52
Civilian Secretariat for Police Annual Performance Plan 2014/15
Civilian Secretariat for PoliceAnnual Performance Plan
2014/15
1 | Page
FOREWORD BY MINISTER OF POLICE
In 2009 the Ministry of Police embarked on a process to strengthen civilian oversight of
the police.
The Civilian Secretariat for Police (Secretariat) is destined to become a designated
department from 1st April 2014. It is indeed a milestone after being a cost centre of the
SAPS over the last almost 18 years. The Civilian Secretariat for Police plays a key role in
the development of policies and legislation with regard to policing in South Africa.
Key legislation such as the Criminal Law (Forensic Procedures) Amendment Act, Act
No. 37 of 2013, the Dangerous Weapons Act, Act 15 of 2013 and the Private Security
Industry Regulations Amendment Bill, 2012 are amongst the pieces of legislation that
the Civilian Secretariat for Police has piloted since 2011. A major focus for the Civilian
Secretariat for Police is now to manage and finalize the comprehensive review of the
South African Police Service Act.
At a policy level the Civilian Secretariat for Police has been involved in the development of a number of policies including; a
public order policing policy, a policy on reservists as well as, the Use of Force policy, a policy on Detection and a policy on
Critical Infrastructure, the last three were all developed during the last financial year. The Civilian Secretariat for Police is also in
the last stages of finalizing the White Paper on Policing and will be completed during 2014/15.
In line with the National Development Plan, the Secretariat strengthened its relationship with civil society by engaging in
community outreach programmes, aimed at speeding up the role out of Community Police Fora and Community Safety Fora.
Key guidelines governing these community based structures were developed and work shopped.
More civilian oversight visits to police stations and SAPS specialist units were conducted during the last three years than ever
before and the challenge now is ensuring that the outcome of the visits impacts on the performance of local stations.
With the streamlining of functions between the Civilian Secretariat for Police and the Independent Police Investigative Directorate
(IPID), functions such as the monitoring of recommendations made by IPID to SAPS and monitoring the implementation of the
Domestic Violence Act are now residing with the Civilian Secretariat for Police.
Provincial Secretariats are now being established, which are part of the implementation of the Civilian Secretariat for Police
Act. Alignment spelled out in the Act such as the establishment of a HoD’s Forum and the alignment of Sector (customised)
Indicators are already finalized and implemented. Closer cooperation and the synergy of projects between provinces and the
Civilian Secretariat for Police are being strengthened and deepened.
The Civilian Secretariat for Police has almost its full staff compliment which includes critical posts such as the Chief Financial
Officer and the Chief Director Corporate Services. Administratively the Civilian Secretariat for Police is ready to pursue its task
to provide an efficient and effective civilian oversight over the SAPS.
I wish the Secretary of Police and her team everything of the best in creating an atmosphere where all people in South Africa
are and feel safe.
MINISTER OF POLICE
MR EN MTHETHWA, MP Date: 06 MARCH 2014
2 | Page
INTRODUCTION BY THE DEPUTY MINISTER OF POLICE MS MM SOTYU
The migration of the Civilian Secretariat for Police (Secretariat) to a designated department
in the 2014/15 financial year is undoubtedly one of the most important milestones
since the enactment of the Civilian Secretariat for Police Act of 2011. This Act with the
Independent Police Investigative Directorate Act of 2011, (IPID) will further strengthen the
oversight mandate over the performance and conduct of the South African Police Service
(SAPS) to ensure accountability and improved service delivery.
A remarkable improvement is the administering of the Domestic Violence Act which is
already noted with national and provincial team meetings happening around the country
between IPID, provincial departments of safety and the SAPS. It is not perfected yet,
with initial challenges with regard to uniformity, but the concept and the mandate is being
implemented on all levels. The partnerships with civil society is being consolidated with
memoranda of agreement and working relationships being established with labour unions,
academic institutions and the farming community. The strengthening of Community
Police Fora and Community Safety Fora are well advanced with guidelines being finalized
and training provided.
A major improvement with regard to oversight visits to police stations and other SAPS facilities has led to a greater awareness
of police accountability not only to their superiors, but also to the public at large. The standard of service and dealing with the
public in general would generally lead to a better relationship between the police and communities. During such visits not only
the administrative part of policing is being interrogated, but include issues such as the status of holding cells and the treatment
of detainees being assessed and monitored.
The number of legislation and policies that were drafted and approved by the Secretariat over the last year is commendable,
considering the limited capacity of these units over the period. The Secretariat has made great strides in formalizing key
legislation in the implementation of its mandate. I wish the Secretariat the best for the new financial year in serving the people
of South Africa to feel and continue to be safe.
3 | Page
OFFICIAL SIGN-OFF
It is hereby certified that this Annual Performance Plan:
Was developed under the guidance of the Secretary of Police in accordance with the direction of the Honourable
EN Mthethwa.
Takes into account all the relevant policies, legislation and other mandates for which the Civilian Secretariat for Police is
responsible.
Was developed in line with the 2014/19 Strategic Plan of the Civilian Secretariat for Police.
Accurately reflects the strategic goals and objectives which the Civilian Secretariat for Police will endeavour to achieve over the
period 2014– 2015 given the resources made available in the 2014 medium term expenditure framework budget.
KA Lephoto
........................................................
Chief Financial Officer
Willem Basson
........................................................
Director Strategic Planning
Jenny Irish-Qhobosheane
........................................................
Secretary of Police: Deputy Director General
Approved by:
Honourable EN Mthethwa
........................................................
Executive Authority
4 | Page
CONTENTS
PART A: STRATEGIC OVERVIEW ....................................................................................................................................... 5
1. Updated situational analysis ...................................................................................................................................... 5
1.1 Performance delivery environment ................................................................................................................. 5
1.2 Organizational environment ............................................................................................................................ 5
2. Revisions to legislative and other mandates............................................................................................................... 7
3. Overview of 2014/15 budget and MTEF estimates .................................................................................................... 8
3.1 Expenditure estimates .................................................................................................................................... 8
3.2 Relating expenditure trends to strategic outcome oriented goals .................................................................. 10
PART B: PROGRAMME AND SUBPROGRAMME PLANS .............................................................................................. 11
4. Programme 1: Administration .................................................................................................................................. 11
Sub-programme 1.1: Department Management ...................................................................................................... 12
Sub-programme 1.2: Corporate Services ................................................................................................................ 14
Sub-programme 1.3: Finance Administration........................................................................................................... 16
Sub-programme 1.4: Internal Audit ......................................................................................................................... 18
Sub-programme 1.5: Office Accommodation .......................................................................................................... 20
5. Programme 2: Intersectoral Coordination & Strategic Partnerships .......................................................................... 23
Sub-programme 2.1: Intergovernmental , Civil Society & Public-Private Partnerships ............................................. 24
Sub-programme 2.2.Community Outreach ............................................................................................................. 26
6. Programme 3: Legislation & Policy Development ................................................................................................... 30
Sub-programme 3.1 Policy Development & Research ............................................................................................. 31
Sub-programme 3.2: Legislation ............................................................................................................................. 33
7. Programme 4: Civilian Oversight, Monitoring & Evaluation ....................................................................................... 37
Sub-programme 4.1: Police Performance, Conduct & Complaince Monitoring ........................................................ 38
Sub-programme 4.2: Policy and Programme Evaluations ........................................................................................ 40
Sub-programme 4.3: Information Management ....................................................................................................... 41
PART C: LINKS TO OTHER PLANS ................................................................................................................................. 46
8. Links to the long-term infrastructure and other capital plans .................................................................................... 46
9. Conditional grants ................................................................................................................................................... 46
10. Public entities .......................................................................................................................................................... 46
11. Public-private partnerships ...................................................................................................................................... 46
5 | Page
PART A: STRATEGIC OVERVIEW
1. Updated situational analysis1.1 Performance delivery environment
The police, unlike other departments, are given unparallel and special powers, including the power to detain and use of force
in the execution of their duties. The police are, however, accountable to a multiplicity of bodies which is fundamental to a
democracy. Civilian oversight is one of the essential bodies that the police are accountable to - and cannot be a response
to a crisis situation but must be imbedded in policing. Civilian oversight should also not replace internal review systems and
mechanisms of the police, such as the South African Police Service (SAPS) Inspectorate and SAPS Internal Audit.
Civilian oversight of the police has been in existence since 1995. The enactment of Civilian Secretariat for Police Service Act
(2011), and the Independent Police Investigative Directorate Act, (2011) respectively, has significantly strengthened and refined
the oversight structures, and impacted on the environment in which the oversight structures operate. The roles of the different
oversight bodies are now more clearly defined and there is a statutory requirement for civilian oversight bodies to work together
and to cooperate with each other.
The partnership approach and enhanced cooperation between the oversight bodies will also serve to achieve government’s
vision of creating safer communities and a professional police service. The National Development Plan (NDP): Vision 2030 talks
to the need to build safer communities and prioritizes the following areas:
• Strengtheningthecriminaljusticesystemandimplementingthe7-pointplan
• Professionalizingthepoliceservice
• Implementingholisticapproachestosafetyandsecurity(communitysafetycentres)
• Increasingcommunityparticipationincommunitysafety
The Civilian Secretariat for Police (Secretariat) through its oversight, policy and strategic partnership programmes, needs to
focus on the role the Secretariat can play in contributing to the achievements of areas identified in the NDP.
The enactment of the Civilian Secretariat for Police Service Act has also enabled the Secretariat to engage and access
information and processes within SAPS to better enable the Secretariat to fulfill its mandate.
1.2 Organisational environment
Since 2009, the Secretariat staff compliment has grown from 38 in 2009/10 to a current fixed establishment of 114. The
budget of the Secretariat has also grown from the allocated budget of R 21 912 million in 2009/10 to an estimated R99 798
million in 2014/15. The increase in staff and budget of the Secretariat was part of a process to organize the Secretariat to
enable it to more effectively perform its mandate in terms of oversight of the police, and meet the needs for organizational and
institutional reform that have occurred over the last four years.
