DEPARTMENT OF COMMUNITY SAFETY AND LIAISON PROVINCE OF KWAZULU-NATAL VOTE NO 9 ANNUAL REPORT 2015/2016 FINANCIAL YEAR

Transcription

1 DEPARTMENT OF COMMUNITY SAFETY AND LIAISON PROVINCE OF KWAZULU-NATAL VOTE NO 9 ANNUAL REPORT 2015/2016 FINANCIAL YEAR 1

2 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal Contents PART A: GENERAL INFORMATION STRATEGIC OVERVIEW Vision Mission Values LEGISLATIVE AND OTHER MANDATES ORGANISATIONAL STRUCTURE HIGH LEVEL ENTITIES REPORTING TO THE MEC PART B: PERFORMANCE INFORMATION AUDITOR GENERAL S REPORT: PREDETERMINED OBJECTIVES OVERVIEW OF DEPARTMENTAL PERFORMANCE Service Delivery Environment Organisational environment Key policy developments and legislative changes STRATEGIC OUTCOME ORIENTED GOALS PROGRAMME 1: ADMINISTRATION PROGRAMME 2: PROVINCIAL SECRETARIAT FOR POLICE SERVICE PERFORMANCE INFORMATION BY PROGRAMME Programme 1: Administration Programme 2: Provincial Secretariat for Police Service TRANSFER PAYMENTS Transfer payments to public entities Transfer payments to all organisations other than public entities CONDITIONAL GRANTS Conditional grants and earmarked funds paid Conditional grants and earmarked funds received DONOR FUNDS

3 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal 7.1. Donor Funds Received Capital investment, maintenance and asset management plan PART C: GOVERNANCE INTRODUCTION RISK MANAGEMENT FRAUD AND CORRUPTION MINIMISING CONFLICT OF INTEREST CODE OF CONDUCT HEALTH SAFETY AND ENVIRONMENTAL ISSUES PORTFOLIO COMMITTEES SCOPA RESOLUTIONS PRIOR MODIFICATIONS TO AUDIT REPORTS INTERNAL CONTROL UNIT INTERNAL AUDIT AND AUDIT COMMITTEES REPORT OF THE AUDIT AND RISK COMMITTEE ON COMMUNITY SAFETY AND LIAISON PART D: HUMAN RESOURCE MANAGEMENT LEGISLATION THAT GOVERNS HR MANAGEMENT HUMAN RESOURCE OVERSIGHT STATISTICS PART E: FINANCIAL INFORMATION

4 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal PART A: GENERAL INFORMATION 4

5 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal 1. DEPARTMENT GENERAL INFORMATION PHYSICAL ADDRESS : 179 Jabu Ndlovu Street Pietermaritzburg 3201 POSTAL ADDRESS : Private Bag X9143 Pietermaritzburg 3200 TELEPHONE NUMBER/S : FAX NUMBER : ADDRESS WEBSITE ADDRESS : phumzile.ntombela@comsafety.gov.za : Promotion of Assess to Information: INFORMATION OFFICER: The Head of Department DEPUTY INFORMATION OFFICER: Mr C. Van Niekerk 5

6 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal 2. LIST OF ABBREVIATIONS/ACRONYMS AGSA AO BBBEE CFO MEC HOD PFMA TR MTEF SMME SCM EU SITA SDIP SCOPA Auditor-General of South Africa Accounting Officer Broad Based Black Economic Empowerment Chief Financial Officer Member of Executive Council Head of Department Public Finance Management Act Treasury Regulations Medium Term Expenditure Framework Small Medium and Micro Enterprises Supply Chain Management European Union State Information Technology Agency Service Delivery Improvement Plan Standing Committee on Public Accounts DEPARTMENT SPECIFIC BUFAC CIDP CJS DVA CPF JCPS KZN CCPA SAPS VFF Building a United Front Against Crime Communities in Dialogue Programme Criminal Justice System Domestic Violence Act Community Policing Forum Justice, Crime Prevention and Security Cluster Kwazulu-Natal Community Crime Prevention Association South African Police Services Victim Friendly Facilities 6

