainpublic

orderandmanagealloperationalfunctionsoftheservice.

The White Paper for Safety and Security expands on the role of the Secretariat of Police as follows: • Policy and Strategy:Toembarkonstrategicandindicativeplanning,researchandtheformulationofdepartmental

policyproposals,whichwhenapprovedbytheMinister,wouldguidetheactivitiesoftheSAPS.• Audit and Monitoring: Tomonitor theDepartment of Police’s budget to ensure alignmentwith the policies


approvedbytheMinisterandtomonitortheeffectivenessandefficiencyoftheimplementationofthesepolicies.• Providing Ministerial support services:Thisincludesthemanagementofinternationalandstakeholderliaison,as

wellasprovidinglegislativesupport.• Communication: The implementation of a communication strategy aimed at informing and mobilising role

players,stakeholdersandpartnersoutsidetheDepartmentregardingthedeliveryofSafetyandSecurity.• Accountability:ToaccounttotheMinisterandtoParliamentonissuesandactivities

NationalCrimePreventionStrategyTheNationalCrimePreventionStrategywasinitiatedbytheCabinetinMarch1995.Thestrategywasaresultofanextensiveprocessofresearchandanalysisanddrewoninternationalexperiences.CivilSocietyandNGO’sinvolvedwithcrimepreventionmadeasubstantialcontributiontothisstrategy. RelevantcourtrulingsThere were no court rulings that had any significant or ongoing impact on the operations or service deliveryobligationsoftheCivilianSecretariat.

PlannedpolicyinitiativesTheCivilianSecretariatforPoliceactsasthepolicyadvisortotheMinisterofPolice. It istheroleoftheCivilianSecretariatforPolicetodevelopprofessional,scientificandsoundpolicywhich,whenapproved,bytheMinisterwillguidetheactivitiesofSAPSandotherareasofpolicing.

The Civilian Secretariat for Police in the 2013/14 year focused on policies that arose from the following: • StateoftheNationAddress• MinistersDeliveryAgreement• JCPSClusterpriorities• WhitePaperonPolicing

1.9OrganisationalStructureRefertoorganogram

1.10EntitiesReportingtotheMinisterThe following entities report to the Minister:• CivilianSecretariatforPolice• SouthAfricanPoliceService• IndependentPoliceInvestigativeDirectorate• DirectorateforPriorityCrimesInvestigations(DPCI)• PSIRANameofEntity LegislativeMandate FinancialRelationship NatureofOperations

CivilianSecretariatforPolice

CivilianSecretariatforPoliceAct,2of2011

NA Provideoversightovertheperformanceandconductofthepolice

SouthAfricanPoliceService SAPSAct TransferpaymentstotheSecretariat

Investigatecrimeandreferitforprosecution

IndependentPoliceInvestigativeDirectorate

IPIDAct1,of2011 None Investigatemattersintotheconductofthepolice

DirectorateforPriorityCrimesInvestigations(DPCI)

SouthAfricanPoliceServiceAmendmentAct,10of2012

None Itsfunctionistoinvestigatenationalpriorityoffencesandselectedoffences

PSIRA PSIRAAct None Provideforeffectiveregula-tionoftheprivatesecurityindustry

PART B: Performance Information


2.1OverviewofDepartmentalPerformance• ServiceDeliveryEnvironmentTheSecretariatoperatedascostcentreoftheSAPSuntil31stMarch2014.Atthebeginningofthe2014/15financialyeartheSecretariatstartedtofunctionasatransferdepartmentwhilstintheprocessoftransferringkeyfinancial,ITandothersupplychainfunctionsfromtheSAPS.TransitionalarrangementsweremadethatincludedMOU’stominimizetheimpactofthechangetoadesignateddepartment.

Intheyear2013/14theSecretariatassistedprovincialdepartmentsofsafetywithregardtotheirestablishmentofprovincialsecretariatsbyfacilitatingthereviewoftheirBudgetandProgrammeStructures,CustomisedIndicatorsandprovidingassistancewiththefacilitationofstrategicplanningsessions.TheSecretariatdidnotexperiencemajorchallengesinthisfinancialyearinitsservicedeliveryenvironmentregardingexecutingitsmandateeffectively.Mostofitsmajortargetsweremetandprojectsimplemented.

• OrganisationalEnvironmentTheSecretariathadallitscriticalpostsfilled,excepttheprovisionofsupportstafftothedirectorateresponsibleforStrategicandAnnualPerformancePlans.Currentlythedirectorateconsistsonlyofadirectorresponsibleforplanning.Despitethis,theSecretariatsucceededthusfartofulfilallitscomplianceresponsibilitiesbyreportingtoallentitiesrequired.Specialiststaffwillberecruitedandappointedwithinthesecondquarterof2014/15tosupporttheadministrationandperformanceinformationmanagementforplanningandreportingpurposes.

TheInternalAuditunitisalsonotfullycomplementedandwiththeSecretariatbecomingadesignateddepartment,thisunitwillbesupportedtoperformitsdutieswithoutanymajorchallenges.Itsriskmanagementfunctionwillbefullyfunctionalwithinthenewfinancialyearbytheappointmentofariskmanager.Corestaffarefunctioningwellwithintheunit,butsincetheSecretariatbecameadesignateddepartmenton1stApril2014,thisunitisinapositiontoimproveitsinternalauditingfunctions. • KeyPolicyandLegislativeChangesNokeypolicyorlegislativechangesimpactingonthefunctioningoftheSecretariatwereeffectedduringtheyearunder review.

2.2StrategicOutcomeOrientatedGoalsThe following are the department goals:• Awell-advisedandsupportedMinisterforaservice-deliveryorientedpoliceservicethatisaccountable• Quality, timeous evidence-based strategic research, policy advice and legislative support to theMinister of

Police• Deepenedpublicparticipationinthefightagainstcrime• EnhancedaccountabilityandtransformationoftheSouthAfricanPoliceService

2.3PerformanceInformationbyProgrammeProgramme1:AdministrationThepurposeoftheprogrammeistoprovideforthemanagement, leadershipandadministrationoftheCivilianSecretariat.ThisprogrammeincludestheOfficeoftheSecretary,OfficeoftheChiefFinancialOfficerandCorporateServices.ProgrammeExpenditure

ANNUAL REPORT 2013/14 |15

2013/14 2012/13ProgrammeName

Final Appropriation

ActualExpenditure


Final Appropriation

ActualExpenditure


R’000 R’000 R’000 R’000 R’000 R’000

Administration 34679 26806 7873 30820 13174 17646

Total 34679 26 806 7873 30 820 13174 17646


SubProgramme1.1:OfficeoftheSecretaryofPoliceSubProgrammePurpose:ThepurposeofthesubprogrammeistoprovideefficientandeffectiveoversightoftheSAPSandenhancetheroleoftheMinisterofPolice.StrategicObjective:AneffectiveandefficientSecretariatabletofulfilitsmandate.

Programme performance indicators ActualAchievement2012/13

Planned Target 2013/14

ActualAchievement2013/14

Deviationfrom planned targettoActualAchievementfor2013/14

Commentsondevia-tions

1.1.1 Development&submitStrategicPlan

- 1 1 - -

1.1.2 JointconsultativeIPID/Secretariatforummeetings

- 4 4 - -

1.1.3 DevelopQuarterlyReport

- 4 4 - -

1.1.4 PerformanceagreementssignedandimplementedwithChiefDirectors

- 6 6 - -

1.1.5 %CompliancewiththePFMA

- 100% 100% - -

1.1.6 %CompliancewithDPSAPerformanceManagementSystem

- 100% 100% - -

1.1.7 Development and implementationofacommunicationstrategy

- 100% 100% - -

1.1.8 FacilitateMINMECmeetings

- 4 3 - Duetotheelec-tionsthelastMIN-MECoftheyearwas postponed

1.1.9 Develop&submitAnnual Report

- 1 1 - -

1.1.10 Develop&submitAnnualPerformancePlan

- 1 1 - -

1.1.11 FullimplementationofCivilianSecretariatforPoliceServiceAct

- 90% 90% - -

1.1.12 Effectiveimplementationofneworganizationalstructure

- 100% 100% - -

1.1.13 Effectivecommunicationandalignmentwithprovinces

- 100% 100% - -

1.1.14 Strategic&technicaladvicetotheMinister

- 100% 100% - -

SubProgramme1.2:CorporateServicesSubProgrammePurpose:ThepurposeofthesubprogrammeistoprovideareliableandefficientcorporateservicetotheCivilianSecretariatthatincludestheprovisionofhumanresourcemanagementanddevelopmentservicesaswellasemployeerelations,communication&informationtechnologyserviceandauxiliaryservices.StrategicObjective:AneffectiveHRManagementandservicesinplace.

