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PRESENTATION OF THE 2014/15 ANNUAL REPORT TO THE PORTFOLIO COMMITTEE ON POLICE 15 th OCTOBER 2015

This presentation provides an overview of the annual performance of the Civilian Secretariat for Police for the 2014/15 financial year, including background information, commitments, departmental performance, and financial information.

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PRESENTATION OF THE 2014/15 ANNUAL REPORT TO THE PORTFOLIO COMMITTEE ON POLICE 15 th OCTOBER 2015

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  1. PRESENTATION OF THE 2014/15 ANNUAL REPORT TO THE PORTFOLIO COMMITTEE ON POLICE 15th OCTOBER 2015

  2. OUTLINE OF THE PRESENTATION • Introduction • Background • 2014-2019 MTSF & NDP priorities • 2014-2015 commitments • Overview of Departmental Performance • Financial Information

  3. INTRODUCTION The purpose of the presentation is to • account to the Portfolio Committee on Police on the annual performance of the Civilian Secretariat for Police for the 2014/15 financial year

  4. BACKGROUND ON THE CIVILIAN SECRETARIAT FOR POLICE • The mandate of the Civilian Secretariat for Police (CSP) is derived from the 1996 Constitution & the Civilian Secretariat for Police Service Act, 2011: • The broad mandate of the CSP is to: • 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 ON THE CIVILIAN SECRETARIAT FOR POLICE (CONTD) • The Civilian Secretariat for Police Service Act was promulgated in December 2011, with the exception of the provision relating to the CSP becoming a designated department and the Secretary of Police assuming Accounting Officer responsibilities • On 1st April 2014 the CSP was established as a designated department and the Secretary assumed the responsibilities as the Accounting Officer • This entailed the CSP becoming a stand-alone department, independent of the SAPS, and developing its own policies, procedures and systems, e.g. PERSAL, BAS, LOGIS

  6. BACKGROUND ON THE CIVILIAN SECRETARIAT FOR POLICE (CONTD) • The vision of the CSP 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”

  7. BACKGROUND ON THE CIVILIAN SECRETARIAT FOR POLICE (CONTD) • The strategic goals of the CSP 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

  8. MTSF & NDP PRIORITIES • The work of the CSP is guided by the following outcomes of the Medium Term Strategic Framework (MTSF): • Outcome 3: All people are and feel safe and Outcome 12: An efficient, effective and development oriented public service whichhave a direct impact on our work • Outcome 14: Nation building and social cohesion which has an indirect impact on our work • The CSP links to the National Development Plan include: • Strengthening the criminal justice system • Professionalisation of the police service • Demilitarisation of the police service • Building safety using an integrated approach

  9. 2014/15 COMMITMENTS In the year under review, the Department committed to the following: • An effective and efficient department able to fulfil its mandate • An effective HR management and service in place • To ensure sound corporate governance and provide PFMA complaint supply chain services, asset management services and PFMA compliant financial accounting services in the department • To perform strategic risk based audits and consulting services directed at improving the effectiveness and efficiency of the department operations, risk management and governance process • Strategic collaborative partnerships between intergovernmental civil society and public partnerships • Maximum participation of communities in crime prevention initiatives • Evidence-based policies around policing areas and research around crime and policing • An effective and constitutionally-compliant legislative framework for effective policing • Improved police accountability • Improved programme implementation effectiveness • Enhanced information management

  10. CSP OVERALL PERFORMANCE

  11. OVERVIEW OF DEPARTMENTAL PERFORMANCE • During the period under review,the CSP accomplished the following: • Migrated from a cost centre of SAPS to a designated transfer department • Complied with all administrative obligations regarding compliance to oversight bodies • Ensured that all programmes were in line with the key policies and mandates of the CSPS Act, NDP, Outcome 3, and the MTSF • The detailed departmental performance will now be dealt with per programme