7 3. FOREWORD BY THE MEMBER OF THE EXECUTIVE COUNCIL (MEC) Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal Mr. M.T. Kaunda MEC for Transport, Community Safety and Liaison The 2015/16 financial year has been a busy period for the Department of Community Safety and Liaison as it was at the centre of ensuring that the province conducts peaceful Local Government Elections. Credit must go to all the law enforcement agencies, political parties and the IEC for their sterling work in ensuring that the province holds free and fair elections. The provision of safe and secure environment in our communities is a priority for government. In line with one of the principles of the Freedom Charter that There Shall be Peace, Security and Comfort, the Department is working with all stakeholders to ensure that the people of KwaZulu-Natal are and feel safe. It is precisely for this reason that the Department urges the people of this province to participate fully in various community safety forums and work with the South African Police Service and other law enforcement agencies to fight crime. KwaZulu-Natal is the second biggest province in terms of population size. Despite the limited resources the Department has, it remains committed in ensuring that law enforcement agencies are available at any time of need by the community during the commitment of crime. In dealing effectively with incidents of crime, the department continued to mobilise communities through its trademark campaign of Building a United Front Against Crime. 7

8 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal To ensure that services rendered by police in communities are of good quality, the department introduced new performance indicators which have already began to yield positive results as witnessed during the elections. Building partnerships with government departments and crime fighting agencies is one of the pillars of the department in fighting crime in the province. The extension of the scope of partnerships resulted in the drafting of the memorandums of understanding between the Traditional Leadership and the crime fighting agencies. Communities-In-Dialogue (CiDP) and Multi-Party Political Intervention (MPI) Programmes contributed in maintaining peace and stability in hostels, particularly in umlazi, KwaMashu and Gauteng. The signing of the Peace Accord by various factional groups in Glebelands hostel in umlazi this year is the outcome of dialogue sittings started in 2015/2016 financial year. These programmes (Communities in Dialogue and other initiatives) played a role in neutralising taxi industry related conflicts The cabinet strategic body in crime matters in the province, the Justice Crime Prevention and Security Cluster (JCPS) continued to be a pioneer in creating opportunities for integrated approach in fighting crime. The provincial JCPS is currently participating in the Interprovincial Technical Task Team and Interprovincial JCPS Task Team between Mpumalanga and KwaZulu-Natal provinces. I would like to extend a word of gratitude to the departmental staff for their dedication in ensuring that outcome 3 of the MTSF of 2014 is implemented in 2015/2016 financial year. I would like to acknowledge the participation of stakeholders such as SAPS, KZCCPA, CPFs, Traditional Leadership and government departments in fighting crime. Violent crime, drugs and substance abuse, domestic violence, crime associated with vulnerable groups (women, children, lesbians, physically challenged, gays and elderly) remain priorities of the department in its programme of action even for 2016/2017 financial year. Collaborative approach contributed in fighting crime in the last financial year because strategic alliance with other partners played an important role in maximising capacity and resources of reducing crime in the province. Mr. M.T. Kaunda MEC of Transport and Community Safety and Liaison Date: 24 August

9 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal 4. FOREWORD BY THE ACCOUNTING OFFICER Mr. CT Mavundla Head of Department Management structures were fully established in 2015/2016 financial year. Executive Committee (EXCO) and Management Committee (MANCO) were put in place including their terms of reference. Various EXCO subcommittees were formed with the purpose of addressing areas of performance in the Department through scheduled meetings by chairpersons of these committees. The 2015/2016 financial year was seen by the Department as year of consolidating the decentralisation strategy adopted by the Department almost four years ago. More than 70% of the 13 district offices were in operation in the year under review. Although some of administrative work are finalised at the Headquarters in Pietermaritzburg, the core function (Line Function) of the Department is however, managed at the district level. The coordination of district activities went well except few challenges the Department had regarding deadlines for reporting. Holistic Community Framework under the trademark of Building a United Front Against Crime remained a driving force in crime prevention. Monitoring and evaluation of police stations continued to be a tool of enhancing police performance in the province. Implementation of Domestic Violence Act by police has been monitored through Domestic Violence Act (DVA) audit in police stations throughout the province. The Department is also proud to report that the case docket audit was initiated in 2015/2016 financial year and is continued in 2016/2017 financial year. Out of the total 184 police stations in the province, the department managed to evaluate 169 police stations in the year under review. Communities in Dialogue played a critical role in managing conflicts related to taxi industry and traditional councils of clans in the province, especially kwavumbu (inkosi yakwazulu and inkosi yakwamabaso) in Weneen and taxi related 9