1.1.15 EngagegovernmentdepartmentsthroughJCPSClusterprocesses

- 100% 100% - -

1.1.16 ApprovedRegistryPolicyfordocumentmanagement

- 1 1 - -

1.1.17 ApprovedRegistryFilePlanforregistration,filingandretrievalofdocumentsinlinewithMISS

- 1 1 - -





Comments on deviations

1.2.1.1 %Persalfunctionsimplemented

- 100% 98% - Creationofnewdepartment andbusywithpersal as a department

1.2.1.2 ApprovedHumanResourceManagementPlan

- 1 1 - -

1.2.1.3 ApprovedHumanResourceDevelopmentPlan

- 1 1 - -

1.2.1.4 CodeofConductsignedby%ofstaff

- 100% 100% - -

1.2.1.5 WorkshoponCodeofConduct

- 2 2 - -

1.2.1.6 ApprovedOfficeManual

- 1 1 - -

1.2.1.7 Approveddisciplinarypolicy

- 1 1 - -

1.2.1.8 SkillsAuditconductedon new appointees

- 1 1 - -

1.2.1.9 ApprovedWSDP - 1 1 - -

1.2.1.10 Approvedemployeehealthandwellnesspolicy&programme

- 1 1 - -


1.2.1.11 Approved reports submittedwithinsettimeframesto,- PublicService

Commission- DPSA- PSETA- Department

of Labour and otherrelevantdepartments

- 3 3 - -

1.2.1.12 NumberofHRpoliciesapproved

- 4 4 - -

1.2.1.13 DiversityManagementpolicy

- 1 1 - -

1.2.1.14 %advertisedpostsfilledwithinagreedTimeframe

- 100% 98% - Two post not filledwithtimeframebecauseofunsuccessfulcandidates

1.2.1.15 %Implementationofneworganizationalstructure

- 100% 100% - -

1.2.1.16 HRMStrategy - 1 1 - -

1.2.1.17 HRDStrategy - 1 1 - -

Strategiesadoptedtoovercomeunderperformance• MonthlyChiefDirectoratemeetingswhereallthedifferentdecisionsaremonitored• DailyChiefDirectoratebriefingswhereon-goingmattersareaddressed• TrendsanalysisonthedifferentactivitiesoftheChiefDirectorates• PerformanceDashboardwithallactivitiesmonitoredandfollowedwithintheDirectorates• Individualone-on-onecounsellingandsupporttothedirectors

Reasonsforchangesperformanceindicatorsifindicatorsortargetshavechangedduringthereporting• None

Howdidtheexpenditurecontributetotheachievementofoutputs?• ExpendituresupportedthecorebusinessunitsoftheSecretariattoachieveallitsobjectives






1.2.2.1 Develop a CommunicationplanfortheCommunicationStrategy

- 1 1 - -

Sub-subProgramme1.2.1:Communications&InformationandTechnologyServicesSub-subProgrammepurpose:Thepurposeofthesub-subprogrammeistodevelopacommunicationplanthatwillcontributetothesuccessfulimplementationofthecommunicationstrategyonthemandateandthefunctioningoftheCivilianSecretariatforPolice.StrategicObjective:ToprovidecommunicationservicesfortheCivilianSecretariatforPolice.






1.3.1.1 %operationalSCMsysteminaccordancewithPublicServicesystems

- 100% 100% - -

1.3.1.2 Reports on implementationofSharedServiceAgreementwithSAPSinplace

- 4 4 - -

1.3.1.3 Reportson%ServicescompliantwithTreasuryprescripts,practicenotesandguidelines

- 4 4 - -

1.3.1.4 RiskManagementReportssubmittedmonthly

- 12 2 - TheRiskManagerwasnot appointed intimeforthisreport

1.3.1.5 Reportsonverifiedinvoicesofcreditorsandpaymenttocreditorswithin30daysofreceiptofinvoice

- 12 0 - -

SubProgramme1.3:OfficeoftheChiefFinancialOfficerSub-subProgramme1.3.1:SupplyChainSub-subProgrammepurpose:Thepurposeofthesub-sub-programmeistoprovidePFMAcompliantsupplychainservicestotheCivilianSecretariatforPolice.

1.2.2.2 FacilitatepublicawarenessabouttheSecretariat

- 50% 50% - -

1.2.2.3 FacilitateintegrationofCommunicationfunctionswithin

- 50% 50% - -

1.2.2.4 BuildsynergywithintheSecretariatTeam

- 50% 50% - -

1.2.2.5 Buildexternalrelationswithrelevantstakeholders

- 50% 50% - -

1.2.2.6 ProvideCommunicationfunctionsforallSecretariateventsandCampaigns

- 50% 50% - -

1.2.2.7 ProvideCommunicationplaninPositioningthefunctionoftheJudge

- 1 1 - -


1.3.1.6 Reportsonrotationofsuppliersutilisedfromupdated database

- 12 0 - UntilApril2014theSAPSdatabase was stillbeingused

1.3.1.7 ProcurementPlanprepared and submittedtoTreasury

- 1 1 - -

1.3.1.8 Reports on maintenanceofupdatedAssetRegisterandassetmanagementplan

- 4 2 - -

1.3.1.9 Reports on disposal of assets

- 2 1 - -

1.3.10 ReportsonsignedCodesofConduct

- 1 1 - -

StrategicObjective:EnsuresoundcorporategovernanceandprovidePFMAcompliantsupplychainservicesandassetmanagementservicesintheSecretariat.

Sub-subProgramme1.3.2:FinancialManagementSub-subProgrammepurpose: Thepurposeof the sub-sub-programme is toprovidePFMA-compliantfinancial,accountingandsupplychainservicestotheCivilianSecretariatforPolice.StrategicObjective:Anefficientandeffectivebudgetandfinancialbudgetmanagementin linewithallfinancialpolicies,prescriptsandlegislation.






1.3.2.1 UpgradedFinancialManagementSystemsinplace

- 1 1 - -

1.3.2.2 AccuratefinancialreportssubmittedtimeouslyasperPFMArequirements

- 12 12 - -

1.3.2.3 Paymenttocreditorswithin30daysofreceiptofinvoice

- 30days 30days - -

1.3.2.4 Midtermreviewconducted

- 1 1 - -

Keyachievementsofthesubprogramme:TheFinanceAdministrationsubprogrammeisresponsiblefortheoverallmanagementofthefinancialaffairsoftheSecretariat.Thissubprogrammeprovidesservicestosupportplanning,organising,controllingandmonitoringoffinancialperformancetargets,throughitsunitsnamely,SupplyChainManagementandFinancialManagement.Thisalsocoverstheestablishmentandcontinuousimprovementofeffectivesystemsforfinancialadministration,procurementandassetmanagement.ThesubprogrammeplaysapivotalroleintheestablishmentandmaintenanceofsoundcorporategovernanceintheSecretariat.

Fortheyearunderreview,thissubprogrammehadtentargetsofwhicheightwereachieved.Thekeyachievementofthesubprogramme,eventhoughitwasnotpartoftheAnnualPerformancePlan,wasthefacilitationofthetransitionoftheSecretariatfromacostcentreintheDepartmentofPolicetoadesignateddepartmentatNationallevel.

2013/14 2012/13SubProgrammeName

Final Appropriation

ActualExpenditure


Final Appropriation

ActualExpenditure


R’000 R’000 R’000 R’000 R’000 R’000Intergovernmental,CivilSocietyandPublic-PrivatePartnerships

16495 10450 6045 10593 8780 1813

Total 16495 10450 6045 10593 8780 1 813

SynopsisofhowachievementscontributedtowardsachievingtheSecretariat’sOutcomesandhowitimpactedonthestrategicprioritiesofgovernment:Thesubprogrammebeingasupportfunction,contributesindirectlytotheachievementsoftheoutcomesthoughsupporttoservicedeliveryprogrammes.

Programme 2: PartnershipsProgrammepurpose:Thepurposeoftheprogrammeistomanageandencouragenationaldialogueoncommunitysafetyandcrimeprevention.

ProgrammeExpenditure

SubProgramme2.1:CivilSocietyPartnershipsSubProgrammepurpose:Thepurposeofthesubprogrammeistomanageandfacilitatecivilsocietypartnershipincrimeprevention.StrategicObjective:Strategiccollaborativepartnershipsbetweengovernmentandcivilsocietyexistwithregardtosafetyandcrimeprevention.

Performance Indicators





Comments ondevia-tions

ActualAchieve-ment2012/13

2.1.1 Initiatedrelationshipsoncrimepreventionandsafetyprogrammes

- 2 2 - - -

2.1.2 Sustainedrelationshipswithstakeholders

- 2 2 - - -

2.1.3 Establishednewworkinggroups

- 2 2 - - -

2.1.4 Sustainestablishedworkinggroups

- 2 2 - - -

2.1.5 Rolloutanti-crimecampaigns/programmes

- 1 1 - - -


SubProgramme2.2:IntergovernmentalPartnershipsSubProgrammepurpose:Thepurposeof thesubprogramme is topromote intergovernmentalcooperationoncommunitysafetyandcrimeprevention.StrategicObjective:Enhancedintergovernmentalco-operationonsafetyandsecurityissuesthroughacoordinatedeffort.