The Civilian Secretariat for Police 2014/15 Annual Performance Plan highlights the many organizational structural changes that
occurred since the previous financial year. This provides a good view of how the Secretariat will look during its transformation
from a SAPS cost centre to a designated department. The Chief Financial Officer (CFO), Chief Directorate Legislation, Chief
Directorate Corporate Services and Director Internal Audit are the key critical positions that were filled during the 2012/13 and
2013/14 financial years. These appointments are reflected in the additional key indicators that were added in 2014/15. Such
appointments are key in the smooth running of the administration and provide mechanisms for improved accountability and
compliance. Human resource policies applicable to the Secretariat that were introduced, will be improved to suit the needs
for an independent department. Internal audit will be further strengthened by the appointment of an Audit Committee which
will improve internal control, compliance and accountability. The Office of the CFO will initiate and oversee a smooth transfer
of financial accountability and service level agreements where necessary. Support functions are implemented which will be
important in improving procurement and supply chain processes.
6 | Page
Measures that have occurred within the Secretariat to address the need for institutional and organizational reform have been:
• The Civilian Secretariat for Police becoming a designated department: Historically the Secretariat has operated as
a cost centre with the SAPS and this situation is not ideal as an oversight structure should not rely on the body they are
overseeing for their budget. In 2014/15 the Secretariat will for the first time become a designated department with its own
budget vote.
• Restructuring of the programmes:
The Secretariat has been restructured into the following specific programmes and sub programs in order to meet its
objectives:
• Administration
•DepartmentManagement
•CorporateService
•FinancialAdministration
•InternalAudit
•OfficeAccommodation
•InterSectoralCoordinationandStrategicPartnership
•Intergovernmental,CivilSocietyandPublicPrivatePartnerships
•CommunityOutreach
• LegislationandPolicyDevelopment
•PolicyDevelopmentandResearch
•Legislation
•CivilianOversight,MonitoringandEvaluation
•PolicePerformance,ConductandComplianceMonitoring
•PolicyandProgrammeevaluations
•InformationManagement
• Establishmentofsystems
The Secretariat is in the process of putting in place the necessary systems in order to ensure that it is able to function as a
department and not a cost centre. These include ICT infrastructure, human resource, payroll, time & attendance, financial
management, procurement, risk management and Internal Audit systems.
By the end of the first quarter of 2014/15 the Secretariat would have finalized the implementation of BAS, PERSAL and
LOGIS systems. These applications will initially run on the SAPS network pending the completion of the set-up of the
ICT infrastructure by the SITA. The ICT infrastructure is expected to be completed by the end of the 2nd quarter of the
2014/15 financial year, followed by applications and data migration from the SAPS network. The rest of the systems will
be implemented by the 2nd quarter of the 2014/15 financial year.
• Legislation/mandateandrole
The implementation of the Civilian Secretariat for Police Service Act has placed additional responsibilities on the Secretariat,
including the monitoring of the implementation of the Domestic Violence Act (DVA), the monitoring of complaints against
the SAPS, the drafting of legislation for the department and the overall management of the Community Police Forum (CPF)
environment. This has required that the Secretariat become more focused and ensure better prioritization of tasks.
• Alignmentwithothercivilianoversightstructures
Provincial Departments of Safety are aligning their predetermined performance objectives with that of the Secretariat.
This is in line with the Civil Secretariat for Police Service Act which emphasizes alignment and stipulates reporting
lines. Customized Indicators were approved by Provincial Heads of Department to ensure all provinces participate in
a uniformed and standardized outcome. Particular focus was prioritized with regard to key aspects of the Act and the
National Development Plan (NDP), such as Community Safety Fora, Community Police Fora and oversight.
7 | Page
2. Revisions to legislative and other mandatesThe Civilian Secretariat for Police Act (2011) empowers the Secretariat to fulfill its constitutional mandate. The Act provides for,
amongst others things: –
The establishment of a Civilian Secretariat for Police by the Minister of Police as a designated department at national level.
The appointment, duties and functions of the Secretary of Police.
The powers and functions of the Civilian Secretariat for Police.
The responsibility of each MEC responsible for policing in the province to constitute a provincial secretariat for that province.
The establishment of provincial secretariats which are mandated to cooperate with the Secretariat at national level in terms of
coordinating the monitoring and evaluation of the SAPS at local and provincial levels. It further clearly spells out provincial and
national communication with regard to lines of reporting.
The Civilian Secretariat Act also places the responsibility of monitoring the implementation of the Domestic Violence Act (1998)
(DVA) by SAPS, with the Secretariat.
2.1 Legislation that Impacts on the work of the Civilian Secretariat for Police
Legislation Act Number
Constitution of the Republic of South Africa (Act 108 of 1996)
Criminal Law (Forensic Procedures) Amendment Act, (Fingerprints) (Act 6 of 2010)
Criminal Law (Forensic Procedures) Amendment Act, (DNA) (Act 37 of 2013)
Child Justice Act (Act 75 of 2008)
Domestic Violence Act (Act 116 of 1998)
Dangerous Weapons Act (Act 15 of 2013)
Criminal Procedure Act (Act 51 of 1977)
Private Security Industry Regulations Act (Act 56 of 2001)
Private Security Industry Levies Act (Act 23 of 2002)
Promotion of Administrative Justice Act (Act 3 of 2000)
Public Finance Management Act (Act 1 of 1999)
South African Police Service Act (Act 68 of 1995)
South African Police Service Amendment Act (Act 10 of 2012)
Sexual Offences Act (Act 23 of 1957)
Second Hand Goods Act (Act 6 of 2009)
National Key Points Act (Act 102 of 1980)
Regulation of Gatherings Act (Act 205 of 1993)
Firearms Control Act (Act 60 of 2000)
Prevention and Combating of Corrupt Activities Act (Act 12 of 2004)
Independent Police Investigative Directorate Act (Act 1 of 2011)
Civilian Secretariat for Police Act (Act 2 of 2011)
8 | Page
3. O
verv
iew
of
2014
/15
bu
dg
et
an
d M
TE
F e
stim
ate
s
3.1
Exp
en
dit
ure
est
ima
tes
Tab
le 1
Civ
ilian
Sec
reta
riat
fo
r P
olic
e
Pro
gra
mm
e
Au
dit
ed
ou
tco
me
s A
dju
ste
d a
pp
rop
ria
tio
n M
ed
ium
-te
rm e
xpe
nd
itu
re e
stim
ate
Rthousa
nd
2010
/11
2011
/12
2012
/13
2013
/14
201
4/15
201
5/16
201
6/17
1.
Ad
min
istr
atio
n11 1
83
11 8
10
11 6
16
34
67
93
4 6
79
28
34
73
0 3
69
31
94
2
2.
Inte
r-se
ctora
l Coord
inat
ion
and
Str
ateg
ic P
artn
ersh
ips
1 0
49
5 9
93
8 8
70
16
49
51
6 4
95
20
41
02
1 6
66
22
81
4
3.
Legis
latio
n &
Polic
y D
evel
op
men
t5 0
49
4 9
68
6 5
76
14
85
51
4 8
55
26
31
32
6 4
89
27
86
4
4C
ivilia
n O
vers
ight
, M
oni
torin
g a
nd E
valu
atio
ns5 5
25
9 1
62
12 8
53
18
74
01
8 7
40
24
72
82
6 5
70
27
97
2
Su
bto
tal
22 8
06
31 9
33
39 9
15
84
76
98
4 7
69
99
79
81
05
09
41
10
59
2
Dir
ect
ch
arg
es
ag
ain
st t
he N
ati
on
al R
eve
nu
e F
un
d–
––
––
––
–
To
tal
22 8
06
31 9
33
39 9
15
84
76
98
4 7
69
99
79
81
05
09
41
10
59
2
Cha
nge
to 2
013-1
4 b
udget
est
imat
e –
––
––
Eco
no
mic
cla
ssifi
cati
on
–
––
––
––
–
Currentpaym
ents
22 6
25
31 7
64
39 2
72
84
11
48
4 1
14
99
84
81
04
34
41
09
79
5
Com
pen
satio
n of e
mp
loye
es15 8
52
20 2
27
28 2
91
58
29
45
8 2
94
71
53
77
4 5
48
78
33
0
Good
s an
d s
ervi
ces
of w
hich
:6 7
73
11 5
37
10 9
81
25
82
02
5 8
20
27
31
12
9 7
96
31
46
5
Com
mun
icat
ion
600
883
68
21
69
31
69
31
77
61
84
5
1 5
87
Com
put
er s
ervi
ces
10
04
42
24
42
22
13
63
37
13
22
7
Cons
ulta
nts,
cont
ract
ors
and
sp
ecia
l ser
vice
s76
0 66
048
81
181
1 18
12
046
2 05
81
064
Inve
ntory
612
823
479
512
512
574
707
538
Mai
nten
ance
rep
air
and
run
ning
cost
––
––
––
––
Op
erat
ing le
ases
361
585
388
210
210
1011
62
Trav
el a
nd s
ubsi
sten
ce3 0
53
6 3
09
5 1
04
14
09
61
4 0
96
11
87
01
2 7
29
16
77
4
Venu
es a
nd fa
cilit
ies
00
00
054
253
959
8
Gov
ernm
ent M
otor
Tra
nspo
rt0
00
00
00
0
Oth
er1
386
2 27
73
840
3 70
63
706
8 35
78
538
7 61
5
9 | Page
Pro
gra
mm
e
Au
dit
ed
ou
tco
me
s A
dju
ste
d a
pp
rop
ria
tio
n M
ed
ium
-te
rm e
xpe
nd
itu
re e
stim
ate
Rthousa
nd
2010
/11
2011
/12
2012
/13
2013
/14
201
4/15
201
5/16
201
6/17
Inte
rest
and
rent
on
land
––
––
––
––
Fina
ncia
l tra
nsac
tions
in a
sset
s an
d lia
bilit
ies
––
––
––
––
Tra
nsfe
rs a
nd s
ubsi
die
s to
: 2
22
55
56
6
Pro
vinc
es a
nd m
unic
ipal
ities
22
25
55
66
Dep
artm
enta
l age
ncie
s an
d ac
coun
ts–
––
––
––
Uni
vers
ities
and
tech
nici
ans
––
–
––
––
–
Pub
lic c
orpo
ratio
ns a
nd p
rivat
e en
terp
rises
––
–
––
––
–
Fore
ign
gove
rnm
ents
and
inte
rnat
iona
l org
anis
atio
ns–
––
–
––
––
Non
-pro
fit in
stitu
tions
––
–
––
––
–
Hou
seho
lds
00
00
00
00
Pay
men
tsforca
pita
lass
ets
179
167
641
650
650
945
744
791
Bui
ldin
gs a
nd o
ther
fixe
d st
ruct
ures
00
00
00
570
Mac
hine
ry a
nd e
quip
men
t17
916
764
165
065
089
062
972
4
Cul
tivat
ed a
sset
s–
–-
––
-–
Sof
twar
e an
d ot
her
inta
ngib
le a
sset
s0
00
00
055
5867
Land
and
sub
soil
asse
ts–
–-
––
-–
of w
hich
: Cap
italis
ed c
ompe
nsat
ion
––
–
––
––
–
To
tal
22 8
0631
933
39 9
1584
769
84 7
6999
798
105
094
110
592
10 | Page
3.2 Relating expenditure trends to strategic outcome oriented goals
The projected increase of 18% at the beginning of the MTEF period is mainly due to initial capital investment in ICT infrastructure
and operational Information Management Systems. The spending will also be driven by the Secretariat’s Human Resources
capacitation drive during this period. The strategic goal is to establish the Secretariat as a fully functional and effective
department at national level at the beginning of the MTEF period. The increase in spending is expected to stabilise at an
average of 5% for the rest of the MTEF period as the department reaches its normal operating capacity.