10 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal conflicts in Ladysmith (between Gamede and Mabaso). The Department is aware of other conflicts in Dannhauser, which are currently addressed by department officials. The establishment of the JCPS Interprovincial Task Team between Mpumalanga and KwaZulu-Natal provinces was a great achievement in fighting cross-boundary crimes between these provinces Assessment of Departmental performance has been a priority in the last financial year. Tools and processes of ensuring that the work done by the department is of a good quality were fully implemented through Integrated Planning: M & E directorate. Standard Operating Procedure Manual was initiated and implemented to address recommendations of both internal auditors (Provincial Treasury and Auditor General). The validation of performance in the department is done in a planned manner and is in line with the Framework for Managing Programme Performance Information. The year under review did not go without challenges. The completion of the second and the third phases in terms of employment is not yet finalised. This was delayed by the introduction of officialdom in recruitment commissioned by provincial cabinet through Premier s office. However, this has been recently finalised by the Office of the Premier and we are confident that the recruitment for both phases will be finalised before the end of the financial year (2016/2017). In conclusion, I would like to appreciate and thank all employees of the department including stakeholders (CPFs, SAPS, KZNCCPA, Traditional Leadership and Government Departments) for their commitment, time, energy and intelligence invested in the implementation of the Departmental mandates through strategy execution in 2015/2016 financial year. Mr. CT Mavundla Head of Department Date: 23 August

11 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal 5. STRATEGIC OVERVIEW 5.1 Vision The people of KwaZulu-Natal live in a safe and secure environment 5.2 Mission Be the lead Department in driving the integration of community safety initiatives, towards a crime free KwaZulu-Natal. 5.3 Values In fulfilment of its mission and towards the attainment of its vision, the Department is committed to: Uphold, respect and protect the Constitution of the Republic of South Africa; Display leadership, honesty and integrity in its dealings with the people of KwaZulu-Natal; Provide impartial, fair and equitable services; Provide transparent, accountable, professional, ethical financial and administrative services; Promote efficient, effective and economic resource utilisation; and Maintain appropriate and responsive organisational structure. LEGISLATIVE AND OTHER MANDATES 6.1. CONSTITUTIONAL MANDATE Section 206(1) The Provincial Executive must determine the policing needs and priorities of the province for purposes of the national policing policy Section 206(3) Each province is entitleda) to monitor police conduct; b) to oversee the effectiveness and efficiency of the police service, including receiving reports on the police service; c) to promote good relations between the police and the community; d) to assess the effectiveness of visible policing; and e) to liaise with the Cabinet member responsible for policing with respect to crime and policing in the province. 11

12 6.2 LEGISLATIVE MANDATES The Civilian Secretariat of Police Services Act, 2011 (Act No. 2 of 2011) Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal a) The Act establishes the Civilian Secretariat for Police, as required by section 208 of the Constitution, as a designated department at national level and requires provinces to establish provincial secretariats, which must assist the Civilian Secretariat to achieve its objectives and perform functions and exercise powers of the Civilian Secretariat in the provincial sphere of government. b) The functions of the Provincial Secretariats in terms of the Act must:- align plans and operations with the plans, policies and operations of the Civilian Secretariat; integrate strategies and systems at the provincial sphere with the strategies and systems of the Civilian Secretariat; c) In order to perform these functions, the Provincial Secretariats must establish competencies and capabilities in its operations to:- Monitor and evaluate implementation of policing policy in the Province; Evaluate and monitor police conduct in the province; Develop and evaluate safety models and monitoring tools to ensure alignment with the functions of the Civilian Secretariat; Promote community relations; Establish and promote partnerships; and Manage the enhancement of community safety structures with the province. 6.3 LEGISLATION GOVERNING OPERATIONS The salient legislations governing the operations of the department are the following: Criminal Procedure Act, 1977; Domestic Violence Act, 1998; Firearms Control Act, 2000; Independent Police Investigative Directorate Act, 2011; Second-Hand Goods Act, 2009; The South African Police Service Act,