2.2.1 EstablishedCSFs - 18 30 - CSF’swereprioritisedinProvincesandMunicipalities

2.2.2 EvaluationreportsonthefunctionalityofCSFsinallprovinces

- 1 1 - -

2.2.3 Initiateworkingrelationshipwiththestakeholders

- 2 2 - -

2.2.4 Sustainworkingrelationshipstakeholders

- 1 1 - -

SubProgramme2.3:CommunityOutreachProgrammesSubProgrammepurpose:Thepurposeofthesubprogrammeistopromote,encourageandfacilitatecommunityparticipationinsafetyprogrammes.StrategicObjective:Maximumparticipationofcommunitiesincrimepreventioninitiatives.






2.3.1 Numberofpublicparticipationengagements

- 10 12 - TheMinisterwasrespondingtoCommunitychallengesandneeds

2.3.2 CPFtrainingmanualproduced

- 1 1 - -

2.3.3 Numberofcommunityoutreachprogrammesimplementedwithstakeholders

- 2 2 - -

SubProgramme2.4:PublicPrivatePartnershipsSubProgrammepurpose:Thepurposeofthesubprogrammeistomanageandfacilitatepublicprivatepartnershipsprogrammes.StrategicObjective: Ensure a collaborativeeffort betweengovernment, private and academic sectors on crimepreventioninitiatives.






2.4.1 Implementedanti-crimeprojectwithanacademicinstitution

- 1 1 - -

2.4.2 Implementedanti-crimeinitiative

- 2 2 - -

2.4.3 Implementedanti-crimeprojects

- 2 2 - -

Keyachievementsoftheprogramme:• Relationshipswerebuiltwithstakeholdersoncrimepreventionandsafetyprogrammes• ThefunctionalityoftheCSF’swereassessedandanevaluationreportcompleted• Thenumberofpublicparticipationengagementswereexceededdue toMinister responding to community

needs• ACPFtrainingmanualwasproduced

Strategiestoovercomeareasofunderperformance• Therewasnounderperformance

Reasonsforchangesperperformanceindicator(changedduringtheterm)• Therewasnochangesinperformanceindicators

Howdidexpenditurecontributetoachievementsofoutputs?• Expenditurehasensuredthatthereisimprovedservicedeliveryatlocallevel.

Synopsisofhowachievementsoftargetshascontributedtowardsachievingthedepartment’sstrategicoutcomeorientated goals:Theunit’sachievementscontributedtowardstheSecretariatreachingitstargetsbycontributingtowardsaddressingdevelopmentalissueswithinitsoversightmandate.ThisisalsoacontributiontotheJCPSclusterOutcome3,ofcreatingasafeandsecureenvironmentforallinSouthAfrica. Programme 3:PolicyandResearchPurposeofProgramme:ThepurposeoftheprogrammeistoprovidepolicyadviceandresearchservicestotheSecretaryofPolice.ProgrammeExpenditure


Final Appropriation

ActualExpenditure


Final Appropriation

ActualExpenditure


R’000 R’000 R’000 R’000 R’000 R’000PolicyDevelopmentandResearch

9577 8270 1307 6934 4184 2750

Total 9577 8270 1307 6934 4 184 2750





Deviationfrom planned target to ActualAchievementfor 2013/14


3.1.1 Numberofpolicingpoliciesonallaspectsofpolicing

- 3 3 - -

3.1.2 FinalisedWhitePaperonPolicing

- 1 1 - -

3.1.3 DraftWhitePaperonSafetyandSecurity

- 1 0 - ThisindicatorcouldnotbeachievedduetothedecisionbytheMinisterofPoliceduringJuly2013tosplittheWhitePaperonSafetyandSecurity.FocusthusshiftedtodraftingtheGreenPaperonPolicingandthedraftWhitePaperonthePolice.However,a framework documentfortheWhitePaperonSafetyandSecurityhasbeencompiledwhichwillfeedintothedraftWhitePaperonSafetyandSecurity.

3.1.4 NumberofspecialprojectsundertakenasperthedirectionoftheSecretary

- 5 5 - -

SubProgramme3.1:PolicyDevelopmentSubProgrammepurpose:Thepurposeofthissubprogrammeistodeveloppolicingpolicies.StrategicObjective:Evidenced-basedpoliciesaroundpolicingareas.

Keyachievementsofthesubprogramme:PolicyDevelopmentThroughcollaborationwiththeSAPSalongwithotherkeyroleplayers,thesubprogrammebeganthereviewofthe 1998White Paper on Safety and Security aswell as conceptualising theway forward,whichwill include acomprehensiveanalysisofthecrimeandsafetysituation.

TheGreenPaperonPolicingandthesubsequentWhitePaperonthePolice,thebroadoverarchingpolicyframeworkfordevelopingaprofessional, competentandhighlyskilledpoliceservice,wasamajoraccomplishment for theSubProgramme.ThePaperseeks to reaffirmthecommitmentby theDepartmentofPolice to theprinciplesofgoodgovernanceofpolicinginademocracyanditwillprovidethebasisforthereviewofexistinglegislationandregulations.ProvincialpoliceandstakeholderconsultationsandpublicsubmissionsassistedinstrengtheningthevisionoftheWhitePaper.

ThePolicyonReducingBarriers to theUnder-reportingofGenderBasedViolence, aswell as thePolicyon theManagementandIdentificationofSerialRape&SerialMurderwereconceptualised.ThePolicyonReducingBarrierstotheUnder-reportingofGenderBasedViolencewilladdressbarrierstounder-reportingbyvictims,andwillset






3.2.1 Annualnationaltrendreportoncrimeandpolicing

- 1 1 - -

3.2.2 ConsolidationofMINMECreports

- 4 4 - -

3.2.3 Numberofresearchprojectsonallaspectsofpolicing

- 4 4 - -

out clear guidelines around the collation,presentationand interpretationofpolice statistics. ThePolicyon theManagementandIdentificationofSerialRape&SerialMurderwillprovideacoherentmechanismfordealingwithcasesinvolvingserialoffenders

SynopsisofhowachievementscontributedtowardsachievingtheSecretariat’sOutcomesandhowitimpactedonthestrategicprioritiesofgovernment:The draft policies and concept notes developedwere essentially geared towards ensuring that the SecretariatrealisesitsobjectivesintermsofitsPolicyMandatesetoutintheAct.

SubProgramme3.2:ResearchDevelopmentSubProgrammepurpose:Thepurposeofthissubprogrammeistoundertakeresearch inareasofpolicingandcrime.StrategicObjective:StrategicresearchoncrimeandpolicingtotheSecretary.

KeyAchievementsofthesubprogramme:ThroughcollaborationwiththeSAPSalongwithotherkeyroleplayers,thesubprogrammeResearchfocusedoninterventionsaimedatstrengtheningthepolicingandsafetyenvironment. ThepolicyonImprovingtheQualityandFunctioningoftheSAPSDetectiveServiceseekstoprovideaframeworkwithguidelinesfortheSAPSinreviewingandaligningitsoperationalstrategiesandinstructionsleadingtoimprovedcriminalinvestigations.

Adiagnosticassessmentwasconductedonexistinggovernmentandcivilsocietyanti-gangstrategiesinprovinces.TheintentionbehindconductingthisassessmentpriortofinalisingtheNationalIntegratedAnti-GangsStrategy,wastoidentifybest-practicesinrelationtothestrategies,andchallengesinrelationtoimplementationofthestrategies.ThisexercisehascontributedtofinalisingtheNationalStrategy

TheUseofForcepolicyprovidesSAPSwithclearandconsistentguidelinesregardingtheuseofforcewhileengagedinthedischargeoftheirofficialduties,byaddressingtheforcecontinuum,howandwhenforcemaybeapplied,aswellastheextentofforcetobeused.Thepolicyfurtheraddressesless-than-lethalsolutionsfortheSAPS,andeffectiveaccountabilityandtransparencyintheuseofforce.

TheRuralSafetyprojectexploredtheissueoffarmsafetyandtheeffectivenessofexistinginterventionsintheareas.

TheCrime TrendsReport focuses on sexual offences in relation towomen and children. The report provides asynopsisofthecrimesbasedontheperiods2008/2009financialyearupto2012/2013financialyear.

TheProgrammefurtherparticipatedintheBoardmeetingandAdvisoryPolicyCommitteemeetingoftheInternationalCentreforthePreventionofCrime(ICPC).TheICPCisaninternationalbodyandresourcecentrededicatedtotheexchangeofideasandknowledgeoncrimepreventionandcommunitysafety.


SubProgramme3.3:ResourceInformationCentreSubProgrammepurpose:ThepurposeofthissubprogrammeistoprovideresourceinformationmanagementtotheCivilianSecretariatandrelevantstakeholders.StrategicObjective:ResourceandinformationsupporttotheSecretariatandrelevantstakeholders.


