CIVILIAN SECRETARIAT FOR POLICE

1. CIVILIAN SECRETARIAT FOR POLICE ANNUAL REPORT 2011/12 FYPresentation to the Portfolio Committee on Police – 10 October 2012 CIVILIAN SECRETARIAT FOR POLICE

2. Background • The Civilian Secretariat Police Service Act was put into operation on 01 December 2011 except for the following sections: • Sec 4(2) and (3). The Civilian Secretariat becoming a designated department. • Sec 14 . The Secretary of Police becoming the Accounting Officer of the Civilian Secretariat. • An organisational review of the Civilian Secretariat for Police (hereafter referred to as the Secretariat) was undertaken to accommodate the obligations of the new Act. • A number of workshops were held with provinces to ensure alignment with the Civilian Secretariat for Police Service Act • The Secretariat still operates as a cost centre under the SAPS Programme 1: Administration.

3. Vision and Mission Vision A transformed & 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. Strategic 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.

5. Organisational Structure Secretary of Police 2 VACANT POSTS FILLED POSTS 53 Director Legal Director Parliamentary Officer Asst Dir PA Snr Admin Clerk Snr Admin Off Snr Admin Clerck Communications Assist Dir Chief Director Policy & Research Chief Director Monitoring & Evaluation Chief Director Partnership PA PA PA Director Director Director Director Director Secretary Dept Dir Dept Dir Deputy Dir Deputy Dir Deputy Dir Deputy Dir Deputy Dir Chief Pers Officer Chief Admin Clerk Fleed Manager Asst Director Finance Asst Dir Asst Dir Asst Dir Asst Dir Asst Dir Asst Dir Prins Pers Officer Snr State Acc Snr Prov Clerk Asst Dir Snr Pers Officer Financial Clerk Snr Prov Clerk Snr Admin Clerk Snr Admin Clerk Receptionist Financial Clerk Snr Reg Clerk Info Analysis Food Service Aid Messenger/ Driver Cleaners Messenger Cleaners

6. Key Challenges • Lack of optimal personnel capacity - the approved organisational structure will result in the staff complement being increased from 55 to 110. • The Secretariat often undertakes specific programmes/projects beyond its Annual Performance Plan (APP) as directed by the Minister and the Portfolio Committee on Police. • Delays in the finalisation of policies due to lack of effective and structured engagements between SAPS and other stakeholders. • Collaboration with the SAPS (i.t.o. policy development and oversight) has at times resulted in the Secretariat becoming involved in projects and processes that are operational in nature.

7. Key Achievements • The organogram was approved by the Minister of Police and signed off by the Minister of the Department of Public Service and Administration. • Customised Sector Indicators were developed and approved by the HOD Forum and the National Treasury. • Engagements to strengthen partnerships in the fight against crime were held with a variety of stakeholders and the community. • A number of key policy papers and documents were developed, some of which have been used to draft legislation. • Research was undertaken into a number of policing areas which informed the review of the White Paper on Safety and Security. • The civilian oversight mandate of the Secretariat was achieved by exceeding its target of oversight visits from 100 to 155. • A number of oversight reports were compiled with some being presented to the Minister of Police and the National Management Forum of the SAPS.

8. Budget Allocation and Expenditure 2011/12 • Under spending on Programme budget was due to: • Full amount budgeted for Advertising of vacant posts not utilised • Postponement of training by PALAMA • Amount budgeted for Furniture not utilised • Development of the NMET Database • Under spending on Personnel budget was due to: • Late finalisation of the organisational structure

9. Key Programmes

10. Programme 1: Administration • MINMEC and HOD forums were convened and reporting processes developed. • National and provincial Strategic and Annual Performance Plans were aligned. • Customised Sector Indicators were developed and approved. • Financial system and Budgeting aligned with new structure and programmes. • Induction Programme for the Secretariat was developed and implemented. • Organisational Structure and Job Evaluations were finalized with the DPSA. • Critical vacancies were filled under the existing structure. • Risk Management and Asset Plan were developed. • Asset Management Register was finalized.

11. Programme 1: Administration….(continued) • HR policies developed and implemented: • Resettlement Policy • Bursary and Training Policy • Diversity Policy • Employment Equity Policy • Employee Health and Wellness Policy • Recruitment and Selection Policy • Interview Policy • Leave Policy • Performance Management Policy • Internship Policy • Performance Reward Policy • Supply Chain policies developed and implemented: • Cellular and Landline Policy • Travel and subsistence Policy • Asset management and Disposal Policy and Plan • A revised, updated and PFMA compliant Asset Register

12. Programme 1: Administration

13. Programme 2: Partnerships • A working relationship was established with trade unions in the Agricultural sector. • Intergovernmental Partnerships culminated in addressing challenges experienced with regard to stock theft around the Lesotho border. • Workshops were held with provinces, CPF Provincial boards and CPF structures to improve functioning of CPF’s. • CPF guidelines were developed. • MOU signed between the SAPS and BACSA to facilitate anti-crime interventions. • CSF policy was developed and is being implemented. • Izimbizo target was exceeded. • Small business pilots finalised.

14. Programme 2: Partnerships

15. Programme 3: Policy and Legislation • The draft Dangerous Weapons Bill was published for comment in December 2011. More than 2 300 public submissions were received. • The Draft Firearms Control Amendment Bill was finalized and several consultations were held with the gun fraternity. The finalised Bill will be presented in the 2012/13 FY. • The SAPS Amendment Bill (DPCI) first draft was finalized in March 2011. • Draft Civilian for Secretariat for Police Service Regulations were drafted and circulated to provinces for comment. • Firearms Control Act regulations were approved. • Policy document on establishment of CSF’s was developed.

16. Programme 3: Policy and Legislation …… (cont) • Policy on police station boundaries is now being included in the White Paper and process with JCPS started. • Draft Policy framework on reservists was finalised. • The policy on the Public Order Policing was approved and signed by the Minister in August 2011. • DNA Policy was developed. • DPCI policy to guide legislation was developed. • Firearms Management Guidelines were presented to SAPS. • A functional and coordinated policing research database was developed. • TORs for the Policy and Research Reference Group were developed. • The Resource Centre is functional. • The review of the White Paper on Safety and Security was drafted and circulated to provinces for comment

17. Programme 3: Policy and Legislation

18. Monitoring and Evaluation • The National Monitoring and Evaluation Tool (NMET) was reviewed and implemented on a national scale. • A total of 155 oversight visits conducted instead of the 100 planned. • Customised M&E training was delivered to enhance M&E knowledge and skills. • M&E partnerships were established to strengthen the unit’s oversight function: • M&E Forum • DVA and Gender Reference Groups • Secretariat and ICD Transition Task Team • Compliance Forum • Reports were produced on all projects undertaken. • Databases were developed for all projects undertaken.

19. Monitoring and Evaluation Key Projects undertaken in the 2010/11 FY: • Implementation of the National Monitoring and Evaluation Tool (NMET) • SAPS Management of firearms • SAPS Firearms Training • Firearms Application Backlog • DVA Compliance Monitoring • Implementation of IPID recommendations monitoring • SAPS Provisioning Stores • SAPS 13 Stores • Review of SAPS budget spending • SAPS Discipline Management Audit • Complaints Management system

20. Monitoring and Evaluation • The unit exceeded targets set due to the implementation of the SAPS Firearms Management project

21. Monitoring and Evaluation • Under spend was due to the NMET database that was supposed to be developed through SITA which was not achieved.

22. Thank you ?