13 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal 6.4 POLICY FRAMEWORKS The National Crime Prevention Strategy, 1996 White Paper on Safety and Security, 1998 The South African National Development Plan, 2012 Provincial Growth and Development Plan, 2011 Green Paper on Policing, ORGANISATIONAL STRUCTURE HIGH LEVEL 7. ENTITIES REPORTING TO THE MEC There are no entities reporting to the MEC. 13

14 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal PART B: PERFORMANCE INFORMATION 14

15 1. AUDITOR GENERAL S REPORT: PREDETERMINED OBJECTIVES Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal The AGSA performed certain audit procedures on the performance information to provide reasonable assurance in the form of an audit conclusion. The audit conclusion on the performance against predetermined objectives is included in the report to management, with no material findings being reported under the Predetermined Objectives heading in the Report on other legal and regulatory requirements section of the auditor s report. Refer to page 89 of the Report of the Auditor-General, in Part E: Financial Information. 2. OVERVIEW OF DEPARTMENTAL PERFORMANCE 2.1 Service Delivery Environment The department remained focused on the execution of its constitutional and legislative mandate in pursuit of the outcome: All People in South Africa are and feel safe. Overseeing the effectiveness and efficiency of the police service The department continued to monitor police conduct and to oversee the effectiveness and efficiency of the police service, including receiving reports on the police service at the police stations identified for the reporting period. The department monitored 169 police station utilising the NMT tool, monitored 57 police stations on Domestic Violence Act (DVA) compliance which includes amongst other things the availability of victim friendly environments for the victims of domestic violence in police stations. The department also monitored the SAPS Head Quarters during the period under review. The quarterly reviews were held with cluster commanders to table findings and recommendations on stations monitored and evaluated. After the clusters presentations are held these findings and recommendations were elevated to the Provincial SAPS management for their information and intervention. The department continues through it partnership with IPID to receive and follow up on recommendations by IPID. The department hosted MEC s Community and Police Service Excellence awards in recognition of the tireless effort of the men and women in blue and community crime fighters in the war against crime. Investigation of service delivery complaints against SAPS The department received and investigated more than 200 public complaints alleging police inefficiency during the reporting period in line with the provisions of section 206 (5) (a) of the Constitution. The investigated complaints related to poor service delivery, poor investigation, unprofessional conduct, poor communication and other cases were miscellaneous. As part of improving -management of complaints against SAPS the department conducted a workshop on management of complaints and revision of complaints management policy. The challenges still remain on complaints with regard to some of the nature of complaints that falls outside of departmental mandate. Officials spend time dealing with the complaints that are not necessary reportable in terms of departmental mandate. Establishment and Support of Community Safety Structures The United Front against Crime continues to be one of the driving forces of the department in fighting crime within the province. The department has for period under review continued to establish and facilitate the establishment of 15

16 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal safety structures within province. The department has been lagging behind in the establishment of Community Safety Forum (CSF) since the approval on Community Safety Forum policy, in this year the department conducted the workshop on the establishment of safety forum which saw the 9 Community Safety Forum established which still not enough in comparison with the target. The department managed to establish 39 ward safety committees during the year. The main establishment challenge of the CSF and Ward Safety Committee is the need for political buy-in which sometimes lacks is some areas and specifically for the year under review the 2016 local government has caused a go slow since some councillors see themselves as exiting term of office. The department had consultation session with the South African Local Government Association (SALGA) in ensuring participation by members. The department has been also been facilitating the establishment of Community Safety Forums, Kwazulu Natal Community Crime and Prevention Association (KZNCCPA) and schools safety structures. As part of the establishment of safety structures the department has ensured induction of these new structures to ensure understanding and functioning within the law. The department continue to conduct training and workshop progressively to ensure capacitation of safety structures. For the year under review 139 functional Community Policing Forum were assessed. VSCCP-Volunteer Social Community Crime Patroller The Department currently has a total of 1490 social crime volunteers deployed across the province. The responsibility of volunteers amongst other is to be ground level watch dogs for the department with regard to any safety issues in communities where they are deployed. The department has continuously ensured that volunteers are trained in various fields of development to equip them with the skills necessary for the performance of their functions. The volunteer training ranged from counselling, leadership courses, financial management, legal aid assistance, computer training as well as mentoring and coaching skills. The ultimate objective is to recruit at least one volunteer per ward depending on the size of the ward. Crime Prevention Programmes The beginning of the 2015/2016 financial year saw incidents of xenophobia attacks in some of the areas within the province and the department played significant role together with other JCPS member departments in stopping and preventing further incidents. Substance and drug abuse: The department, working with communities and police, continues to devise strategies and programmes to address the challenges of substance abuse. The department has also undertaken a research titled KZN Border: The inflow of drugs and precursors into KwaZulu-Natal. Public transport violence: The wide ranging interventions have been conducted in various parts of the province that seek to stabilise the taxi industry. The Provincial Priority Committee has been revived with the Provincial Integrated Law Enforcement Plan being implemented. Agreement has been reached with SANTACO to jointly intervene in conflict situations. Illegal firearms: During the safety month, the department launched the massive campaign to detect and recover all illegal firearms in Greytown. 16