Final Appropriation

ActualExpenditure


Final Appropriation

ActualExpenditure


R’000 R’000 R’000 R’000 R’000 R’000Legislation 5278 3293 1985 1380 923 457

Total 5278 3293 1985 1 380 923 457






3.3.1 %HistoricalresearchbeingdonebySAPSorexternalroleplayer(rework)availableinResourceCentre

- 70% 70% - -

3.3.2 %InformationonbestpracticesintopolicinginternationallyavailableinResourceCentre

- 100% 100% - -

3.3.3 %RepositoryofallreportspreparedbySecretariatavailableinResourceCentre

- 100% 100% - -

3.3.4 Database of all legislation,instructionsandstandingorderswithregardtopolicingavailableinResourceCentre

- 1 1 - -

3.3.5 CollatingallinformationrelatingtopolicingdealtwithinparliamentavailableinResourceCentre

- 100% 100% - -

3.3.6 ProvideSecretarywithcurrent&historicinformationonspecificareasofpolicingasrequired

- 100% 100% - -

3.3.7 ConductresearchintospecificareasidentifiedbytheSecretary

- 100% 100% - -

ResourceInformationManagementKeyachievementsofthesubprogramme:The Resource Information Centre’s packaging and circulation of information contributes to key targets set bythePolicyandResearchProgramme.TheCentrefurthersupportstheCivilianSecretariat inrealising itsbroaderobjectivesofoversight.Thesubprogrammes’achievementswereenhancedbyimprovedInformationknowledgemanagementprocesses.

Synopsisofhowachievementsoftargetshavecontributedtowardsachievingthedepartment’sstrategicoutcomeorientated goals:Thedraftpolicies, concept documents and research reports developedwere geared towards ensuring that theCivilian Secretariat for Police realises its objectives in terms of its PolicyMandate as set out in the Act. Policydevelopmentandresearch in thepolicingandsafetyfields remains importantparticularlywithregardtopublicperceptionsaroundcrimeandpolicing.Individuallyandcollectivelythesedraftpoliciesandresearchreportsaimto

impactpositivelyongovernment’sstrategicpriorities,inparticulartherelatedoutputsforOutcome3–“AllPeopleinSouthAfricaAresafeandFeelSafe”.Morespecifically,itisanticipatedthattheeffectiveimplementationofthesepoliciesandresearchwillimpactpositivelyontheOutputs.

Strategiestoovercomeareasofunderperformance• None to report

Reasonsforchangesperperformanceindicatorifindicatorsortargetshavechangedduringreportingperiod• Nochangesweremadetoperformanceindicatorsintheyearunderreview.

Howdidexpenditurecontributedtoachievementofoutputs• WhiletheexpenditureallocatedwouldhavebeensufficientfortheUnit, theprovincialconsultationsforthe

GreenPaperonPolicing,whichtheUnitwasrequestedtoundertakeonbehalfofthePortfolioCommitteeonPolice,resultedin90%spendingwithinthefirstsixmonthsoftheyear.ThisoverspendingwasnotforeseeableastheSecretariatwasnotprovidednoticeinadvanceregardingtheprovincialconsultations.

Programme4:LegislationProgrammePurpose:ThepurposeofthisprogrammeistoprovidelegislativesupportservicestotheSecretaryofPolice.StrategicObjective:Aneffectiveandconstitutionally-compliantdepartmental legislativeframeworkforeffectivepolicing.

ProgrammeExpenditure

Programme performance indicators




Deviationfrom planned target to ActualAchievementfor 2013/14

Commentsondeviations

4.1.1 Review Department ofPolicelegislationinaccordancewithconstitutionalimperativesandpolicies

- 1 3 - ThereviewoftheSouthAfricanPoliceServiceActforalignmentwiththeConstitution&approvedpolicingpolicieswasputonholdpendingthefinalisationoftheWhitePaperonPolicing.AsasubstitutefortheSAPSAmendmentBill(comprehensivereviewofthe Act),thefollowingpiecesoflegislationweredealtwithinParliament.TheCriminalLaw(ForensicProcedures)AmendmentBilldealingwiththeDNADatabaseandrelatedmattersThePrivateSecurityIndustryRegulationAmendmentBill,2012. TheDangerousWeaponsBill.


4.1.2 Regulationsdraftedasrequiredin terms of reviewed departmental legislation

- 4 1 - TheregulationsundertheSouthAfricanPoliceServiceAmendmentAct(DPCI)werenotfinalisedduetopendingdiscussionswiththeJudge.DraftregulationsontheCriminalLaw(ForensicProcedures)A/B(DNA)havebeenprepared,butnotyetpromulgated.TheregulationsundertheSouthAfricanPoliceServiceBill(comprehensivereview)werenotdoneastheBillhasbeenputonhold(seecommentsunder 4.1.1 above.TheregulationsundertheFirearmsControlAmendmentActwerenotdoneduetoproblemsidentifiedwithcertainprovisionsintheAct.TheseproblemsarebeingaddressedintheFirearmsControlAmendmentBillthatisbeingfinalised.

4.1.3 Adviceandsupport to Ministeronstatutoryobligationsandresponsibilities

- 100% 100% - -

4.1.4 Opinions to Ministeronconstitutionalandlegalmattersaffectingpolicing

- 100% 100% - -

4.1.5 PresentationstoClusterandParliamentaryCommitteesofdraftlegislation

- 100% 100% - -

4.1.6 Approved legislativeprogrammeforDepartment of Police

- 1 1 - -

Keyachievementsoftheprogramme:• PrivateSecurityIndustryRegulationAmendmentBillpassedbyparliament.• CriminalLaw(ForensicProcedures)AmendmentBill(“DNA”)consentedbyparliament.• DPCIPolicyonSelectionofPriorityOffencesforapprovalbyparliament.• DraftRegulationsforSecretariatsfinalisedforapproval.• Proclamationsondesignateddepartmentandaccountingofficertoputintooperationremainingsectionsofthe

ActandpublishedintheGovernmentGazette• FrameworkfordiagnosticworkshoponSAPSActreviewdeveloped.• CabinetMemoonGreenPaperonPolicingdrafted.• NoticecallingforsubmissionstotheFirearmsCommitteepublished.• DangerousWeaponsBillassentedbyparliament.

Strategiestoovercomeunderperformance• TheUnithasbeencapacitatedbythefillingofthepostsofasecondDirectorandapersonalassistantforthe

ChiefDirector.• SomemembersoftheUnithaveattendedatwoweekbasictraininginlegislativedrafting.

Reason for change of performance indicators• Noindicatorschanged.

Howdidexpenditurecontributetotheachievementofoutputs• Thenecessarylegislativeprioritieswereachieved. Synopsisonhowachievementscontributedtowardsachievingthesecretariat’soutcomesandhowitimpactedonthestrategicprioritiesofgovernment:IndevelopingBills,aswellasadvisingtheMinisteronhisstatutoryresponsibilitiesandobligationsunderexistinglegislation,acontributionwasmadetowardsachievingtheoutcomeoftheSecretariatthatseekstoensurethattheSouthAfricanPoliceServicehaseffectivelegislationtoexecuteitsconstitutionalmandate.


Programme5:MonitoringandEvaluationProgramme Purpose: To provide oversight of the South African Police Services through efficient and effectivemonitoringandevaluation

SubProgramme5.1:PolicePerformanceSubProgrammepurpose:Thepurposeofthesubprogrammeistomonitorandevaluateplanningprocesses,budgetutilisationandtheperformanceoftheSouthAfricanPoliceService.StrategicObjective:Improvepoliceperformance.

SynopsisofhowachievementscontributedtowardsachievingtheSecretariat’sOutcomesandhowitimpactedonthestrategicprioritiesofgovernment:TheachievementoftheindicatorrelatingtoSAPSbudgetassessmentreportisinlinewithsection6(b)oftheAct.Theachievementofoutput2“ImproveeffectivenessandensureintegrationoftheCriminalJusticeSystem” led

toOutcome3.TheachievementoftheFrontlineServiceDelivery(FSD)isinlinewiththeMinistersprioritiesaswellasprioritiesinthePresidency.TheFSDalsoseekstoaddressBathoPeleprincipleswhicharedirectlyaddressedbySAPSserviceoutcomes,objectivesandkeyservices.

SubProgramme5.2:PoliceConductSubprogrammepurpose:Thepurposeofthissubprogrammeistomonitorandevaluatetheconduct,integrityandtransformationoftheSouthAfricanPoliceService.StrategicObjective:Transformandprofessionalizethepoliceservice

SynopsisofhowachievementscontributedtowardsachievingtheSecretariat’sOutcomesandhowitimpactedonthestrategicprioritiesofgovernment:ThenatureofpoliceconductindicatorsservesasanattempttorealisethefulfillmentofOutcome3,CSPAct,NDPandtheConstitutionofSouthAfrica.Thesepoliceconductindicatorsarecentraltopromotingprofessionalization,discipline,excellenceinservicedelivery,accountability,decreasinghighlevelsofcrimeandcontributetobringingdignitytothelivesofSouthAfricans.