The enactment of the Civilian Secretariat for Police Service Act (2011) expanded the mandate of the Secretariat to include
various functions that were previously performed by the SAPS and the Independent Police Investigative Directorate. These
activities included community outreach and monitoring of the SAPS’s implementation of the Domestic Violence Act (1998).
Consistent with this, the spending focus over the medium term will be on strengthening civilian oversight over the SAPS
through strategic and collaborative partnerships with civil society, intergovernmental and private institutions.
Between 2013/14 and 2016/17, spending in the Secretariat is expected to increase significantly as the Secretariat establishes
itself as a separate department and begins to incur operational costs. Most of the Secretariat’s expenditure is on compensation
of employees, due to the labour intensive nature of the oversight functions it performs. These include conducting over 400
oversight visits each year and deepening public participation in crime prevention through community outreach programmes
and anti-crime campaigns. The Secretariat has 19 vacant positions, which are a result of internal promotions and difficulties
experienced in finding suitable candidates. There are 119 filled posts, and this number is expected to increase to 143 in
the 2014/15 financial year and remain at this level over the medium term. This will result in the increase in spending on
compensation of employees and on training and development over the medium term.
With this additional capacity, the Secretariat expects to strengthen civilian oversight and police accountability over the medium
term by increasing the number of police station oversight visits conducted from 450 in 2013/14 to 500 in 2016/17. Expenditure
on travel and subsistence over the period is also expected to increase in line with the increase in the number of oversight
visits. To facilitate its separation from the SAPS in 2014/15 and to ensure compliance with the accounting, budgeting and
reporting requirements of the Public Finance Management Act (1999), the Secretariat is in the process of acquiring its own
financial, human resources and Supply Chain Management Systems as well as the supporting ICT infrastructure. This explains
the growth in expenditure for computer services in 2013/14 and the projected increase in expenditure on consultants over the
medium term. Consultants are to provide specialised services to assist with setting up the budgeting, reporting and accounting
requirements necessary for the Secretariat to become fully operational as a department.
11 | Page
PART B: PROGRAMME AND SUBPROGRAMME PLANS
The Secretariat is becoming a designated department in the 2014/15 financial year. The Secretariat will cease to function as a
cost centre of the SAPS from 1st April 2014. In anticipation, the Secretariat had to review its Budget Programme Structure. This
led to a drastically decrease in the number of sub-programmes and amalgamation of two Programmes which in turn required
the Secretariat to review its predetermined objects, developing new ones and decreasing a large number of indicators. The
Secretariat will therefore not be able to reflect predetermined objectives consistency from 2010 to 2014/15. There will thus be
no reflection possible of the inner and current financial years. These will however be reflected in the 2013/14 Annual Report.
4. Programme 1: Administration
Programme Purpose: This programme provides administrative support, strategic leadership and management of the
department.
Programme Sub-Programme
1. Administration 1.1 Department Management
1.2 Corporate Services
1.3 Finance Administration (CFO)
1.4 Internal Audit
1.5 Office Accommodation
12 | Page
Sub
pro
gra
mm
e 1.
1: D
epar
tmen
t M
anag
emen
t S
ub-
Pro
gra
mm
e P
urp
ose
: The
pur
pose
of t
his
sub-
prog
ram
me
is to
pro
vide
str
ateg
ic s
uppo
rt to
the
Sec
reta
ry o
f Pol
ice
Sub
-Pro
gra
mm
e p
erfo
rman
ce in
dic
ato
rs
Str
ateg
ic O
bje
ctiv
e: A
n ef
fect
ive
and
effi
cien
t
Sec
reta
riat
ab
le t
o f
ulfi
ll it
s m
and
ate
Aud
ited
/Act
ual p
erfo
rman
ceE
stim
ated
per
form
ance
2013
/14
Med
ium
-ter
m t
arg
ets
2010
/11
2011
/12
2012
/13
2014
/15
2015
/16
2016
/17
1.1.
1N
umbe
r of
Ann
ual R
epor
ts s
ubm
itted
with
in
pres
crib
ed ti
me
fram
e-
11
11
11
1.1.
2N
umbe
r of
Str
ateg
ic P
lans
sub
mitt
ed w
ithin
pres
crib
ed ti
me
fram
e1
--
-1
--
1.1.
3N
umbe
r of
Ann
ual P
erfo
rman
ce P
lans
subm
itted
with
in p
resc
ribed
tim
e fra
me
-1
11
11
1
1.1.
4N
umbe
r of
Qua
rter
ly R
epor
ts s
ubm
itted
with
in p
resc
ribed
tim
e fra
me
--
44
44
4
1.1.
5N
umbe
r of
str
ateg
ic In
depe
nden
t P
olic
e
Inve
stig
ativ
e D
irect
orat
e fo
rum
s fa
cilit
ated
--
-4
44
4
1.1.
6N
umbe
r of
str
ateg
ic P
rovi
ncia
l Hea
ds o
f
Dep
artm
ent
foru
ms
faci
litat
ed-
-4
44
44
1.1.
7N
umbe
r of
str
ateg
ic M
INM
EC
foru
ms
faci
litat
ed
--
44
44
4
13 | Page
Qua
rter
ly t
arg
ets
for
2014
/15
Qua
rterlytargetsforsu
b-programmeperform
ance
indicators
Sub
-Pro
gra
mm
e p
erfo
rman
ce in
dic
ato
rs
Rep
ort
ing
per
iod
Ann
ual t
arg
et
2014
/15
Qua
rter
ly t
arg
ets
1st
2nd
3rd
4th
1.1.
1N
umbe
r of
Ann
ual R
epor
ts s
ubm
itted
with
in
pres
crib
ed ti
me
fram
eA
nnua
lly1
-1
--
1.1.
2N
umbe
r of
Str
ateg
ic P
lans
sub
mitt
ed w
ithin
pres
crib
ed ti
me
fram
eA
nnua
lly1
--
-1
1.1.
3N
umbe
r of
Ann
ual P
erfo
rman
ce P
lans
subm
itted
with
in p
resc
ribed
tim
e fra
me
Ann
ually
1-
--
1
1.1.
4N
umbe
r of
Qua
rter
ly R
epor
ts s
ubm
itted
with
in p
resc
ribed
tim
e fra
me
Qua
rter
ly4
11
11
1.1.
5N
umbe
r of
str
ateg
ic In
depe
nden
t P
olic
e
Inve
stig
ativ
e D
irect
orat
e fo
rum
s fa
cilit
ated
Qua
rter
ly4
11
11
1.1.
6N
umbe
r of
str
ateg
ic P
rovi
ncia
l Hea
ds o
f
Dep
artm
ent
foru
ms
faci
litat
edQ
uart
erly
41
11
1
1.1.
7N
umbe
r of
str
ateg
ic M
INM
EC
foru
ms
faci
litat
ed
Qua
rter
ly4
11
11
14 | Page
Sub
-Pro
gra
mm
e 1.
2: C
orp
ora
te S
ervi
ces
Sub
pro
gra
mm
e P
urp
ose
: Th
e pu
rpos
e of
the
sub
- pr
ogra
mm
e is
to
prov
ide
a re
liabl
e an
d ef
ficie
nt c
orpo
rate
ser
vice
to
the
Sec
reta
riat
that
incl
udes
the
pro
visi
on o
f hu
man
res
ourc
e
man
agem
ent a
nd d
evel
opm
ent s
ervi
ces
as w
ell a
s em
ploy
ee re
latio
ns, c
omm
unic
atio
n &
info
rmat
ion
tech
nolo
gy s
ervi
ce a
nd a
uxilia
ry s
ervi
ces.
Sub
-Pro
gra
mm
e p
erfo
rman
ce in
dic
ato
rs
Str
ateg
ic O
bje
ctiv
e A
n ef
fect
ive
HR
Man
agem
ent
and
ser
vice
s in
pla
ce
Aud
ited
/Act
ual p
erfo
rman
ceE
stim
ated
per
form
ance
2013
/14
Med
ium
-ter
m t
arg
ets
2010
/11
2011
/12
2012
/13
2014
/15
2015
/16
2016
/17
1.2.
1N
umbe
r of
app
rove
d H
uman
Res
ourc
e
Man
agem
ent p
lans
-
--
-1
11
1.2.
2N
umbe
r of
app
rove
d H
uman
Res
ourc
e
Dev
elop
men
t Pla
ns-
--
-1
11
1.2.
3P
erce
ntag
e of
per
sonn
el w
ho h
ave
sign
ed
the
Cod
e of
Con
duct
--
--
100%
100%
100%
1.2.
4N
umbe
r of
app
rove
d W
ork
Ski
lls P
lans
--
--
11
1
1.2.
5N
umbe
r of
app
rove
d em
ploy
ee h
ealth
and
wel
lnes
s p
rogr
amm
es-
--
-1
11
1.2.
6P
erce
ntag
e of
com
plia
nce
with
sta
tuto
ry
repo
rts
subm
itted
with
in s
et ti
mef
ram
es-
--
-10
0%10
0%10
0%
1.2.
7P
erce
ntag
e of
per
sonn
el in
term
s of
appr
oved
est
ablis
hmen
t-
--
-94
%10
0%10
0%
15 | Page
Qua
rter
ly t
arg
ets
for
2014
/15
Qua
rterlytargetsforsu
b-programmeperform
ance
indicators
Sub
-Pro
gra
mm
e p
erfo
rman
ce in
dic
ato
rs
Rep
ort
ing
per
iod
Ann
ual t
arg
et
2014
/15
Qua
rter
ly t
arg
ets
1st
2nd
3rd
4th
1.2.