17 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal Stolen goods: The campaign against stolen goods was launched and continues to be rolled out across the province and this is done through encouraging municipalities to establish pounds, increased co-operation between farmers and local authorities, improving branding etc. Violence a Against Women and Children: The department continues to engage in vigorous awareness campaign during the 16 days of activism for no violence against women and children. CiDP: The Communities in Dialogue (CiDP) programme was used successfully to end the conflict involving KwaZulu-Natal citizens based in Gauteng hostels. This initiative was led by traditional leaders with the blessing of the Zulu monarch, the conflict was successfully resolved. Other crime programmes conducted were: school safety, societal education, sport against crime, traditional leaders crime fighting programme, crime summits and fight against police killings campaign. The challenge of limited budget allocation continues to be the main and underlining challenge of the department in implementing its programmes. Service Delivery Improvement Plan The department has completed a service delivery improvement plan. The tables below highlight the service delivery plan and the achievements to date. Main services and standards Main services Beneficiaries Actual standard of service (2014/2015) Desired standard of service (2015/2016) Actual achievement (2015/2016) Establish crime fighting structures and partnerships External Clients: Communities served by police stations, 52 Ward Safety committees established during 2014/15 65 Ward Safety Committees to be established 39 Ward Safety Committees established Community crime fighting structures; Community Policing Forums; National and Provincial Departments Justice, Crime Prevention and Security cluster (JCPS) 17

18 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal Traditional Authorities Internal Clients: MEC-Community Safety and Liaison Management Batho Pele arrangements with beneficiaries Batho Pele Principles Current/actual arrangements Desired arrangements Actual achievements Consultation Development of Consultation with Consultation with programme and implementation of community projects councillors, local mayors, community members and councillors, local mayors and traditional leaders. Consumer of traditional leaders services Access Establishment of crime fighting Creation of safe Establishment of structures at a voting district communities through crime fighting level the establishment of structures at a ward Courtesy Training of KZN Community safety structures from Trained community level Training of Provincial Crime Prevention Associations safety structures and Youth Desk members members Provincial youth Desk and community safety structures 18

19 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal Batho Pele Principles Current/actual arrangements Desired arrangements Actual achievements Openness and Invite representatives from Invite representatives Representatives from Transparency Community Crime Fighting from Community Community Crime structures to strategic planning Crime Fighting Fighting structures sessions structures to were invited to the Provide information on the functioning of the three spheres of government strategic planning sessions and Crime Summits strategic planning sessions and Crime Summits including the role of government departments. This is done through meetings and workshops including handouts supplied by the department to communities Information Community is fully informed Trained and informed The department is about the programmes and community about the conducting projects implemented in the role of the department workshops, crime community through community in the communities awareness, crime meetings, CPFs imbizos, station evaluations, complaints management and crime prevention programmes 19

20 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal Batho Pele Principles Current/actual arrangements Desired arrangements Actual achievements Service Delivery Assessment of the impact of Community must The assessment of Impact community safety structures know the impact of departmental services such as CPFs and KZNCCPA services provided by is currently done by is done through a tool the department in research their communities and the impact of the community safety structures Redress If there are discrepancies in the The deployment of The process of rendering of services to the crime prevention recruitment of community, community is volunteers must be volunteers is informed and assured that the deployed in all wards underway so that all services will be provided. For wards have example, volunteers are not volunteers deployed in all wards in the province Value for Money Rationalisation is applied in all Cost-effective Strictly complying with money required resources approach is followed the provincial cost in implementing cutting measures projects in released by the communities provincial cabinet 2.2 Organisational environment During the reporting period under review, significant events happened that impacted on the performance of the department and the structure of the Annual Report. 20