The police conduct unit has been instrumental in ensuring that the provisions of the Constitution and CivilianSecretariatforPoliceActareeffected.

SubProgramme5.3:ComplianceSubprogrammepurpose:Thepurposeofthesubprogrammeistomonitorandevaluatecompliancetopolicingpolicy,legislationandministerialdirectivesbySouthAfricanPoliceService.StrategicObjective:Improvepolicecompliance.






5.1.1 Numberofoversightsvisitsconducted

- 200 529 - -

5.1.2 Numberofpolicestationservicedeliverytrendsanalysisreports

- 2 2 - -

5.1.3 Numberofbudgetassessmentreports

- 2 2 - -

5.1.4 Number of assessment reports ontheimplementationofMinisterialpriorities,APPandSDIP

- 1 2 - -

5.1.5 Numberofsystemsdevelopedanddeployed(IMS)

- 1 1 - -




Deviationfromplanned target toActualAchievementfor 2013/14


5.2.1 Numberofeffectivecomplaintsmanagementsysteminplace

- 1 5 Result of increasedcomplaints

-

5.2.2 Number of assessment reportsonthemanagementoflitigation

- 1 1 - -

5.2.3 Percentageofauditeddisciplinaryoutcomes/decisionsonmisconductthatcomplywithsetstandards

- 20% 33% - Threeprovinceswere used as part ofthisauditwhichincreasedthetotal

5.2.4 Uptake rate of recommendationsbytheSAPS

- 25% 25% - -


Final Appropriation

ActualExpenditure


Final Appropriation

ActualExpenditure


R’000 R’000 R’000 R’000 R’000 R’000Monitoring&Evaluation

18740 12159 6581 10196 12854 -2658

Total 18740 12159 6581 10196 12854 -2658






5.3.1 Numberofreportsproducedontheimplementationoflegislation:

SexualOffensesAct

- 1 1 - -

5.3.2 ChildJusticeAct - 1 1 - -

Figure1:OversightVisit


Keyachievementsoftheprogramme:A draft Oversight Monitoring and Evaluation Framework was developed and finalised after consultation withprovinces.TheframeworkwasdevelopedtoserveasaguidelinetoensurethatoversightM&Eisundertakeninacoordinatedmanneratnationalandprovinciallevel.

InrealizingtheobjectsoftheCivilianSecretariatforPoliceServiceAct,no2of2011,theM&Ecomponentoftheorganizationconducted1219oversightvisitsintotal.Thisisa48%increasewhencomparingwiththe826achievedinpreviousfinancialyear.

Thesevisitswereconductedbynationalandprovincialofficesof theSecretariatandweremostlyconductedatpolicestationswhichisatthecoalfaceofservicedelivery.Bytheendofthefinancialyear,atotalof999PoliceStationshadbeenvisitedformonitoringpurposes.ThishassignificantlyincreasedtheSecretariatcoverageatpolicestationlevelandplansareinplacetovisittheremaining138policestationsinthe2014/15financialyear. TheM&EChiefDirectoratesuccessfullyhostedtwodialoguesduringtheperiodunderreview:Adialoguebetweengovernmentandcivilsocietywashostedduringwomen’smonthon22-23August2013,toensuresafeviolence-freecommunitiesforwomenandgirlsinSouthAfrica.Thedialoguewasmeanttoidentifyconcreteactions that couldcontribute towards improvedpolicing responsesandviolence–freecommunities, including thecomplementaryactionsrequiredbyotherstakeholderstoensuresafe,violence-freecommunitiesforwomenandgirls

AdialogueonthemanagementofcomplaintsagainsttheSAPSwashostedwithvariousstakeholders

Furthermore,theunitestablishedandmaintainsdifferenttypesofM&Epartnershipswithvariousstakeholders(civil society organisations, academia andbusiness) to strengthen theM&E systemand tomobilise requiredtechnicalskillsandsupport:






5.4.1 Number of approved threeyearevaluationplans

- 1 1 - -

5.4.2 Numberofevaluationreports:

ResolvingofCrime

- 1 1 - -

5.4.3 SAPSGarages - 1 1 - -

5.4.4 Number of submissions totheJCPSDEVCOM

- 2 1 - OnlyonewasmadebyM&EandallothersubmissionscamefromPartner-ships,Policy&Researchunits

5.4.5 NumberofSpecialProjectsreports

- 4 0 - -

TheM&EForumwasconvenedonaquarterlybasisandwasinstrumental indevelopingM&EtoolsandshapingdiscussionsthatinformedthedevelopmentofprovincialSecretariats.Inaddition,theOversightMonitoringandEvaluationFrameworkwasdeveloped.TheframeworkwasdevelopedtoserveasaguidelinetoensurethatoversightM&Eisundertakeninacoordinatedmanneratnationalandprovinciallevel.

ThedevelopmentofPhaseIoftheInformationManagementSystem(IMS)iscomplete.End-usertrainingisexpectedtobedeliveredduring thefirstquarterof the2014/15financial yearand the system isexpected tobeutilisedoptimallyduringthesecondquarter.PhaseIIdevelopmentofthesystemisexpectedtobecompletedbytheendofthe2014/15financialyear.

• Strategiestoovercomeareasofunderperformance None

• Reasonsforchangesperperformanceindicatorifindicatorsortargetshavechangedduringreportingperiod TheperformanceIndicator“Percentageofauditeddisciplinaryoutcomes/decisionsonmisconductthatcomply

withsetstandards”hadtobechangedasaccesstodisciplineinformationwasnotgrantedbytheSAPS.

• Howdidexpenditurecontributetoachievementofoutputs Ensuredtheachievementofobjectives

SynopsisofhowachievementscontributedtowardsachievingtheSecretariat’sOutcomesandhowitimpactedonthestrategicprioritiesofgovernment:The3yearevaluationplanoutlinesevaluationstobeundertakenbythedepartment.Thisplanwillensurethatevaluationsarerelevantandproperlydesigned.IdentifiedareasofevaluationaredirectlylinkedtoOutcome3ofthedeliveryagreementandchapter12oftheNDP.

TheevaluationoftheResolvingofCrime(ROC)LearningProgrammewasundertakenbasedonmonitoringdatarevealinglowdetectionratesandpoorstatementtaking.TheevaluationcanbedirectlylinkedtotherealisationofOutcome3,specificallyoutput2:EffectiveCriminalJusticeSystem

ANNUAL REPORT 2013/14 | 33

5.3.3 DomesticViolenceActreporttoParliament

- 2 2 - -

5.3.4 Numberofreportsproducedontheimplementationofpolicingpolicy:

PublicOrderPolicy

- 1 1 - -

PART C: Governance

3.1IntroductionThough theSecretariatbecameadesignateddepartmenton1stApril 2014, stepswere taken tomaintainhighstandardsofgovernancetomanagepublicfinancesandresources.TheinternalauditingunitwassetuptocommittheSecretariattocomplywiththeeffective,efficientandeconomicutilisationofstateresources.Theprocesswillbefinalisedbeforetheendofthe2014/15financialyear.

3.2RiskManagementTheriskmanagementpostwasmostlyvacantduring2013/2014financialyearastheofficialappointedonlyworkedforthreemonths(January2014–March2014)beforesheresignedtotakeupaseniorpostatanothergovernmentdepartment.

Inspiteofthechallenge,theriskmanagementpolicyandstrategyweredevelopedbyendofthefinancialyearandwillbepresentedtothemiddleandseniormanagementmeetingsfordiscussionbeforeapprovalbytheAccountingOfficer.

To ensure adherence to the National Treasury Risk Management Framework, Chapter 13, paragraph 24, thedepartmentiscurrentlyintheprocessofappointinganindependentexternalriskmanagementpersonwhowillchairtheRiskManagementCommittee.Theappointmentofanexternalindependentchairpersonwillenhancetheobjectivityandcredibilityofriskmanagementprocessestoensurethatthereisasystematicdisciplinedapproachofidentifying,mitigating,controllingandmanagingkeystrategicrisks.

However,during2013/2014financialyeartheinternalauditdepartmentconductedahighlevelriskassessment,resulting in identifying 10 key strategic risks of the department. The risk owners are currently developing andimplementingtheriskmanagementstrategiestomitigatethechallengesidentifiedtoensurethatthechallengesarewithinacceptableriskappetites.

3.3FraudandCorruptionThe Fraud andAnti-corruptionunit has a total staff establishment of twoposts namely,Director andAssistantDirector.ThepostofAssistantDirectorwillbefilledatthebeginningof2014/2015financialyear,whiletheDirector’spostisstillvacantsincetheSecretariatcouldnotfindasuitablecandidateduringtheinterviewsthatwereconductedduringthe2013/2014financialyear.

3.4MinimisingConflictofInterestChiefFinancialOfficerandCorporateServicesaresuitableunitstorespondtothisitem.