1N
umbe
r of
app
rove
d H
uman
Res
ourc
e
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agem
ent p
lans
A
nnua
lly1
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--
1.2.
2N
umbe
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app
rove
d H
uman
Res
ourc
e
Dev
elop
men
t Pla
nsA
nnua
lly1
1-
--
1.2.
3P
erce
ntag
e of
per
sonn
el w
ho h
ave
sign
ed
the
Cod
e of
Con
duct
A
nnua
lly10
0%10
0%10
0%10
0%10
0%
1.2.
4N
umbe
r of
app
rove
d W
ork
Ski
lls P
lans
Ann
ually
11
--
-
1.2.
5N
umbe
r of
app
rove
d em
ploy
ee h
ealth
and
wel
lnes
s p
rogr
amm
esA
nnua
lly1
1-
--
1.2.
6P
erce
ntag
e of
com
plia
nce
with
sta
tuto
ry
repo
rts
subm
itted
with
in s
et ti
mef
ram
esQ
uart
erly
100%
100%
100%
100%
100%
1.2.
7P
erce
ntag
e of
per
sonn
el in
term
s of
appr
oved
est
ablis
hmen
tQ
uart
erly
94%
90%
92%
93%
94%
16 | Page
Sub
-Pro
gra
mm
e 1.
3: F
inan
ce A
dm
inis
trat
ion
(CFO
)P
urpo
se o
f the
Sub
-Pro
gram
me:
The
pur
pose
of t
he s
ub-p
rogr
amm
e is
to p
rovi
de P
FMA
-com
plia
nt fi
nanc
ial,
acco
untin
g an
d su
pply
cha
in s
ervi
ces
to th
e S
ecre
taria
t
Sub
-pro
gra
mm
e p
erfo
rman
ce In
dic
ato
rs
Str
ateg
ic O
bje
ctiv
e: Ens
ureso
undcorporate
gove
rnan
ceand
providePFM
Acom
pliantsup
ply
chainse
rvices
,assetm
anag
emen
tse
rvices
PFM
A-
compliantfina
ncial,ac
coun
tingse
rvices
inthe
Sec
retaria
t.
Aud
ited
/Act
ual p
erfo
rman
ce
Est
imat
ed
per
form
ance
2013
/14
Med
ium
-ter
m t
arg
ets
2010
/11
2011
/12
2012
/13
2014
/15
2015
/16
2016
/17
1.3.
1N
umbe
r of
Mid
-ter
m b
udge
t rev
iew
repo
rts
prod
uced
--
--
11
1
1.3.
2N
umbe
r of
Dem
and
Man
agem
ent P
lans
--
--
11
1
1.3.
3N
umbe
r of
app
rove
d P
rocu
rem
ent P
lans
--
--
11
1
1.3.
4N
umbe
r of
est
ablis
hed
SC
M c
omm
ittee
s -
--
-3
33
1.3.
5N
umbe
r of
app
rove
d re
gist
ers
for
fruitl
ess
and
was
tefu
l una
utho
rized
exp
endi
ture
--
--
11
1
1.3.
6N
umbe
r of
upd
ated
ass
et re
gist
ers
--
--
11
1
1.3.
7P
erce
ntag
e of
cre
dito
rs p
aid
with
in 3
0 da
ys-
--
-10
0%10
0%10
0%
17 | Page
Qua
rter
ly t
arg
ets
for
2014
/15
Qua
rterlytargetsforsu
b-programmeperform
ance
indicators
Sub
-Pro
gra
mm
e p
erfo
rman
ce in
dic
ato
rs
Rep
ort
ing
per
iod
Ann
ual t
arg
et
2014
/15
Qua
rter
ly t
arg
ets
1st
2nd
3rd
4th
1.3.
1N
umbe
r of
Mid
-ter
m b
udge
t rev
iew
repo
rts
prod
uced
Ann
ually
1
--
1-
1.3.
2N
umbe
r of
Dem
and
Man
agem
ent P
lans
Ann
ually
11
--
-
1.3.
3N
umbe
r of
app
rove
d P
rocu
rem
ent P
lans
Ann
ually
11
--
-
1.3.
4N
umbe
r of
est
ablis
hed
SC
M c
omm
ittee
s A
nnua
lly3
ongo
ing
ongo
ing
ongo
ing
Ong
oing
1.3.
5N
umbe
r of
app
rove
d re
gist
ers
for
fruitl
ess
and
was
tefu
l una
utho
rized
exp
endi
ture
Ann
ually
11
--
-
1.3.
6N
umbe
r of
upd
ated
ass
et re
gist
ers
Qua
rter
ly1
1up
date
dup
date
dU
pdat
ed
1.3.
7P
erce
ntag
e of
cre
dito
rs p
aid
with
in 3
0 da
ysQ
uart
erly
100%
100%
100%
100%
100%
18 | Page
Sub
- P
rog
ram
me
1.4
Inte
rnal
Aud
it
Sub
- P
rogr
amm
e pu
rpos
e: T
he p
urpo
se o
f thi
s su
b-pr
ogra
mm
e is
to p
rovi
de in
tern
al a
udit
serv
ices
by
cond
uctin
g co
mpl
ianc
e an
d pe
rform
ance
aud
its
Sub
- P
rog
ram
me
per
form
ance
Ind
icat
ors
Str
ateg
ic O
bje
ctiv
e: Perform
strateg
icrisks
bas
edaud
itsand
con
sulting
service
sdire
cted
atim
proving
the
effe
ctiven
essan
defficien
cy
ofthe
Sec
retaria
top
erations
,riskman
agem
ent
andgov
erna
nceproce
ss
Aud
ited
/Act
ual p
erfo
rman
ceE
stim
ated
per
form
ance
2013
/14
Med
ium
-ter
m t
arg
ets
2010
/11
2011
/12
2012
/13
2014
/15
2015
/16
2016
/17
1.4.
1N
umbe
r of
thre
e ye
ar ro
lling
plan
and
oper
atio
nal p
lans
dev
elop
ed
--
--
11
1
1.4.
2
Num
ber
of s
igne
d au
dit r
epor
ts o
f
plan
ned
targ
ets
(com
plia
nce
and
risk
audi
ts)
--
--
78
8
1.4.
3N
umbe
r of
app
rove
d R
isk
Man
agem
ent
polic
ies
--
--
11
1
1.4.
4N
umbe
r of
app
rove
d R
isk
Man
agem
ent
stra
tegi
es-
--
-1
11
1.4.
5N
umbe
r of
Glo
bal R
isk
Ass
essm
ent
Rep
orts
--
--
11
1
19 | Page
Qua
rter
ly t
arg
ets
for
2014
/15
Qua
rterlytargetsforsu
b-programmeperform
ance
indicators
Sub
-Pro
gra
mm
e p
erfo
rman
ce in
dic
ato
rs
Rep
ort
ing
per
iod
Ann
ual t
arg
et
2014
/15
Qua
rter
ly t
arg
ets
1st
2nd
3rd
4th
1.4.
1N
umbe
r of
thre
e ye
ar ro
lling
plan
and
oper
atio
nal p
lans
dev
elop
ed
Ann
ually
1-
1-
-
1.4.
2N
umbe
r of
sig
ned
audi
t rep
orts
of p
lann
ed
targ
ets
(com
plia
nce
and
risk
audi
ts)
Qua
rter
ly
71
22
2
1.4.
3N
umbe
r of
app
rove
d R
isk
Man
agem
ent
polic
ies
Ann
ually
1-
1-
-
1.4.
4N
umbe
r of
app
rove
d R
isk
Man
agem
ent
stra
tegi
esA
nnua
lly1
--
1-
1.4.
5N
umbe
r of
Glo
bal R
isk
Ass
essm
ent R
epor
tsA
nnua
lly1
-1
--
20 | Page
Sub
-Pro
gra
mm
e 1.
5: O
ffice
Acc
om
mo
dat
ion
Sub
pro
gra
mm
e P
urp
ose
: The
pur
pose
of t
his
sub-
prog
ram
me
is to
pro
vide
ove
rall
serv
ices
rela
ted
to a
ctiv
ities
and
cos
ts o
f offi
ce a
ccom
mod
atio
n
Sub
-Pro
gra
mm
e p
erfo
rman
ce in
dic
ato
rs
Str
ateg
ic O
bje
ctiv
e: P
rovidean
dm
aintain
adeq
uateacc
ommod
ationco
mpliantw
ith
occu
pationa
lhea
lthand
safetystan
dards
Aud
ited
/Act
ual p
erfo
rman
ceE
stim
ated
per
form
ance
2013
/14
Med
ium
-ter
m t
arg
ets
2010
/11
2011
/12
2012
/13
2014
/15
2015
/16
2016
/17
1.5.
1
Per
cent
age
of d
epar
tmen
tal o
ffice
acco
mm
odat
ion
need
s m
et-
--
-10
0%10
0%10
0%
Qua
rter
ly t
arg
ets
for
2014
/15
Qua
rterlytargetsforsu
b-programmeperform
ance
indicators
Sub
-Pro
gra
mm
e p
erfo
rman
ce in
dic
ato
rs
Rep
ort
ing
per
iod
Ann
ual t
arg
et
2014
/15
Qua
rter
ly t
arg
ets
1st
2nd
3rd
4th
1.5.
1
Per
cent
age
of d
epar
tmen
tal o
ffice
acco
mm
odat
ion
need
s m
etQ
uart
erly
100%
100%
100%
100%
100%
21 | Page
Tab
le. 2
Pro
gra
mm
e: A
dm
inis
trat
ion
Sub
-Pro
gra
mm
e E
xpen
dit
ure
out
com
e A
dju
sted
ap
pro
pri
atio
n M
ediu
m-t
erm
exp
end
itur
e es
tim
ate
Rtho
usan
d
2010
/11
2011
/12
2012
/13
2013
/14
201
4/15
201
5/16
201
6/17
1.
Dep
artm
ent
Man
agem
ent
6 82
95
533
5 66
510
671
10 6
715
286
5 46
14
880
2.
Cor
pora
te S
ervi
ces
4 35
46
277
5 95
112
236
12 2
3610
740
11 3
2012
708
3.