21 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal Firstly, the incidents of xenophobia that took place at the inception of the financial year. These incidents affected the budget of the department and also the performance of department in meeting first quarter targets as per the Annual Performance Plan. Secondly, due to the exit of the Chief Financial Officer this affected the department s ability to finalise and submitting Annual Report on time to Provincial Legislature. Thirdly, the department s failure to meet some of it targets some due to internal and external constraints. Highlighting the few, MEC made a pronouncement during the 2015/16 budget speech about case dockets audit, which has not been implemented due to lack of consensus with the SAPS. Fourthly, due to some of dragging labour issues within the department, this affected the validation of performance information for quarter 2, 3 and 4 within the stipulated time frame. The validation was done after quarter four for all three quarters. The department during the 2015/16 strategic planning session revised the wording of some performance indicators to ensure SMART principle. 2.3 Key policy developments and legislative changes The department identified the following key policy developments and legislative changes that might affect the current and future functioning of the department: White Paper on the Rights of Persons with Disabilities The White Paper was published in the Gazette on 9 March It provides inter alia for a target of 50% of all police stations to comply fully with built environment norms and standards between 2015 and This target would impact on the monitoring of police stations by the department Prevention and Combating of Trafficking in Persons Act (Act No. 7 of 2013) The Act was assented to on 28 July 2013, however, it only commenced on 9 August It gives effect to the Republic's obligations concerning the trafficking of persons in terms of international agreements, provides for an offence of trafficking in persons and for the coordinated implementation, application and administration of the Act Criminal Procedure ACT (Act No 51 of 1977) In De Vos NO and Others v Minister of Justice and Constitutional Development and Others 2015 (2) SACR 217 (CC) on 26 June 2015, section 77 (6) (a) (i) was declared constitutionally invalid to the extent that it mandates the imprisonment of an adult accused person and to the extent that it mandates the hospitalisation 21

22 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal or imprisonment of children and section 77 (6) (a) (ii) was declared constitutionally invalid to the extent that it mandates the institutionalisation of the accused Criminal Matters Amendment Act (Act No.18 of 2015) The Act was assented to on 13 December The Act amended the Criminal Procedure Act of 1977 so as to regulate bail in respect of essential infrastructure-related offences and the Criminal Law Amendment Act of 1997 so as to regulate the imposition of discretionary minimum sentences for essential infrastructure-related offences Language Policy of the South African Police Service The policy was published in the Gazette on 8 March It provides that plain English is the main working language of the Service and it should be used in all official documents. In promoting the use of indigenous languages, the Service will take into consideration a rotation principle. Verbal (meetings and instructions) communication will be in English and the applicable indigenous languages. In respect of KwaZulu-Natal these languages are isizulu and Afrikaans. This also applies to radio communication. However, the employees must ensure that the transmission of the message over the radio is understood by all involved employees for effective and efficient service delivery. This policy will be implemented in four phases, which can be divided in five financial years. 2 STRATEGIC OUTCOME ORIENTED GOALS PROGRAMME 1: ADMINISTRATION Strategic goal 1 Improved administrative support to the department Goal Statement To ensure internal excellence in practices supporting the Department in effectively delivering on its mandate through provision of efficient and effective strategic planning, internal monitoring and evaluation, intergovernmental relations and special project management, financial, legal, corporate and security services Justification This aims to ensure that the Department functions optimally through effective business processes and resource support services. Links Good Governance, cooperative government, efficient administration and elimination of fraud and corruption. MTSF Outcome 12: An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship. PGDS/PGDP strategic goal PROGRAMME 2: PROVINCIAL SECRETARIAT FOR POLICE SERVICE Strategic goal 1 Improved police service delivery 22