3.5CodeofConductACodeofConductisinplaceandwasworkshoppedwithallstaffoftheSecretariat

3.6HealthSafetyandEnvironmentalIssuesAdirectorwithintheHumanResourceunitisresponsibleforhealthsafetyandenvironmentalissues.

3.7InternalControlUnitThisunitdoesnotexistyetbecausetheorganisationisnewlyestablished.

3.8InternalAuditandAuditCommitteesSection76(4)(e)and77ofthePublicFinanceManagementAct(PMFA)requirestheAccountingOfficertoestablishanAuditCommitteetoprovideindependentassuranceandadviceonriskmanagement,internalcontrol,financialstatements,compliancerequirements,internalaudit,externalauditandrelevantparliamentarycommitteereportsandrecommendations.

Inthe2013/2014financialyeartheSecretariatdidnothaveanAuditCommitteeinplacetoprovideindependentassurance and assistance to the Secretariat on control, governance and risk management. This was primarilyattributedtothefacttheSecretariathasbeenoperatingasacostcentreoftheSAPSsinceitsinception.

However,internalauditdepartmentwasestablishedasrequiredbyPMFAtoreviewtheadequacyandeffectiveness


PART D: HumanResource

Management

ofriskmanagement,controlandgovernanceprocessesfortheyearunderconsideration.Theinternalauditappliedarisk-basedapproachtodevelopathreeyearrollinginternalauditplan.TheriskassessmentreportwasusedtodeterminetheprioritiesoftheInternalAuditActivityconsistentwiththeSecretariat’sgoals.

The internal audit reviewed the internal control systemsof the Secretariat and found that the internal controlsystemswereineffective.Furthermore,InternalAuditalsoconductedahighlevelriskassessmentandfoundthattheresidualrisksofthetoptenkeystrategicrisksremainedhighthroughouttheyearunderreview. This was mainly due to the following factors:• SecretariatwasacostcentreofSAPSandthusentirelyreliedonthe latter’s internalcontrolsystemsuchas

Polfin,PersalandAssetManagementsystemtoprocessfinancialandnon-financialtransactions;• most of the senior managers were recently appointed and the Secretariat had struggled to find suitable

candidatestofillsomeofthecriticalposts;and• itwasinatransitionfromacostcentreofSAPSandtobecomingadesignateddepartmentfrom1stApril2014.

36| ANNUAL REPORT 2013/14 ANNUALREPORT2013/14|37

4.Introduction

TheStatusofHRintheDepartmentOvertheperiodtheSecretariathasmanagedtoacceleratetheappointmentofemployeestoensurethatall itsstrategicobjectivesareachieved.Notonlywasthedepartmentfillingthepositionsbutsystemstoenhancecorporategovernanceof thedepartment in the recruitment and selectionprocesseswereput in place and conformanceenforced.

HumanResourceprioritiesfortheyearunderreviewandimpactThegreatestpriorityoftheSecretariatwastoalignthestructuretotheneedoftheorganisation.FurthermoretheSecretariatprioritisedneedbasedtrainingtoensurethattrainingwasneithergenericnor“cosmetic“butaddressedtheneedsof itsemployees.Moreover, theSecretariatprioritised itshumanresourcestoenforcecompliancetoprescriptsandnewlydevelopedpolicies.Finally,targetedrecruitmentandselectionprocessesaimedatreducingthevacancyratewerethefocusoftheyearunderreview.

EstablishmentofLearningCommitteeA learning committeewas established, inwhich all stakeholders are represented i.e. all ChiefDirectorates andOrganisedLabour.ThelearningcommitteemeetingswereheldonquarterlybasiswiththeirmainpurposebeingtoensurethatalltraininginterventionsareinlinewiththeStrategicObjectivesoftheSecretariatasarticulatedintheWorkplaceSkillsPlan.

CodeofconductNewappointeesintheDepartmentareprovidedwithacopyoftheCodeofConductandarerequiredtosignanacknowledgementofreceipttothateffect.WorkshopsonCodeofConductwereconductedtoorientateemployeesabout the Code. Since no disciplinary actions were instituted against employees in the Secretariat; this is anindicationthattheemployeesadheretotheCodeofConduct. Health and Wellness programmes ThehealthandwellnessstrategyoftheSecretariatisinadraftstage.Notwithstanding,thelattertherearevarioushealth&wellnessprogrammesthatwereinitiatedintheSecretariati.e.Awomenempowermentworkshop,SARSprovidede-filingservicestoemployeesintheSecretariat,staffparticipatedintheactivitiesofMandelaDayandGEMSinformationsessions.Thehealth&wellnessprogrammes/initiativesarenotimplementedtotheoptimumduetonon-appointmentofahealth&wellnesspractitioner.

WorkforceplanningandkeystrategiestoattractandrecruitskilledandcapableemployeesAHRPlanwasdevelopedinordertoguidethemainstrategicobjectivesofHumanResourceManagementintheSecretariat.ThemainpurposeofthisHRPlantoisaddressthegapbetweenthedemandandsupplyofhumanresourcesinthedepartmentwithaviewtoattractingandretainingtherightpeoplewiththerightskillsintherightposts.

Employee performance managementDuringtheyearunderreview,theSecretariathasbeendevelopinganewperformancemanagementdevelopmentsystem(PMDS)togetherwithitspolicyinordertoensureitsimplementationinthenewfinancialyear.Thesystemintendstoenhanceappropriateandaccuratereportingonemployeeperformancethatiscommensuratewiththerewardsconsideredforthedeservingemployees. AchievementsPostswerecreatedandemployeeswereappointedonthenewstructureControlmechanismforemployeeattendancethroughZ8registerwasimplemented

Challenges • Resistancetoacceptchanges• Lackofmanagementsupportforcompliancetopolicies• Workforceplanningandkeystrategiestoattractandrecruitaskilledandcapableworkforce• Employeeperformancemanagement


Table 2.2 – Personnel costs by salary bands 2013/14

Programme TotalExpenditure(R’000)

PersonnelExpenditure(R’000)

TrainingExpenditure(R’000)

Professional & Specialized Services(R’000)

Personnel cost as a percentage of total expenditure

Averagepersonnel cost per employee(R’000)

Administration 26806 18624 288 7894 69% 351

Partnership 10450 7676 - 2774 73% 480

PolicyandResearch

8270 6143 - 2127 74% 558

Monitoringandevaluation

12159 8200 - 3959 67% 482

Legislation 3293 2286 - 1007 69% 572

Total 60978 42929 288 17761 70% 425

Salary Bands PersonnelExpenditure(R’000)

%oftotalpersonnelcost Averagepersonnelcostperemployee(R’000)

Lowerskills(Levels1-2) 341 0.8% 85

Skilled(Levels3-5) 1721 4.0% 143

Highlyskilledproduction(Levels6-8)

4800 11.2% 229

Highlyskilledsupervision(Levels9-12)

17076 39.8% 464

SeniorManagement(Levels13-16)

18991 44.2% 922

TOTAL 42929 100% 434

4.1HumanResourcesOversightStatisticsDuringtheperiodunderreview,theSecretariatmanagedtorecruit23employeesondifferentlevels inordertocapacitatetheorganizationtodeliveronitsstrategicobjectives.Allvacantandfundedpostswereadvertisedduring2013/2014financialyear.Therewasstabilityintheorganizationinthattheturnoverratewasverylow.

Human resources management policies were reviewed and drafts were developed in consultation with topmanagement,staffmembersandunionrepresentativeswithaviewtogettingapprovalduring2014/2015financialyearsincetheSecretariatwillbecameadesignateddepartment.

TrainingandDevelopmenthasbeenimprovedintermsofitsalignmenttotheWorkplaceSkillsPlaninaccordancewiththeprovisionsoftheSkillsDevelopmentAct.

4.2PersonnelRelatedExpenditureSecretariatbudgetintermsofclearlydefinedprogrammes:Thefollowingtablessummarizefinalauditedexpenditurebyprogramme(Table2.1)andbysalarybands(Table2.2).Inparticular,itprovidesanindicationoftheamountspentonpersonnelcostsintermsofeachoftheprogrammesorsalarybandswithinthedepartment.

TABLE2.1–Personnelcostsbyprogramme,2013/14


Programme Salaries

Amount(R’000)

Salariesasa%ofpersonnelcosts

Administration 16210 47%

Partnerships 6836 18%

Policy&Research 5410 14%

Monitoring 7249 19%

Legislation 2038 5%

Total 37743 100%

Programme Numberofposts Numberofpostsfilled Vacancy Rate Numberofpostsfilledadditionaltotheestablishment

Administration 65 55 8% 0Partnership 17 17 0% 0LegislationandPolicyandResearch

17 15 2% 0

Monitoring&Evaluation

22 15 6% 0

Total 121 102 16% 0

Thefollowingtableprovideasummaryperprogramme(Table2.3),ofexpenditureincurredasaresultofsalariesandovertime.Ineachcase,thetableprovidesanindicationofthepercentageofthepersonnelbudgetthatwasusedfortheseitems.