Fina
nce
Adm
inis
trat
ion
00
011
772
11 7
728
967
10 0
5310
390
4In
tern
al A
udit
00
00
03
354
3 53
53
964
5O
ffice
acc
omm
odat
ion
00
00
00
00
To
tal
11 1
8311
810
11 6
1634
679
34 6
7928
347
30 3
6931
942
Cha
nge
to 2
013-
14 b
udge
t est
imat
e –
––
–
–
Eco
nom
ic c
lass
ifica
tion
––
––
––
––
Currentpay
men
ts
11 0
0211
741
10 9
7334
024
34 0
2427
692
29 7
3431
503
Com
pens
atio
n of
em
ploy
ees
6 81
75
270
6 85
827
083
27 0
8327
083
28 4
90
29 2
15
Goo
ds a
nd s
ervi
ces
of w
hich
:4
185
6 47
14
115
6 94
16
941
609
1 24
42
288
Com
mun
icat
ion
333
615
400
936
936
4750
186
Com
pute
r se
rvic
es1
00
850
850
3026
977
Con
sulta
nts,
con
trac
tors
and
spe
cial
ser
vice
s76
0 58
748
71
084
1 08
411
512
239
8
Inve
ntor
y55
381
646
636
336
351
7816
3
Mai
nten
ance
repa
ir an
d ru
nnin
g co
st–
––
–
––
––
Ope
ratin
g le
ases
3
61
585
388
210
210
1011
62
Trav
el a
nd s
ubsi
sten
ce93
91
833
638
1 85
71
857
177
444
746
Venu
es a
nd fa
cilit
ies
00
00
00
00
Gov
ernm
ent M
otor
Tra
nspo
rt
Oth
er1
238
2 03
51
736
1 64
11
641
179
270
656
Inte
rest
and
rent
on
land
––
––
––
––
Fina
ncia
l tra
nsac
tions
in a
sset
s an
d lia
bilit
ies
––
––
––
––
Tra
nsfe
rs a
nd s
ubsi
die
s to
: –
––
Pro
vinc
es a
nd m
unic
ipal
ities
22
25
55
66
22 | Page
Sub
-Pro
gra
mm
e E
xpen
dit
ure
out
com
e A
dju
sted
ap
pro
pri
atio
n M
ediu
m-t
erm
exp
end
itur
e es
tim
ate
Rtho
usan
d
2010
/11
2011
/12
2012
/13
2013
/14
201
4/15
201
5/16
201
6/17
Dep
artm
enta
l age
ncie
s an
d ac
coun
ts–
––
––
––
Uni
vers
ities
and
tech
nici
ans
––
–
––
––
–
Pub
lic c
orpo
ratio
ns a
nd p
rivat
e en
terp
rises
––
–
––
––
–
Fore
ign
gove
rnm
ents
and
inte
rnat
iona
l org
anis
atio
ns–
––
–
––
––
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-pro
fit in
stitu
tions
––
–
––
––
–
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seho
lds
––
–
Pay
men
tsforca
pita
lass
ets
179
6764
165
065
065
062
943
3
Bui
ldin
gs a
nd o
ther
fixe
d st
ruct
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hine
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men
t17
967
641
650
650
650
629
433
Cul
tivat
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ts–
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of w
hich
: Cap
italis
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ompe
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ion
––
–
––
––
–
To
tal
11 1
8311
810
11 6
1634
679
34 6
7928
347
30 3
6931
942
23 | Page
4.1 Performance and Expenditure Trends The budget allocation will enable the programme to achieve its purpose of providing administrative support to the core units
and strategic leadership of the Secretariat. The allocation will facilitate the final setup and operationalization of governance
structures as well as financial and administration systems. Management will closely monitor performance against targets and
draw action plans to address identified risks and control lapses. The action plans and risk register will be standing items on
the agenda of the Audit and Risk Committee.
5. Programme 2: Intersectoral Coordination and Strategic PartnershipsProgramme purpose: The purpose of the programme is to manage and encourage national dialogue on community safety
and crime prevention.
PROGRAMME SUB PROGRAMMES
2. Intersectoral Coordination and Strategic Partnerships 2.1Intergovernmental, Civil Society & Public-Private
Partnerships
2.2CommunityOutreach
24 | Page
Sub
Pro
gra
mm
e 2.
1: In
terg
ove
rnm
enta
l, C
ivil
So
ciet
y an
d P
ublic
-Pri
vate
Par
tner
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ub-P
rog
ram
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pur
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se: T
he p
urpo
se o
f the
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-pro
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and
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e in
terg
over
nmen
tal,
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l soc
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and
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lic p
artn
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ips
Sub
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gra
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e P
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rman
ce In
dic
ato
rs
Str
ateg
ic O
bje
ctiv
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iccollaborative
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Aud
ited
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ual p
erfo
rman
ceE
stim
ated
per
form
ance
2013
/14
Med
ium
-ter
m t
arg
ets
2010
/11
2011
/12
2012
/13
2014
/15
2015
/16
2016
/17
2.1.
1
Num
ber
of w
orki
ng a
gree
men
ts e
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to
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ime
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--
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--
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--
--
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umbe
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ampa
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--
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umbe
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afet
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m’s
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--
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44
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umbe
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con
duct
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SA
PS
Nat
iona
l Rur
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afet
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rate
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--
--
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2
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umbe
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essm
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duct
ed o
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SA
PS
Sec
tor
Pol
icin
g-
--
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11
25 | Page
Qua
rter
ly t
arg
ets
for
2014
/15
Qua
rter
ly ta
rget
s fo
r su
b-pr
ogra
mm
e pe
rform
ance
indi
cato
rs
Sub
-Pro
gra
mm
e p
erfo
rman
ce in
dic
ato
rs
Rep
ort
ing
per
iod
Ann
ual t
arg
et
2014
/15
Qua
rter
ly t
arg
ets
1st
2nd
3rd
4th
2.1.
1
Num
ber
of w
orki
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ime
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Qua
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umbe
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nnua
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into
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Ann
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umbe
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Qua
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11
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umbe
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ampa
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A
nnua
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umbe
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omm
unity
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asse
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Ann
ually
5010
1515
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umbe
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afet
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Qua
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11
11
2.1.
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umbe
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ass
essm
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con
duct
ed o
n
SA
PS
Nat
iona
l Rur
al S
afet
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rate
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Bi-a
nnua
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--
11
2.1.
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umbe
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essm
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con
duct
ed o
n
SA
PS
Sec
tor
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icin
gA
nnua
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-1
--
26 | Page
Sub
-pro
gra
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e P
erfo
rman
ce In
dic
ato
rs
Sub
Pro
gra
mm
e 2.
2: C
om
mun
ity
Out
reac
h S
ub p
rog
ram
me
pur
po
se: T
he p
urpo
se o
f the
sub
-pro
gram
me
is to
pro
mot
e, e
ncou
rage
and
faci
litat
e co
mm
unity
par
ticip
atio
n in
saf
ety
prog
ram
mes
Sub
-Pro
gra
mm
e P
erfo
rman
ce In
dic
ato
rs
Str
ateg
ic O
bje
ctiv
e: M
axim
umpartic
ipationof
commun
ities
incrim
epreve
ntioninitiatives
Aud
ited
/Act
ual p
erfo
rman
ceE
stim
ated
per
form
ance
2013
/14
Med
ium
-ter
m t
arg
ets
2010
/11
2011
/12
2012
/13
2014
/15
2015
/16
2016
/17
2.2.
1N
umbe
r of
pub
lic p
artic
ipat
ion
prog
ram
mes
--
--
88
8
2.2.
2
Num
ber
of a
sses
smen
t rep
orts
of
soci
al c
rime
prev
entio
n pr
ogra
mm
es
impl
emen
ted
--
--
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8
2.2.
3
Tota
l num
ber
of p
rovi
nces
impl
emen
ting
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mun
ity p
olic
ing
foru
m g
uide
lines
--
--
99
9
2.2.
4
Num
ber
of p
rovi
nces
ass
esse
d
impl
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ting
Com
mun
ity P
olic
e Fo
rum
trai
ning
pro
gram
mes
dev
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e
Sec
reta
riat
--
--
99
9
27 | Page
Qua
rter
ly t
arg
ets
for
2014
/15
Qua
rterlytargetsforsu
b-programmeperform
ance
indicators
Sub
-Pro
gra
mm
e p
erfo
rman
ce in
dic
ato
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Rep
ort
ing
per
iod
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ual t
arg
et
2014
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ly t
arg
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umbe
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lic p
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es
impl
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ted
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rter
ly8
22
22
2.2.
3To
tal n
umbe
r o
f pro
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es im
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22
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Num
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y th
e
Sec
reta
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Qua
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ly9
22
32
28 | Page
5.1
Rec
onc
iling
per
form
ance
tar
get
s w
ith
the
Bud
get
and
MT
EF
Table.3
Programme:In
tersec
toralC
oordination&Stake
holderM
anag
emen
t
Sub
-Pro
gra
mm
e E
xpen
dit
ure
out
com
e A
dju
sted
ap
pro
pri
atio
n M
ediu
m-t
erm
exp
end
itur
e es
tim
ate
Rtho
usan
d
2010
/11
2011
/12
2012
/13
2013
/14
201
4/15
201
5/16
201
6/17
1.