23 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal Objective statement Baseline Justification To monitor and evaluate police conduct, oversee the effectiveness and efficiency of the police service and to investigate complaints alleging to police inefficiency in the province The baselines in the annual performance plan have reference Communities rely on effective policing to be and feel safe Links Government outcome 3 Provincial Growth and Development Plan: Goal 3 National Development Plan State of the Province Address State of the Nation Address Civilian Secretariat for Police Act All other policies applicable to the department Strategic goal 2 Objective statement Baseline Justification Links Good relations between the police and the community To establish and mobilise community safety structures, promote good communitypolice relations, strengthen crime prevention partnerships and ensure effective conflict resolution within and/or between communities The baselines in the annual performance plan have reference The provincial government recognises that it is not possible to prevent crime without community involvement South African Constitution Holistic community liaison framework SAPS Act White Paper on Safety and Security The Civilian Secretariat for Police Act Government outcome 3 Provincial Growth and Development Plan: Goal 3 National Development Plan All other policies applicable to the department Strategic objective 3 Objective statement Baseline To provide research services on policing policies To determine provincial policing needs and priorities and conduct best practice research into safety and security matters The baselines in the annual performance plan have reference 23

24 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal Justification This aims to promote continuous improvements in the quality of policing and effective community crime prevention Links Government outcome 3 Provincial Growth and Development Plan: Goal 3 and 6 National Development Plan All other policies applicable to the department 3 PERFORMANCE INFORMATION BY PROGRAMME The activities of the Department were organized according to the following programmes for the financial year under review: Programme 1: Administration Programme 2: Provincial Secretariat for Police Service 3.4 Programme 1: Administration Purpose of the Programme: The programme is responsible for providing strategic leadership, management, administrative, financial management, human resource and information technology services to enable the department to achieve its strategic and operational goals. Sub-programmes: Administrative support to the Head of Department Internal Control and Risk Management Financial Management Corporate Services Integrated Planning and Internal Monitoring and Evaluation Security Services Legal Services Intergovernmental Relations and Special Projects Strategic objectives, performance indicators, planned targets and actual achievements The table below provide the details of achievements of targets for the strategic objectives, outputs and performance indicators for the programme for the financial year under review Sub-programme: Administrative support to the Head of Department Strategic objectives: Effective and efficient administrative support Performance Actual Planned Actual Deviation from Comment on Indicator Achievement Target Achievement planned target deviations 24

25 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal Managed office administration 2014/ / /2016 to Actual Achievement for 2015/2016 Achieved Managed Achieved - - office administration Sub-programme: Internal Control and Risk Management Strategic objectives: Effective and efficient administrative support Performance Actual Planned Actual Deviation from Comment on Indicator Achievement Target Achievement planned target deviations 2014/ / /2016 to Actual Achievement for 2015/2016 Implemented Achieved Implemented Achieved - - risk framework risk framework Sub-programme: Financial Management Strategic objectives: Effective and efficient administrative support Performance Actual Planned Actual Deviation from Comment on Indicator Achievement Target Achievement planned target deviations 2014/ / /2016 to Actual Achievement for 2015/2016 Annual budget Achieved: Annual Achieved: - - Budget was budget Budget was done in done in compliance compliance with the with the regulations regulations and submitted and submitted in time in time Annual Achieved : Annual Achieved : - - Financial Financial 25

26 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal Statements Annual Statements Annual Financial Financial Statements Statements were done and were done and submitted in submitted in time for audit time for audit Implemented Achieved: Implemented Achieved: - - SCM system SCM system Continuous Continuous implementation implementation of SCM of SCM principles in principles in procurement of procurement of goods and goods and services services Asset register Achieved : Asset register Achieved : - - updated Monthly updated Monthly reconciliations reconciliations and final and final updated assets updated assets register register Sub-programme: Corporate Services Strategic objectives: Effective and efficient administrative support Performance Actual Planned Actual Deviation from Comment on Indicator Achievement Target Achievement planned target deviations 2014/ / /2016 to Actual Achievement for 2015/2016 Implemented Achieved Implemented Achieved - - communication communication strategy strategy 26

