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Presentation to the Portfolio Committee of Police on the 2013/14 Annual Report
16th October 2014

2. VISION AND MISSION Vision Mission
A transformed and accountable Police Service that reflects the values of our developmental State
Mission
To provide efficient and effective civilian oversight over the SAPS & enhance the role of the Minister of Police.
4/29/2019

3. OVERVIEW
Secretariat operated as SAPS cost centre until 31st March formal audited financial statements were not required
Key focus was facilitating becoming a designated department
Review and formalisation of Budget and Programme Structure to align with National Treasury Guidelines and Framework
Key HR policies are in place
Secretariat achieved its key targets
Community participation in oversight and building partnerships facilitated
A dialogue between government and civil society was hosted during women’s month
Dialogue on the management of service complaints against the SAPS was hosted with various stakeholders
4/29/2019

4. OBJECTIVES
To provide quality, timeous evidence-based strategic research and policy advice to the Minister
To develop and contribute to a global view on police practices and methodologies
To develop and build strategic partnerships in the fight against crime.
To strengthen the national dialogue and relationships on safety and crime prevention
To initiate policy driven legislation on policing and security matters
To perform any other functions as may be determined by the Minister
4/29/2019

5. LEGISLATIVE MANDATES
The Civilian Secretariat for Police derives its primary mandate from the Civilian Secretariat for Police Service Act, 2011 (Act No. 2 of 2011)
The Civilian Secretariat for Police Service Act, 2011 responds to section 208 of the Constitution which obliges the Minister of Police to establish a civilian secretariat for police that operates directly under the Minister’s direction and authority
The Civilian Secretariat for Police Act was put in operation on 1st December 2011 with the exception of becoming a designated department and the Accounting Officer responsibilities
4/29/2019

6. DEPARTMENTAL EXPENDITURE
2013/14
2012/13
Department
Final Appropriation
Actual Expenditure
(Over)/Under Expenditure
R'000
Secretariat
84 769
60 978
23 791
59 923
39 915
20 008
Total

7. EXPLANATION FOR VARIANCES
Irregular spending in the department accounted for 0.02% of the total budget
The irregular spending was due to approval of necessary services being granted after an event was concluded

8. PROGRAMME 1: ADMINISTRATION
The purpose of the programme is to provide for the management, leadership and administration of the Civilian Secretariat
2013/14
2012/13
Programme
Final Appropriation
Actual Expenditure
(Over)Under Expenditure
R'000
Administration
34 679
26 806
7 873
30 820
13 174
17 646
Total

9. PROGRAMME 2: PARTNERSHIPS
The purpose of the programme is to manage and encourage national dialogue on community safety and crime prevention.
2013/14
2012/13
Programme
Final Appropriation
Actual Expenditure
(Over)/Under Expenditure
R'000
Partnerships
16 495
10 450
6 045
10 593
8 780
1 813
Total

10. KEY ACHIEVEMENTS
Relationships were established with stakeholders on crime prevention and safety programmes
The functionality of the CSF’s were assessed
The number of public participation engagements were exceeded
A CPF training manual was produced

11. DEVIATIONS & COMMENTS
Of the initial target of 18 CSF’s, 30 were established- the deviation was due to the increased prioritisation within municipalities
The number of public participation engagements were exceeded due to community demands

12. PROGRAMME 3: POLICY & RESEARCH
The purpose of the programme is to provide policy advice and research services to the Secretary of Police
2013/14
2012/13
Programme
Final Appropriation
Actual Expenditure
(Over)/Under Expenditure
R'000
Policy & Research
9 577
8 270
1 307
6 934
4 184
2 750
Total

13. KEY ACHIEVEMENTS
The 1998 White Paper on Safety & Security was split and a Green Paper on Policing was developed
This was followed by provincial and public consultations
The White Paper on the Police has been finalised
Diagnostic assessment was conducted on existing government & civil society anti-gang strategy in provinces
Policy developed on Improving the Quality & Functioning of the SAPS Detective Service

14. DEVIATIONS & COMMENTS
The Draft White Paper on Safety & Security was not achieved due to redirection of focus on drafting the Green Paper on Policing

15. PROGRAMME 4: LEGISLATION
The purpose of this programme is to provide legislative support services to the Secretary of Police
2013/14
2012/13
Programme
Final Appropriation
Actual Expenditure
(Over)/Under Expenditure
R'000
Legislation
5 278
3 293
1 985
1 380
923
457
Total

16. KEY ACHIEVEMENTS
Private Security Industry Regulation Amendment Bill passed by parliament
Criminal Law (Forensic Procedures) Amendment Bill (“DNA”) passed by parliament
Dangerous Weapons Bill passed by parliament
DPCI Policy on Selection of Priority Offences approved by parliament.
Proclamations on designating the Secretariat as a department published in the Government Gazette

17. DEVIATIONS & COMMENTS
Review of SAPS Act for alignment with the Constitution was put on hold pending the finalisation of the White Paper on Policing
Regulations under Firearms Control Amendment Act not drafted due to challenges identified with certain provisions in this Act
Draft Regulations on the Criminal Law (Forensic Procedures) Amendment Act have been drafted but not promulgated

18. PROGRAMME 5: MONITORING AND EVALUATION
The purpose of this programme is to provide oversight of the SAPS through efficient & effective monitoring & evaluation.
2013/14
2012/13
Programme
Final Appropriation
Actual Expenditure
(Over)/Under Expenditure
R'000
Monitoring & Evaluation
18 740
12 159
6 581
10 196
12 854
(2 658)
Total

19. KEY ACHIEVEMENTS
A draft Oversight Monitoring and Evaluation Framework was developed and finalised after consultation with provinces
Conducted oversight visits in total. This is a 48% increase when comparing with the 826 achieved in previous financial year
Conducted an evaluation of Resolving of Crime (ROC) Learning Programme
Phase One of IMS was developed

20. DEVIATIONS & COMMENTS
Percentages of audited disciplinary outcomes were exceeded

21. HUMAN RESOURCE MANAGEMENT
The greatest priority of the Secretariat was to align the structure to the needs of the organisation. This process is still underway
Secretariat prioritised its human resources to enforce compliance to prescripts and newly developed policies
A learning committee on training and development was established, in which all stakeholders are represented
Workshops on Code of Conduct were conducted to orientate employees about the Secretariat
A HR Plan was developed and submissions made to inform the filling of posts
Crafted performance management development system (PMDS) together with its policy in line with the provisions of the Public Service Act and Regulations

22. END
THANKS DANKIE ENKOSI