  12. Programme 1: ADMINISTRATION

  13. DEPARTMENT MANAGEMENT: OVERALL KEY TARGET PERFORMANCE

  14. CORPORATE SERVICES: OVERALL KEY TARGET PERFORMANCE

  15. NUMBER OF APPROVED AND FILLED POSTS

  16. CRITICAL SMS POSTS FILLED

  17. REASONS FOR EMPLOYEES EXITING THE DEPARTMENT

  18. OVERALL EMPLOYMENT EQUITY PROFILE OF THE CSP

  19. SKILLS DEVELOPMENT INTERVENTIONS

  20. KEY AUDIT FINDINGS AND CORRECTIVE MEASURES

  21. INTERNAL AUDIT:OVERALL KEY TARGET PERFORMANCE

  22. VARIANCE AND PERFORMANCE AGAINST TARGETS • Management had requested two audits to be deferred to 2015/2016 financial year due to urgent work that had to be prioritized • The urgent work included the Information Technology system & the Polfin system

  23. KEY AUDIT FINDINGS AND CORRECTIVE MEASURES

  24. OFFICE OF THE CFO:OVERALL KEY TARGET PERFORMANCE

  25. EXPENDITURE NOTES FOR 2014/15 FINANCIAL YEAR • The CSP was assisted during the largest part of the 2014/15 financial year by the SAPS to process its human resource, financial and supply chain transactions on their systems • This enabled the department put in place its systems, procedures and policies, in order to migrate to its own financial, supply chain and human resource transversal systems • The biggest challenge faced was the finalisation of the agreements and implementation of the Virtual Private Network of the Department through SITA • There was an overall spending improvement of over 10 per cent and more efficient spending patterns compared to previous financial years, as the functions and staff compliment of the department moved towards its expected levels

  26. EXPENDITURE NOTES FOR 2014/15 FINANCIAL YEAR • ICT Application Systems have been developed in consultation with National Treasury and SITA • The department is awaiting infrastructure roll out from SITA • All personnel have been transferred from the SAPS PERSAL system to the CSP PERSAL system as from 1 March 2015 • Payments have been processed on the BAS system from 1 March 2015 and SAPS has been reimbursed for all expenditure paid on behalf of the CSP • All funds for the CSP have been received as transfer payment from SAPS

  27. KEY AUDIT FINDINGS AND CORRECTIVE MEASURES

  28. Programme 2: Inter-sectoralCoordination and Strategic Partnerships

  29. INTERSECTORAL COORDINATION AND STRATEGIC PARTNERSHIPS:OVERALL KEY TARGET PERFORMANCE

  30. VARIANCE AND PERFORMANCE AGAINST TARGETS • There has been poor stakeholder participation and commitment in attending National Task Team meetings of CSFs • The SAPS Sector Policing policy implementation is being assessed by the CSP Monitoring and Evaluation team • A summit was hosted to implement interventions to address challenges and blockages of the SAPS Rural Safety Strategy. The summit replaced the two assessments which were planned • Not all of the planned public participation meetings were held due to the 2014 general elections • Training programmes could not be implemented in two provinces due to other commitments of the provinces

  31. Programme 3: Legislation and Policy Development

  32. POLICY & LEGISLATION: OVERALL KEY TARGET PERFORMANCE

  33. VARIANCE AND PERFORMANCE AGAINST TARGETS • Non-achievement of targets were due to factors that were beyond the control of the department • The Regulations under the Private Security Industry Regulation Amendment Act, 2013 were not drafted as the Amendment Act has not yet been assented to by the President • Substantial work was done towards the achievement of the targets relating to Bills • The Firearms Control Amendment Bill, 2014 and the National Critical Infrastructure Protection Bill was prioritised ahead of the other Bills

  34. VARIANCE AND PERFORMANCE AGAINST TARGETS • The Firearms Control Amendment Bill, 2014 was drafted and submitted to Cabinet in October 2014. This version of the Bill was distributed to accredited firearm associations for comment. A further revised Firearms Control Amendment Bill, 2015 was drafted and submitted to Cabinet in February 2015. Following a presentation to Cabinet, this revised Bill was published in the Gazette for comment in March 2015 • The National Critical Infrastructure Protection Bill (to replace the National Key Points Act) was drafted and submitted to Cabinet for consideration. Cabinet requested further work to be done on the Bill • The re-prioritisation of the above Bills resulted in the deferment of the remaining Bills