Inte
rgov
ernm
enta
l, C
ivil
Soc
iety
and
Pub
lic-P
rivat
e P
artn
ersh
ips
1 04
95
993
8 87
0 13
383
13 3
8316
366
17 6
6218
154
2
Com
mun
ity O
utre
ach
3 11
23
112
4 04
44
004
4 66
0
To
tal
1 04
95
993
8 87
016
495
16 4
9520
410
21 6
6622
814
Cha
nge
to 2
013-
14 b
udge
t est
imat
e –
––
–
–
Eco
nom
ic c
lass
ifica
tion
––
––
––
––
Currentpay
men
ts
1 04
95
993
8 87
016
495
16 4
9520
410
21 6
6622
814
Com
pens
atio
n of
em
ploy
ees
03
605
5 98
812
850
12 8
5013
538
14 2
4414
997
Goo
ds a
nd s
ervi
ces
of w
hich
:1
049
2 38
82
882
3 64
53
645
6 87
27
422
7 81
7
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mun
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00
022
522
538
540
939
2
Com
pute
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Con
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nts,
con
trac
tors
and
spe
cial
ser
vice
s0
00
00
00
045
Inve
ntor
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––
–
––
––
Mai
nten
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repa
ir an
d ru
nnin
g co
st–
––
–
––
––
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ratin
g le
ases
––
–
––
––
–
Trav
el a
nd s
ubsi
sten
ce1
049
2 38
81
441
2 95
02
950
3 59
54
149
3 80
3
Venu
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otor
Tra
nspo
rt
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er–
–
1 44
1 47
047
02
892
2 86
43
577
Inte
rest
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rent
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land
––
––
––
––
Fina
ncia
l tra
nsac
tions
in a
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s an
d lia
bilit
ies
––
––
––
––
Tra
nsfe
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nd s
ubsi
die
s to
: –
––
Pro
vinc
es a
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unic
ipal
ities
0–
––
––
––
Dep
artm
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l age
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ts–
––
––
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29 | Page
Sub
-Pro
gra
mm
e E
xpen
dit
ure
out
com
e A
dju
sted
ap
pro
pri
atio
n M
ediu
m-t
erm
exp
end
itur
e es
tim
ate
Rtho
usan
d
2010
/11
2011
/12
2012
/13
2013
/14
201
4/15
201
5/16
201
6/17
Uni
vers
ities
and
tech
nici
ans
––
–
––
––
–
Pub
lic c
orpo
ratio
ns a
nd p
rivat
e en
terp
rises
––
–
––
––
–
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ign
gove
rnm
ents
and
inte
rnat
iona
l org
anis
atio
ns–
––
–
––
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-pro
fit in
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tions
––
–
––
––
–
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seho
lds
––
–
Pay
men
tsforca
pita
lass
ets
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ldin
gs a
nd o
ther
fixe
d st
ruct
ures
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hine
ry a
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t
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tivat
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–-
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of w
hich
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ompe
nsat
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––
–
––
––
–
To
tal
1 04
95
993
8 87
016
495
16 4
9520
410
21 6
6622
814
30 | Page
6. Programme 3: Legislation and Policy DevelopmentPurpose of Programme: The purpose of this programme is to develop policy and legislation for the police sector and conduct
research on policing and crime.
PROGRAMME SUB PROGRAMMES
3.LegislationandPolicyDevelopment 3.1PolicyDevelopmentandResearch
3.2 Legislation
31 | Page
Sub
Pro
gra
mm
e 3.
1: P
olic
y D
evel
op
men
t an
d R
esea
rch
Sub
-Pro
gram
me
purp
ose:
The
pur
pose
of t
his
sub-
prog
ram
me
is to
dev
elop
pol
icie
s an
d un
dert
akes
rese
arch
in a
reas
of p
olic
ing
and
crim
e
Sub
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e P
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ce In
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ato
rs
Str
ateg
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ctiv
e: Eviden
ce-bas
edpolicies
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ndpolicingarea
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e
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ited
/Act
ual p
erfo
rman
ceE
stim
ated
per
form
ance
2013
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Med
ium
-ter
m t
arg
ets
2010
/11
2011
/12
2012
/13
2014
/15
2015
/16
2016
/17
3.1.
1
Num
ber
of p
olic
ing
polic
ies
deve
lope
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r
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:
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eronPolicing
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--
--
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2
3.1.
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Num
ber
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es o
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--
--
22
2
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Num
ber
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port
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:
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angs
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y(pha
se3&4)
--
--
43
3
3.1.
4
Num
ber
of re
port
s on
spe
cial
pro
ject
s
prod
uced
:
As
dire
cted
by
the
Sec
reta
ry
--
--
22
2
3.1.
5R
esou
rce
Info
rmat
ion
Cen
tre
mai
ntai
ned
--
--
11
1
32 | Page
Qua
rter
ly t
arg
ets
for
2014
/15
Qua
rterlytargetsforsu
b-programmeperform
ance
indicators
Sub
-Pro
gra
mm
e p
erfo
rman
ce in
dic
ato
rs
Rep
ort
ing
per
iod
Ann
ual t
arg
et
2014
/15
Qua
rter
ly t
arg
ets
1st
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4th
3.1.
1
Num
ber
of p
olic
ing
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ies
deve
lope
d pe
r
year
:
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eronPolicing
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Bi-A
nnua
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1-
3.1.
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Num
ber
of p
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ies
draf
ted:
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eronSafetyan
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ortin
g
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es o
f Gen
der-
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iole
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--
11
3.1.
3
Num
ber
of re
port
s on
rese
arch
pro
ject
s
prod
uced
:
•ReviewofP
ublicO
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pactofF
irearmsCon
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islatio
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angs
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y(pha
se3&4)
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rter
ly4
11
11
3.1.
4
Num
ber
of re
port
s on
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cial
pro
ject
s
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uced
:
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cted
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the
Sec
reta
ry
Bi-A
nnua
lly
2-
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3.1.
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esou
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rmat
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Cen
tre
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ned
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ing
1
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1
ongo
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1
ongo
ing
1
ongo
ing
33 | Page
Sub
Pro
gra
mm
e 3.
2: L
egis
lati
on
Sub
-Pro
gra
mm
e P
urp
ose
: The
pur
pose
of t
his
sub-
prog
ram
me
is to
pro
vide
legi
slat
ive
supp
ort s
ervi
ces
to th
e S
ecre
tary
of P
olic
e
Sub
-pro
gra
mm
e P
erfo
rman
ce In
dic
ato
rs
Str
ateg
ic O
bje
ctiv
e:Aneffectivean
d
cons
titutiona
lly-com
pliantdep
artm
ental
legislativefram
eworkforeffectivepolicing
Aud
ited
/Act
ual P
erfo
rman
ceE
stim
ated
Per
form
ance
Med
ium
Ter
m T
arg
ets
2010
/11
2011
/12
2012
/13
2013
/201
420
14/1
520
15/1
620
16/1
7
3.2.
1
Num
ber
of B
ills fi
naliz
ed fo
r pu
blic
cons
ulta
tion:
Ani
mal
Mov
emen
t and
Pro
duce
Bill
to
repe
al S
tock
The
ft A
ct
--
--
11
1
3.2.
2
Num
ber
of B
ills o
n po
licin
g de
velo
ped
per
year
:
•Revised
SAPSBill
•FireArm
sCon
trolAmen
dmen
tBill
--
--
21
1
3.2.
3
Num
ber
or B
ills ta
bled
in p
arlia
men
t:
•Nationa
lKeyPointsAmen
dmen
tBill
•ProtectionofCon
stitu
tiona
l
Dem
ocra
cy A
gain
st T
erro
rists
and
Rel
ated
Act
iviti
es A
men
dmen
t Bill
--
--
22
2
3.2.
4
Reg
ulat
ions
rela
ted
to n
umbe
r of
Act
s
pass
ed:
•Crim
inalLaw
(Foren
sicProce
dures)
Am
endm
ent A
ct (D
NA
)
•PrivateSec
urityIn
dustryReg
ulation
Act
--
--
2 (re
gula
tions
)2
2
34 | Page
Qua
rter
ly t
arg
ets
for
2014
/15
Qua
rterlytargetsforsu
b-programmeperform
ance
indicators
Sub
-Pro
gra
mm
e p
erfo
rman
ce in
dic
ato
rs
Rep
ort
ing
per
iod
Ann
ual t
arg
et
2014
/15
Qua
rter
ly t
arg
ets
1st
2nd
3rd
4th
3.2.
1
Num
ber
of B
ills fi
naliz
ed fo
r pu
blic
cons
ulta
tion:
Ani
mal
Mov
emen
t and
Pro
duce
Bill
to
repe
al S
tock
The
ft A
ct
Ann
ually
1-
1-
-
3.2.
2
Num
ber
of B
ills o
n po
licin
g de
velo
ped
per
year
:
•Revised
SAPSBill
•FireArm
sCon
trolAmen
dmen
tBill
Bi-a
nnua
lly2
--
1 (F
ire A
rms)
1(S
AP
S A
ct)
3.2.
3
Num
ber
or B
ills ta
bled
in p
arlia
men
t:
•Nationa
lKeyPointsAmen
dmen
tBill
•ProtectionofCon
stitu
tiona
lDem
ocracy
Aga
inst
Ter
roris
ts a
nd R
elat
ed A
ctiv
ities
Am
endm
ent B
ill
Bi-a
nnua
lly
2-
2-
-
3.2.
4
Num
ber
of R
egul
atio
ns re
late
d to
num
ber
of A
cts
pass
ed:
•Crim
inalLaw
(Foren
sicProce
dures)
Am
endm
ent A
ct (D
NA
)
•PrivateSec
urityIn
dustryReg
ulation
Act
Bi-a
nnua
lly2
(regu
latio
ns)
1 (D
NA
)-
1 (P
SIR
A)
-
35 | Page
6.1
Rec
onc
iling
per
form
ance
tar
get
s w
ith
the
Bud
get
and
MT
EF
Table.4
Programme:Leg
islatio
n&Polic
yDev
elopmen
t
Sub
-Pro
gra
mm
e E
xpen
dit
ure
out
com
e A
dju
sted
ap
pro
pri
atio
n M
ediu
m-t
erm
exp
end
itur
e es
tim
ate
Rtho
usan
d
2010
/11
2011
/12
2012
/13
2013
/14
201
4/15
201
5/16
201
6/17
1.