Salary band Numberofposts Numberofpostsfilled Vacancy Rate Numberofpostsfilledadditionaltotheestablishment

Lower skilled(Levels1-2)

3 3 0% 0

Skilled(Levels3-5)

16 14 2% 0

HighlyskilledProduction(Levels6-8)

24 21 2% 0


49 38 9% 0

Seniormanagement(Levels13-16)

29 26 2% 0

TABLE2.3–Salaries,Overtime,byprogramme,2013/14

4.3 Employment and VacanciesThefollowingtablessummarizethenumberofpostsontheestablishment,thenumberofemployees,thevacancyrate,andwhether thereareanystaff thatareadditional to theestablishment.This information ispresented intermsofthreekeyvariables:-programme(Table3.1),salaryband(Table3.2)andcriticaloccupations(Table3.3).Departmentshaveidentifiedcriticaloccupationsthatneedtobemonitored.Table3.3providesestablishmentandvacancyinformationforthekeycriticaloccupationsofthedepartment.

Thevacancyratereflectsthepercentageofpoststhatarenotfilled.

TABLE3.1–Employmentandvacanciesbyprogramme,31March2014

Numberofpostsincludes3postsintheofficeoftheJudge,1postintheofficeoftheSecretaryofPoliceand3postsintheMonitoringandEvaluationUnitthatwereapprovedduringtheperiodunderreview.

TABLE3.2–Employmentandvacanciesbysalarybands,31March2014

Theinformationineachcasereflectsthesituationasat31March2014.Foran indicationofchanges instaffingpatternsovertheyearunderreview,pleaserefertosection5ofthisreport.

4.4JobEvaluationThePublicServiceRegulations,1999introducedjobevaluationasawayofensuringthatworkofequalvalue isremuneratedequally.Withinanationallydeterminedframework,executingauthoritiesmayevaluateorre-evaluateanyjobinhisorherorganization.IntermsoftheRegulationsallvacanciesonsalarylevels9andhighermustbeevaluatedbeforetheyarefilled.ThiswascomplementedbyadecisionbytheMinisterforthePublicServiceandAdministrationthatallSMSjobsmustbeevaluatedbefore31December2002.

Thefollowingtable(Table4.1)summarizesthenumberofjobsthatwereevaluatedduringtheyearunderreview.Thetablealsoprovidesstatisticsonthenumberofpoststhatwereupgradedordowngraded.

TABLE4.1–JobEvaluation,1April2013to31March2014

Beneficiaries African Asian Coloured White Total

Female 0 0 0 0 0

Thefollowingtableprovidesasummaryofthenumberofemployeeswhosesalarypositionswereupgradedduetotheirpostsbeingupgraded.Thenumberofemployeesmightdifferfromthenumberofpostsupgradedsincenotallemployeesareautomaticallyabsorbedintothenewpostsandsomeofthepostsupgradedcouldalsobevacant.

TABLE4.2–Profileofemployeeswhosesalarypositionswereupgradedduetotheirpostsbeingupgraded,1April2013 to 31 March 2014

CriticalOccupations Numberofposts Numberofpostsfilled Vacancy Rate Numberofpostsfilledadditionaltotheestablishment

DeputyDirectorGeneral

1 1 0% 0

ChiefDirectors 6 6 0% 0Directors 21 19 7% 0Total 28 26 7.% 0

Salary band Numberofposts

Numberof JobsEvaluated

%ofpostsevaluatedby salarybands

Posts Upgraded Posts downgraded

Number %ofpostsevaluated

Number %ofpostsevaluated


0 0 0 0 0 0 0

Skilled(Levels3-5) 0 0 0 0 0 0 0


0 0 0 0 0 0 0

HighlyskilledSupervision(Levels9-12)

0 0 0 0 0 0 0

SeniorManagementServiceBandA(13)

0 0 0 0 0 0 0

SeniorManagementServiceBandB(14)

0 0 0 0 0 0 0

SeniorManagementServiceBandC(15)

0 0 0 0 0 0 0

SeniorManagementServiceBandD(16)

0 0 0 0 0 0 0

Total 0 0 0 0 0 0 0

TABLE3.3–Employmentandvacanciesbycriticaloccupation,31March2014


Occupation Numberofemployees

JobevaluationLevel

Remunerationonlevel

Reasonfordeviation

0 0 0 -

Total 0 0 0 -

TotalNumberofEmployeeswhosesalariesexceededtheleveldeterminedbyjobevaluationin2013/14 None

Thefollowingtablesummarizesthenumberofcaseswhereremunerationlevelsexceededthegradedeterminedbyjobevaluation.Reasonsforthedeviationareprovidedineachcase.

TABLE4.3–Employeeswhosesalary levelexceedthegradedeterminedby jobevaluation,1April2013to31March2014(intermsofPSR1.V.C.3)

Salary Band Numberofemployeesper band as on 1 April2013

Appointments and transfers into thedepartment

Terminationsandtransfersoutofthedepartment

Turnoverrate


2 1 0 0

Skilled(Levels3-5) 12 1 2 2

Highlyskilledproduction(Levels6-8)

19 5 1 1


29 13 1 1

SeniorManagementServiceBandA

14 3 0 0

SeniorManagementServiceBandB

6 0 0 0

SeniorManagementServiceBandC

1 0 0 0

SeniorManagementServiceBandD

0 0 0 0

Total 83 23 4 4

4.5EmploymentChangesThissectionprovidesinformationonchangesinemploymentoverthefinancialyear.

Turnoverratesprovideanindicationoftrendsintheemploymentprofileofthedepartment.Thefollowingtablesprovideasummaryofturnoverratesbysalaryband(Table5.1).

TABLE5.1–Annualturnoverratesbysalarybandfortheperiod1April2013to31March2014

TerminationType Number %oftotal

Death - -

Resignation 2 2%

Expiryofcontract - -

Dismissal–operationalchanges - -

Table5.2–Reasonswhystaffareleavingthedepartment

Male 0 0 0 0 0

Total 0 0 0 0 0

Employees with a disability - -

Dismissal–misconduct - -

Dismissal–inefficiency - -

Dischargedduetoill-health - --

Retirement -

TransferstootherPublicServiceDepartments:promotionandlateraltransfer 2 2%

Other - -

Total 4 3%

Totalnumberofemployeeswholeftasa3%ofthetotalemployment 8 7%

Occupation Employees as at 1 April 2013

Promotiontoanother salary level

Salarylevelpromotionsasa%ofemployeesbyoccupation

Progressions to another notch withinsalarylevel

Notch progres-sionsasa%ofemployees by occupation

Seniormanagementservice(level13)

14 2 14% 0 0

TABLE5.3–Promotionsbycriticaloccupation

Salary band Employees as at 1 April 2013

Promotiontoanother salary level

Salary bands promotionsasa%ofemployeesbysalarylevel

Progressions to another notch withinsalarylevel

Notch progression asa%ofemployees by salary band

Seniormanagement(Levels13-16)

21 2 3% 9 18%


29 2 3% 19 38%


19 3 4% 13 26%

Skilled(Levels3-5) 12 0 0 7 14%


2 0 0 2 4%

Total 83 7 10% 50 100%

TABLE5.4–Promotionsbysalaryband


4.6Em

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4.7PerformanceRewardsToencouragegoodperformance,thedepartmenthasgrantedthefollowingperformancerewardsduringtheyearunderreview.Theinformationispresentedintermsofrace,gender,anddisability(Table7.1),salarybands(table7.2)andcriticaloccupations(table7.3).

TABLE7.1–PerformanceRewardsbyrace,gender,anddisability,1April2013to31March2014

Gender & Race BeneficiaryProfile Cost

Numberofbeneficiaries

Totalnumberofemployees ingroup

%oftotalwithingroup

Cost(R’000) Averagecostper employee

African 16 0 0 R313622.07 0

Male 3 0 0 R43371.24 0

Female 13 0 0 R270250.83 0

Asian 1 0 0 R41140.35 0

Male 1 0 0 R41140.35 0

Female 0 0 0 0 0

Coloured 1 0 0 R14015.52 0

Male 0 0 0 0 0

Female 1 0 0 R14015.52 0

White 2 0 0 R38148.75 0

Male 1 0 0 R21000.48 0

Female 1 0 0 R17148.24 0

Employeeswithadisability

0 0 0 0 0

Total 20 0 0 R406926.69 0

AnamountofR406926.69waspaidoutforperformancerewardsforSMSandnonSMSmembersforaperiodof2012/2013financialyear:• SMS(level13)–R114189.30• NonSMSmembers(levels1–12)–R292763.46

TABLE7.2–PerformanceRewardsbysalarybandsforpersonnelbelowSeniorManagementService,1April2013to31March2014(11/12)financialyear

Salary Bands BeneficiaryProfile Cost


Numberofemployees

%oftotalwithin salary bands

Total Cost(R’000)