  35. VARIANCE AND PERFORMANCE AGAINST TARGETS • The Draft Animal Movement and Produce Bill (to repeal the Stock Theft Act) was prepared and subjected to internal consultation. Further revisions may need to be made to the Bill following broader stake-holder consultation • The Draft Protection of Constitutional Democracy and Related Matters Bill was prepared and consulted with departmental stakeholders. The further processing of the Bill is dependent on the outcome of a constitutional challenge on certain provisions of the Act • Review of the South African Police Service Act,1995: The finalisation of thereview is dependent on the approval of the White Paper on the Police. As part of the process to review the Act and align it with the Constitution and the NDP, Diagnostic Workshops on the Act were conducted with Provincial Departments of Safety and Civil Society organisations

  36. VARIANCE AND PERFORMANCE AGAINST TARGET • Finalisation of the White Paper on the Police was delayed to ensure alignment with the White Paper on Safety & Security. Cabinet had requested both the Papers be presented together to avoid confusion between the two Papers • The finalisation of the policy on the Identification and Management of Serial Rape and Serial Murder was not signed off to accommodate further consultations within government • The review of the Public Order Policing project was withdrawn to await the finalisation of the Farlam Commission of Inquiry

  37. VARIANCE AND PERFORMANCE AGAINST TARGET • The scope of the Firearms project was expanded to include further research • The development of the Anti-gangs diagnostic report and strategy framework delayed the finalisation of the strategy. The strategy is in the process of being finalised • There were no identified special projects for the year under review and this target has been removed from future APPs as it is not a measurable target • Three of the four quarterly reports of the Resource Centre were completed but only signed off in April 2015 • The policy & legislation development cycle extends beyond the estimated timeframes. More realistic planning and targets settings will be done in the future

  38. KEY AUDIT FINDINGS AND CORRECTIVE MEASURES

  39. Programme 4: Civilian Oversight, Monitoring and Evaluation

  40. OM&E: OVERALL KEY TARGET PERFORMANCE

  41. VARIANCE AND PERFORMANCE AGAINST TARGETS • The over-achievements relating to station visits was as a result of the provincial departments conducting more visits as per demand • Most reports were finalised but not signed by the Secretary at the end of the financial year. Agreed process flow protocols have been put in place to address this • In a few of the indicators, more reports than planned for were submitted as a result of demands • There were delays with regard to the implementation of oversight recommendations due to SAPS implementation plan not being received. Engagement letters to SAPS will be signed on an annual basis to address this

  42. KEY AUDIT FINDINGS AND CORRECTIVE MEASURES

  43. FINANCIAL INFORMATION

  44. CIVILIAN SECRETARIAT FOR POLICEDEPARTMENT WITHIN VOTE 25APPROPRIATION STATEMENTfor the year ended 31 March 2015

  45. CIVILIAN SECRETARIAT FOR POLICEDEPARTMENT WITHIN VOTE 25NOTES TO THE APPROPRIATION STATEMENTfor the year ended 31 March 2015

  46. CIVILIAN SECRETARIAT FOR POLICEDEPARTMENT WITHIN VOTE 25STATEMENT OF FINANCIAL PERFORMANCEfor the year ended 31 March 2015

  47. CIVILIAN SECRETARIAT FOR POLICEDEPARTMENT WITHIN VOTE 25STATEMENT OF FINANCIAL PERFORMANCEfor the year ended 31 March 2015

  48. CIVILIAN SECRETARIAT FOR POLICEDEPARTMENT WITHIN VOTE 25CASH FLOW STATEMENTfor the year ended 31 March 2015

  49. DEPARTMENTAL BUDGET VS EXPENDITURE

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