Pol
icy
Dev
elop
men
t and
Res
earc
h3
608
3 42
54
185
9 57
79
577
21 0
3520
926
15 9
21
2
Legi
slat
ion
1 44
11
543
2 39
15
278
5 27
85
278
5 56
311
943
To
tal
5 04
94
968
6 57
614
855
14 8
5526
313
26 4
8927
864
Cha
nge
to 2
013-
14 b
udge
t est
imat
e –
––
–
–
Eco
nom
ic c
lass
ifica
tion
––
––
––
––
Currentpay
men
ts
5 04
94
968
6 57
614
855
14 8
5526
313
26 4
8927
633
Com
pens
atio
n of
em
ploy
ees
3 86
83
765
4 78
08
577
8 57
713
980
14 7
2815
344
Goo
ds a
nd s
ervi
ces
of w
hich
:1
181
1 10
31
796
6 27
86
278
12 3
3311
761
12 2
89
Com
mun
icat
ion
164
174
125
248
248
850
895
464
Com
pute
r se
rvic
es25
2525
2650
Con
sulta
nts,
con
trac
tors
and
spe
cial
ser
vice
s0
731
9797
1 47
51
482
118
Inve
ntor
y39
129
Mai
nten
ance
repa
ir an
d ru
nnin
g co
st–
––
–
––
––
Ope
ratin
g le
ases
––
–
––
––
–
Trav
el a
nd s
ubsi
sten
ce84
667
91
545
4 43
74
437
4 78
04
440
8 56
8
Venu
es a
nd fa
cilit
ies
Gov
ernm
ent M
otor
Tra
nspo
rt
Oth
er13
2 17
712
51
471
1 47
15
203
4 91
82
960
Inte
rest
and
rent
on
land
––
––
––
––
Fina
ncia
l tra
nsac
tions
in a
sset
s an
d lia
bilit
ies
––
––
––
––
Tra
nsfe
rs a
nd s
ubsi
die
s to
: –
––
Pro
vinc
es a
nd m
unic
ipal
ities
0–
––
––
––
Dep
artm
enta
l age
ncie
s an
d ac
coun
ts–
––
––
––
36 | Page
Sub
-Pro
gra
mm
e E
xpen
dit
ure
out
com
e A
dju
sted
ap
pro
pri
atio
n M
ediu
m-t
erm
exp
end
itur
e es
tim
ate
Rtho
usan
d
2010
/11
2011
/12
2012
/13
2013
/14
201
4/15
201
5/16
201
6/17
Uni
vers
ities
and
tech
nici
ans
––
–
––
––
–
Pub
lic c
orpo
ratio
ns a
nd p
rivat
e en
terp
rises
––
–
––
––
–
Fore
ign
gove
rnm
ents
and
inte
rnat
iona
l org
anis
atio
ns–
––
–
––
––
Non
-pro
fit in
stitu
tions
––
–
––
––
–
Hou
seho
lds
––
–
Pay
men
tsforca
pita
lass
ets
010
00
00
00
231
Bui
ldin
gs a
nd o
ther
fixe
d st
ruct
ures
Mac
hine
ry a
nd e
quip
men
t0
100
00
00
023
1
Cul
tivat
ed a
sset
s–
–-
––
-–
Sof
twar
e an
d ot
her
inta
ngib
le a
sset
s–
–-
––
-–
Land
and
sub
soil
asse
ts–
–-
––
-–
of w
hich
: Cap
italis
ed c
ompe
nsat
ion
––
–
––
––
–
To
tal
5 04
94
968
6 57
614
855
14 8
5526
313
26 4
8927
864
37 | Page
Performance and Expenditure Trends
It is estimated for the 2013/14 financial year, the budget for Goods and Services in the Sub-programme Policy Development
and Research will show an overspend due to the request from the Portfolio Committee on Police that the Secretariat conduct
provincial consultations for the Green Paper on Policing. This task was not planned in the 2013/14 Annual Performance
Plan and would impact largely on the Programme budget. The 2014/15 budget allocation for Goods and Services for Sub-
programme Policy Development and Research will increase with more than 100% in comparison with the 2013/14 budget
allocation. This will have a major impact on expenditure patterns for the 2014/15 financial year.
The Sub-programme Legislation budget for the 2014/2015 financial year is R8, 136 million, of which R4, 546 million is
for Compensation for personnel of the Sub-programme Legislation and R 3,590 million is for Goods and Services. A
significant portion of the Goods and Services budget is earmarked for drafting 5 pieces of departmental legislation. This
constitutes approximately 47 % of this budget. This budget is estimated to be sufficient to meet the costs of drafting Bills,
stakeholder and parliamentary engagements, workshops, publication in the Government Gazette and other related expenditure.
An additional amount of R 1 072 548 has been estimated for the DNA Oversight and Ethics Board that is in the process of being
established by the Minister. The Board is expected to be appointed in April 2014. The total estimated expenditure for Goods
and Services budget will be sufficient for the 2014/2015 financial year, and will leave an under-spending of approximately R321
000. However, the cost of the Firearms Appeal Board has not been factored into the budget of the Sub-programme Legislation
as it has been provided for in the budget of Civilian Oversight, Monitoring and Evaluation Unit.
7. Programme 4: Civilian Oversight, Monitoring and Evaluation
Programme Purpose: The purpose of this programme is to oversee, monitor and report on the performance of the South
African Police Service.
Programme Sub-Programme
4. Civilian Oversight Monitoring and Evaluation 4.1 Police Performance, Conduct and Compliance
Monitoring
4.2PolicyandProgrammeEvaluations
4.3 Information Management
38 | Page
Sub
-Pro
gra
mm
e 4.
1: P
olic
e P
erfo
rman
ce, C
ond
uct
and
Co
mp
lianc
e M
oni
tori
ngT
he p
urp
ose
of
the
sub
-pro
gra
mm
e is
to
mo
nito
r th
e p
erfo
rman
ce, c
ond
uct
and
co
mp
lianc
e o
f th
e S
out
h A
fric
an P
olic
e S
ervi
ce.
Str
ateg
ic O
bje
ctiv
e: Im
prove
police
acco
untability
Aud
ited
/Act
ual P
erfo
rman
ceE
stim
ated
Per
form
ance
Med
ium
Ter
m T
arg
ets
2010
/11
2011
/12
2012
/13
2013
/201
420
14/1
520
15/1
620
16/1
7
4.1.
1N
umbe
r of
ove
rsig
ht v
isits
to p
olic
e
stat
ions
con
duct
ed p
er y
ear
--
--
500
500
500
4.1.
2N
umbe
r of
pol
ice
stat
ion
Ser
vice
Del
iver
y Tr
ends
Ana
lysi
s R
epor
ts-
--
-2
22
4.1.
3
Num
ber
of S
AP
S B
udge
t and
Pro
gram
me
perfo
rman
ce a
sses
smen
t
repo
rts
--
--
22
2
4.1.
4N
umbe
r of
ass
essm
ent r
epor
ts o
n
com
plai
nts
man
agem
ent
--
--
11
1
4.1.
5N
umbe
r of
com
plai
nts
man
agem
ent
polic
ies
deve
lope
d-
--
-1
--
4.1.
6
Num
ber
of a
sses
smen
t rep
orts
on
criti
cal a
reas
affe
ctin
g po
lice
cond
uct:
Litig
atio
n m
anag
emen
t
--
--
11
1
4.1.
7
Num
ber
of re
port
s on
SA
PS
impl
emen
tatio
n of
IPID
reco
mm
enda
tions
--
--
22
2
4.1.
8
Num
ber
of m
onito
ring
repo
rts
on th
e
impl
emen
tatio
n of
leg
isla
tion:
Chi
ld J
ustic
e A
ct
--
--
11
1
4.1.
9
Num
ber
of a
udit
(com
plia
nce)
rep
orts
rela
ted
to th
e D
omes
tic V
iole
nce
Act
final
ized
for
parli
amen
t pe
r ye
ar
--
--
22
2
4.1.
10
Num
ber
of m
onito
ring
repo
rts
on
impl
emen
tatio
n of
pol
icin
g po
licy:
Pub
lic O
rder
Pol
icin
g
--
--
11
1
39 | Page
Qua
rter
ly t
arg
ets
for
2014
/15
Qua
rterlytargetsforsu
b-programmeperform
ance
indicators
Pro
gra
mm
e p
erfo
rman
ce in
dic
ato
rsR
epo
rtin
g
per
iod
Ann
ual t
arg
et
2014
/15
Qua
rter
ly t
arg
ets
1st
2nd
3rd
4th
4.1.
1N
umbe
r of
ove
rsig
ht v
isits
to p
olic
e st
atio
ns c
ondu
cted
per
yea
rQ
uart
erly
500
100
150
150
100
4.1.
2N
umbe
r of
pol
ice
stat
ion
Ser
vice
Del
iver
y Tr
ends
Ana
lysi
s R
epor
tsB
i-ann
ually
21
-1
-
4.1.
3N
umbe
r of
SA
PS
Bud
get
and
Pro
gram
me
perfo
rman
ce a
sses
smen
t
repo
rts
Bi-a
nnua
lly2
1-
1-
4.1.
4N
umbe
r of
ass
essm
ent r
epor
ts o
n co
mpl
aint
s m
anag
emen
t A
nnua
lly1
--
-1
4.1.
5N
umbe
r of
com
plai
nts
man
agem
ent p
olic
ies
deve
lope
dA
nnua
lly1
--
-1
4.1.
6
Num
ber
of
asse
ssm
ent
repo
rts
on c
ritic
al a
reas
affe
ctin
g po
lice
cond
uct:
Litig
atio
n m
anag
emen
t
Ann
ually
1-
-1
-
4.1.
7N
umbe
r of r
epor
ts o
n S
AP
S im
plem
enta
tion
of IP
ID re
com
men
datio
nsA
nnua
lly2
1-
1-
4.1.
8N
umbe
r of
mon
itorin
g re
port
s on
the
impl
emen
tatio
n of
leg
isla
tion:
Chi
ld J
ustic
e A
ct
Ann
ually
1-
-1
-
4.1.
9N
umbe
r of a
udit
(com
plia
nce)
rep
orts
rela
ted
to th
e D
omes
tic V
iole
nce
Act
fina
lized
for
parli
amen
t pe
r ye
ar
Ann
ually
21
-1
-
4.1.
10N
umbe
r of
mon
itorin
g re
port
s on
impl
emen
tatio
n of
pol
icin
g po
licy:
Pub
lic O
rder
Pol
icin
gA
nnua
lly1
-1
--
40 | Page
Sub
-Pro
gra
mm
e 4.
2: P
olic
y an
d P
rog
ram
me
Eva
luat
ions
Sub
-pro
gra
mm
e p
urp
ose
: The
pur
pose
of t
he s
ub-p
rogr
amm
e is
to e
valu
ate
the
effe
ctiv
enes
s of
pro
gram
mes
impl
emen
ted
by th
e S
outh
Afri
can
Pol
ice
Ser
vice
.
Str
ateg
ic O
bje
ctiv
e: Improve
program
me
implemen
tatio
neffectiven
ess
Aud
ited
/Act
ual P
erfo
rman
ceE
stim
ated
Per
form
ance
Med
ium
Ter
m T
arg
ets
2010
/11
2011
/12
2012
/13
2013
/201
420
14/1
520
15/1
620
16/1
7
4.2.
1
Num
ber
of e
valu
atio
n re
port
s on
pol
icie
s
and
prog
ram
mes
impl
emen
ted:
Eva
luat
ion
of le
gisl
atio
n pa
ssed
, the
impl
emen
tatio
n an
d co
stin
g th
ereo
f
--
--
11
1
4.2.