Averagecostper employee

Total cost as a %ofthetotalpersonnelexpenditure


2 3 0 R9476.16 0 0

Skilled(Levels3-5)

1 14 0 R6381.12 0 0

Highlyskilledproductionlevels6-8

6 21 0 R81504.48 0 0

Highlyskilledsupervision (Levels9-12)

8 38 0 R195401.7 0 0

Total 17 76 0 R292763.46 0 0

TABLE7.3–Performancerelatedrewards(cashbonus),bysalaryband,forSeniorManagementService

Salary Bands BeneficiaryProfile Cost


Numberofemployees

%oftotalwithin salary bands

Total Cost(R’000)

Averagecostper employee

Total cost as a %ofthetotalpersonnelexpenditure

BandAlevel13 3 19 0 R114189.30 R21428.00 0

BandBlevel14 0 6 0 0 0 0

BandClevel15 0 1 0 0 0 0

BandDlevel16 0 0 0 0 0 0

Total 3 26 0 R114189.30 R21 428.00 0

TABLE8.1–Sickleave,01January2013–31December2013

Salary Band Total days Numberofemployeesusingsickleave

%oftotalemployeesusingsickleave

Averagedaysperemployees

Lowerskilled(levels1-2)(3employees)

13 3 100% 4.3

Skilled(levels3-5)(13employees)

9 13 100% 0.6

Highlyskilledproduction(levels6-8)(20employees)

66 20 100% 3.3

Highlyskilledsupervision(levels9-12)(19employees)

201 37 51% 5.4

Seniormanagement(13-16)(20employees)

80 25 80% 3.2

Total 369 98 77% 3.7

Disabilityleave(temporaryandpermanent),1January2013to31December2013

*Notemporaryandpermanentdisabilityleaveoccurredin2013

Table 8.2–Annualleave,01January2013–31December2013

Salary Band Totaldaystaken Averagedaysperemployees

Lowerskilled(levels1-2)(3employees) 36 12

Skilled(levels3-5)(13employees) 150 11.5

Highlyskilledproduction(levels6-8)(20employees)

342 17.1

Highlyskilledsupervision(levels912)(37employees)

748 20.2

Seniormanagement(13-16)(25employees)

390 15.6

Total 1666 17

4.8LeaveUtilisation


Table8.3–Cappedleave,01January2013–31December2013

Salary Band Totaldaysofcappedleavetaken

Averagenumberofdaystakenperemployee

Averagecappedleaveper employee as at 31 December 2013

Lowerskilled(levels1-2) 0 0 0

Skilled(levels3-5) 0 0 0

Highlyskilledproduction(levels6-8)

0 0 0

Highlyskilledsupervision(levels912)

0 0 0

Seniormanagement(13-16) 0 0 0

Total 0 0 0

Leavepayoutsfortheperiod1April2013to31March2014

Noleavepayoutsweremadeduringtheperiodunderreview

4.9.HIV/AIDSandHealthPromotionProgrammesTABLE9.1–Stepstakentoreducetheriskofoccupationalexposure

Units/categoriesofemployeesidentifiedtobeathighriskofcontractingHIV&relateddiseases(ifany)

Keystepstakentoreducetherisk

N/A N/A

TABLE9.2–DetailsofHealthPromotionandHIVandAIDSProgrammes(ticktheapplicable)

Question YES NO Details,ifyes

1. HasthedepartmentdesignatedamemberofSMStoimplementtheprovisionscontainedinPartVIEofChapter1ofthePublicServiceRegulation,2001?Ifsoprovideher/hisnameandposition

X

2. Doesthedepartmenthaveadedicatedunitorhasitdesignatedspecificstaffmemberstopromotethehealthandwell-beingofyouremployees?Ifso,indicatethenumberofemployeeswhoareinvolvedin.

X

3. HasthedepartmentintroducedanEmployeeassistanceorHealthPromotionProgrammeforyouremployees?Ifso,indicatethekeyelementsservicesofthisprogramme.

X

4. Hasthedepartmentestablishedacommittee(s)ascontemplatedininPartVIEofChapter1ofthePublicServiceRegulations2000?Ifso.Providethenamesofcommitteemembersandstakeholderstheyrepresent.

X

5. HasthedepartmentrevieweditsemploymentpoliciesandpracticestoensurethatthesedonotunfairlydiscriminateagainstemployeesonthebasisoftheirHIVstatus?Ifso,listtheemploymentpolicies/practicessoreviewed

X

6. HasthedepartmentintroducedmeasurestoprotectHIV-positiveemployeesorthoseperceivedtobeHIVpositivefromdiscrimination?Ifso,listtheelementsofthesemeasures

X

7. DoesthedepartmentencourageitsemployeestoundergoVoluntarycounsellingandtesting,ifsolisttheresultsthatyouhaveachieved

X

8. Hasthedepartmentdevelopedmeasures/indicatorstomonitor&evaluatedtheimpactofitshealthpromotionprogrammes?Ifso,listthesemeasures/indicators.

X

4.10LabourRelationsTABLE10.1–Collectiveagreements,1April2013to31March2014

TotalCollectiveagreements None

DisciplinaryHearing2013/14 None

TypeofMisconduct Number %oftotal0 0%

Number %oftotalNumberofgrievancesresolved 3 43

Numberofgrievancesnotresolved 4 57

Totalnumberofgrievancelodged 7 0

Total 14 100

Number %oftotalNumberofdisputesupheld 0 0

Number of disputes 0 0

Numberofdisputeslodged 0 0

Totalnumberofpersonworkingdayslost 0

Totalcost(R000)ofworkingdayslost 0

Amount(R000)recoveredasaresultofnoworknopay 0

Number of people suspended 0

Numberofpeoplewhosesuspensionsexceeded30day 0

Cost(R000)ofsuspensions 0

TABLE10.2–MisconductandDisciplinarycasesfinalised,1April2013to31March2014

TABLE10.3–Misconductaddressedindisciplinaryhearings

TABLE10.4–Grievanceslodgedfortheperiod1April2013to31March2014

TABLE10.5–Disputeslodgedinthecouncils1April2013to31March2014

TABLE10.6–Strikeactionfortheperiod1Aprilto31March2014

TABLE10.7–Precautionarysuspensionsfortheperiod1April2013to31March2014

4.11SkillsDevelopmentThissectionhighlightstheeffortsofthedepartmentwithregardtoskillsdevelopment11.1–Trainingneedsidentified1April2013to31March2014

OccupationalCategories

Gender Numberofemployees as at 1st April 2013

Trainingneedsidentifiedatstartofreportingperiod

Learnerships Skillsprogrammes & other short courses

Other forms of training

Total

Legislators,seniorofficialsandManagers(11-15)

Female 13 0 5 1 6

Male 8 0 15 1 16


Professionals(8-10) Female 20 0 10 0 11

Male 9 0 6 0 7

TechniciansandassociateProfessionals(7)

Female 14 0 3 0 3

Male 5 0 4 0 4

Clerks(4-6) Female 6 0 5 4 9

Male 6 0 0 0 0

ServiceandsalesWorkers(1-3)

Female 0 0 5 1 6

Male 0 0 4 1 5

Skilledagricultureandfisheryworkers

Female 0 0 0 0 0

Male 0 0 0 0 0

Craftandrelatedtradesworkers

Female 0 0 0 0 0

Male 0 0 0 0 0

Plantandmachineoperators&assemblers

Female 0 0 0 0 0

Male 0 0 0 0 0

Elementaryoccupations

Female 2 0 1 1 2

Male 0 0 1 0 1

Subtotal Female 0 0 0 0 0

Male 0 0 0 0 0

Total 83 0 59 11 70

OccupationalCategories

Gender Numberofemployees as at 1st April 2013

Trainingneedsidentifiedatstartofreportingperiod

Learnerships Skillsprogrammes & other short courses

Other forms of training

Total

Legislators,seniorofficialsandManagers(11-15)

Female 13 0 7 5 12

Male 8 0 8 2 10

Professionals(8-10) Female 20 0 10 5 15

Male 9 0 6 1 7

TechniciansandassociateProfessionals(7)

Female 14 0 4 3 7

Male 5 0 3 1 4

Clerks(4-6) Female 6 0 5 4 7

Male 6 0 0 0 5

ServiceandsalesWorkers(1-3)

Female 0 0 0 0 3Male 5 0 0 0 0

Skilledagricultureandfisheryworkers

Female 0 0 0 0 0

Male 0 0 0 0 0

Craftandrelatedtradesworkers

Female 0 0 0 0 0

Male 0 0 0 0 0

Plantandmachineoperators&assemblers

Female 0 0 0 0 0

Male 0 0 0 0 0

11.2–Trainingprovided1April2013to31March2014

Elementaryoccupations

Female 2 0 1 1 2

Male 0 0 1 0 1

Subtotal Female 0 0 0 0 0

Male 0 0 0 0 0

Total 83 0 51 22 73

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