2
Num
ber
of re
port
s on
the
impl
emen
tatio
n of
reco
mm
enda
tions
:
Civ
ilian
Sec
reta
riat f
or P
olic
e an
d P
ortfo
lio
Com
mitt
ee
--
--
11
1
4.2.
3N
umbe
r of
repo
rts
on s
peci
al p
roje
cts
--
--
11
1
4.2.
4N
umbe
r of
pro
vinc
ial M
&E
cap
acity
bui
ldin
g
sess
ions
del
iver
ed
--
-1
11
Qua
rter
ly t
arg
ets
for
2014
/15
Qua
rterlytargetsforsu
b-programmeperform
ance
indicators
Pro
gra
mm
e p
erfo
rman
ce in
dic
ato
rsR
epo
rtin
g
per
iod
Ann
ual t
arg
et
2014
/15
Qua
rter
ly t
arg
ets
1st
2nd
3rd
4th
4.2.
1N
umbe
r of e
valu
atio
n re
port
s on
pol
icie
s an
d pr
ogra
mm
es im
plem
ente
d:
Eva
luat
ion
of le
gisl
atio
n pa
ssed
, the
impl
emen
tatio
n an
d co
stin
g th
ereo
f. A
nnua
lly1
--
1-
4.2.
2N
umbe
r of
repo
rts
on th
e im
plem
enta
tion
of re
com
men
datio
ns:
Civ
ilian
Sec
reta
riat f
or P
olic
e an
d P
ortfo
lio C
omm
ittee
Ann
ually
1-
--
1
4.2.
3N
umbe
r of
repo
rts
on s
peci
al p
roje
cts
Ann
ually
1
--
-1
4.2.
4N
umbe
r of
pro
vinc
ial M
&E
cap
acity
bui
ldin
g se
ssio
ns d
eliv
ered
Ann
ually
1-
1-
-
41 | Page
Sub
-Pro
gra
mm
e 4.
3: In
form
atio
n M
anag
emen
tS
ub-p
rog
ram
me
pur
po
se: T
o pr
ovid
e re
liabl
e, a
ccur
ate
and
timel
y in
form
atio
n th
at w
ill in
form
evi
denc
e-ba
sed
deci
sion
mak
ing
Str
ateg
ic O
bje
ctiv
e: E
nhan
cedin
form
ation
man
agem
ent
Aud
ited
/Act
ual P
erfo
rman
ceE
stim
ated
Per
form
ance
Med
ium
Ter
m T
arg
ets
2010
/11
2011
/12
2012
/13
2013
/201
420
14/1
520
15/1
620
16/1
7
4.3.
1In
form
atio
n M
anag
emen
t Sys
tem
s de
velo
ped
and
mai
ntai
ned:
DVA
Ass
essm
ent T
ool
--
--
11
1
Qua
rter
ly t
arg
ets
for
2014
/15
Qua
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42 | Page
7.1
Rec
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per
form
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tar
get
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the
Bud
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and
MT
EF
Tab
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Pro
gra
mm
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, Mo
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and
Eva
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Sub
-Pro
gra
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xpen
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out
com
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ap
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pri
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m-t
erm
exp
end
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e es
tim
ate
Rtho
usan
d
2010
/11
2011
/12
2012
/13
2013
/14
201
4/15
201
5/16
201
6/17
1.
Pol
ice
Per
form
ance
, Con
duct
and
Com
plia
nce
5 52
59
162
12 8
539
005
9 00
517
854
18 2
9121
005
2P
olic
y an
d P
rogr
amm
e E
valu
atio
ns0
00
4 21
34
213
2 76
54
080
2 73
1
3In
form
atio
n M
anag
emen
t0
00
5 52
25
522
4 10
94
199
4 23
6
To
tal
5 52
59
162
12 8
5318
740
18 7
4024
728
26 5
7027
972
Cha
nge
to 2
013-
14 b
udge
t est
imat
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––
–
–
Eco
nom
ic c
lass
ifica
tion
––
––
––
––
Currentpay
men
ts
5 52
59
162
12 8
5318
740
18 7
4024
433
26 4
5527
845
Com
pens
atio
n of
em
ploy
ees
5 16
77
587
10 6
659
784
9 78
416
936
17 0
8618
774
Goo
ds a
nd s
ervi
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of w
hich
:35
81
575
2 18
88
956
8 95
67
497
9 36
99
071
Com
mun
icat
ion
103
9415
728
428
449
449
154
5
Com
pute
r se
rvic
es3
547
3 54
72
081
3 07
63
100
Con
sulta
nts,
con
trac
tors
and
spe
cial
ser
vice
s–
––
–
–45
645
450
3
Inve
ntor
y–
11
–
31
Mai
nten
ance
repa
ir an
d ru
nnin
g co
st–
––
–
––
––
Ope
ratin
g le
ases
––
–
––
––
–
Trav
el a
nd s
ubsi
sten
ce21
91
409
1 48
04
852
4 85
23
318
3 69
63
657
Venu
es a
nd fa
cilit
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00
00
054
253
959
8
Gov
ernm
ent M
otor
Tra
nspo
rt
Oth
er
36
71
550
273
273
603
1 11
366
7
Inte
rest
and
rent
on
land
––
––
––
––
Fina
ncia
l tra
nsac
tions
in a
sset
s an
d lia
bilit
ies
––
––
––
––
Tra
nsfe
rs a
nd s
ubsi
die
s to
: –
––
Pro
vinc
es a
nd m
unic
ipal
ities
––
––
––
–
43 | Page
Sub
-Pro
gra
mm
e E
xpen
dit
ure
out
com
e A
dju
sted
ap
pro
pri
atio
n M
ediu
m-t
erm
exp
end
itur
e es
tim
ate
Rtho
usan
d
2010
/11
2011
/12
2012
/13
2013
/14
201
4/15
201
5/16
201
6/17
Dep
artm
enta
l age
ncie
s an
d ac
coun
ts–
––
––
––
Uni
vers
ities
and
tech
nici
ans
––
–
––
––
–
Pub
lic c
orpo
ratio
ns a
nd p
rivat
e en
terp
rises
––
–
––
––
–
Fore
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gove
rnm
ents
and
inte
rnat
iona
l org
anis
atio
ns–
––
–
––
––
Non
-pro
fit in
stitu
tions
––
–
––
––
–
Hou
seho
lds
––
–
Pay
men
tsforca
pita
lass
ets
295
115
127
Bui
ldin
gs a
nd o
ther
fixe
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57
Mac
hine
ry a
nd e
quip
men
t0
00
00
240
060
Cul
tivat
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sset
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–-
––
-–
Sof
twar
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d ot
her
inta
ngib
le a
sset
s–
–-
–
55
58
67
Land
and
sub
soil
asse
ts–
–-
––
-–
of w
hich
: Cap
italis
ed c
ompe
nsat
ion
––
–
––
––
–
To
tal
5 52
59
162
12 8
5318
740
18 7
4024
728
26 5
7027
972
44 | Page
7.2 Identified Risks and mitigation of risksFollowing the global risk assessment workshop, the following top key strategic risks which may adversely affect the Secretariat
from achieving its goals have been identified:
Strategic Priority Identified Strategic Risks Main Risk Owner Mitigating Strategies
Information
Communication and
&Technology(ICT)
Services
Human Resources
Management and
Development
Financial Management
Service
Lack of Information
Communication and
Technology strategy for CSP
Certain key Human Resource
strategies and policies are
inadequate
Inadequate documented
financial policies and procedure
because of reliance on SAPS
policies.
Director:
Information
Communication
andTechnology
Services
Chief Director:
Corporate Services
Financial
Management
Services: Office of
the Chief Financial
(CFO)
ICT Strategy and policies are
currently being developed and will
be in place by March 2014.
Working Group with State
Information Technology Agency
(SITA) established and URS
document signed
All HRM and HRD strategies will be
in place by 31 March 2014
Recruitment and retention strategy
of the Secretariat is being reviewed
to ensure that post are able to be
filled within 3 months.
Financial management policies are
currently being developed and will
be in place by end March 2014
Monitoring and
Evaluation
Lack of capacity to produce
quality reports on time
Chief Director:
Civilian Oversight,
Monitoring&
Evaluation
Chief Director:
Intersectoral
Coordination
&Strategic
Partnerships
Agreement reached at the Head
of Department’s (HoD) forum that
they will quality assure their reports
before submitting them to National
and to also timelines for forwarding
reports.
Partnership Inadequate project
management skills.
Chief Director:
Intersectoral
Coordination
&Strategic
Partnerships
Perform assessment process to
be used to analysis and identify
training gaps and needs formal
and informal training will be
implemented from 31 March 2014
Legislation Delays in adhering to
deadlines.
Chief Director:
Legislation
To develop clear and realistic
project plans for all legislation and
ensure adherence
45 | Page
Strategic Priority Identified Strategic Risks Main Risk Owner Mitigating Strategies
Monitoring and
Evaluation
Weak engagement and
implementation by SAPS in
the oversight by the Secretariat
Chief Director:
Civilian Oversight,
Monitoring&
Evaluation
Currently engaging SAPS
to develop Memorandum of
Understanding (MoU) – 31 March
2014;
Establish an internal forum consists
of Chief Directors of core functions
to discuss and share issues of
common interest.
Use of Act and Regulations for CSP
- on-going
PolicyandResearch Delays by SAPS & other
internal CSP units to submit
information to Policy &
Research on time.
Chief Director:
Policy
Development and
Research
Enhance engagements with SAPS
– On-going;
Meet regularly with internal Chief
Directors of operational units – On-
going
National and Provincial
Offices
Non-existence of structured
complaints management
systems to addresses service
delivery complaints.
National and
Provincial Offices
To develop a complaints
management system or Standing
Operating Procedures (SOP) by
March 2014
To develop a specific customized
indicator to record and report on all
complaints – by March 2014
Work with SAPS on SAPS ability
to manage complaints in the long
term with time line for hand over
processes
46 | Page
PART C: LINKS TO OTHER PLANS
8. Links to the long-term infrastructure and other capital plansThere is no link to long-term infrastructure and other capital plans
9. Conditional grantsThe Secretariat receives no conditional grants
10. Public entitiesThe Secretariat has no public entities
11. Public-private partnershipsThe Secretariat is establishing public-private partnerships
47 | Page
48 | Page