27 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal Implemented Achieved Implemented Achieved - - organisational organisational structure structure Implemented Achieved Implemented Achieved - - Information Information Technology Technology governance governance framework framework Office Achieved Office Achieved - - accommodation accommodation Sub-programme: Integrated Planning and Internal Monitoring and Evaluation Strategic objectives: Effective and efficient administrative support Performance Actual Planned Actual Deviation from Comment on Indicator Achievement Target Achievement planned target deviations 2014/ / /2016 to Actual Achievement for 2015/2016 Approved APP Achieved: Approved APP Achieved: - - and SP and SP Approved APP Approved APP and Strategic and Strategic plan submitted plan submitted in time in time Annual Report Not Annual Report Partially Achieved: Achieved Sub-programme: Security Services Strategic objectives: Effective and efficient administrative support Performance Actual Planned Actual Deviation from Comment on 27

28 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal Indicator Achievement Target Achievement planned target deviations 2014/ / /2016 to Actual Achievement for 2015/2016 Implemented Achieved Implemented Achieved - - security plan security plan Sub-programme: Legal Services Strategic objectives: Effective and efficient administrative support Performance Indicator Legal advice and support Actual Achievement 2014/2015 Planned Target 2015/2016 Achieved Legal advice and support Actual Achievement 2015/2016 Deviation from planned target to Actual Achievement for 2015/2016 Comment on deviations Achieved Sub-programme: Intergovernmental Relations and Special Projects Strategic objectives: Effective and efficient administrative support Performance Actual Planned Actual Deviation from Comment on Indicator Achievement Target Achievement planned target deviations 2014/ / /2016 to Actual Achievement for 2015/2016 IGR Achieved IGR Achieved - - participation participation and and implemented implemented special projects special projects Strategy to overcome areas of under performance Quarterly Chief Directorate meetings where all the different decisions are monitored Daily Chief Directorate briefings where on-going matters are addressed Performance Dashboard with all activities monitored and followed within the Directorates Changes to planned targets 28

29 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal There were no changes to the planned targets during the financial year. Linking performance with budgets Sub- Programme Name Office of the HoD Financial Management Corporate Services 2014/ /2016 Final Appropriati on Actual Expenditu re (Over)/Unde r Expenditure Final Appropriatio n Actual Expenditu re (Over)/Unde r Expenditure R 000 R 000 R 000 R 000 R 000 R 000 7,573 7, ,348 4,348-9,747 9, ,843 9, ,067 24,067-38,765 38,763 2 Legal 2,426 2, ,950 2,950 - Security 2,388 2, ,588 3,588 - Total 46,201 45, ,494 59, Programme 2: Provincial Secretariat for Police Service Purpose of the Programme: The programme is responsible for performing the functions of the Provincial Secretariat for Police for the Province of KwaZulu-Natal which includes the following functions: To provide research, information analysis and conceptualisation services to the Provincial Secretary. Monitor and evaluate the service delivery of all police service units in the province to determine their level of efficiency and effectiveness. Address complaints against police service delivery; Develop and maintain community safety structures; Conducting crime prevention programmes Represent the Provincial Secretariat for Police Service at the KZN Justice, Crime Prevention and Security Cluster. Provincial Secretariat for Police Service programme has three strategic objectives: 1. Effective and efficient police service and improved police conduct 2. Effective and efficient community safety partnerships and implemented crime prevention initiatives 29

30 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal 3. Effective and efficient police policies, practices, methodologies, safety models, monitoring tools and accurate policing needs. Strategic objectives, performance indicators, planned targets and actual achievements The table below provide the details of achievements of targets for the strategic objectives, outputs and performance indicators for the programme for the financial year under review Strategic Objective 1: Effective and efficient police service and improved police conduct Programme: Provincial Secretariat for Police Service Performance Indicator Number of reports compiled on police stations monitored Number of reports on the implementation of National Monitoring Tool (NMT) Actual Achieveme nt 2014/2015 Planned Target 2015/2016 Actual Achievement 2015/2016 Deviation from planned target to Actual Achievement for 2015/2016 Comment on deviations At planning 183 constituted the total of all police stations. The target was set with the plan to implement phase 2 &3 on restructuring which would have seen the additional Assistant Managers (M&E and Crime Prevention). The Phase 2&3 was not implemented resulting to underperformance by some districts Achieved 30

31 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal recommendations Number of Domestic Violence Act (DVA) compliance reports Number of reports on implementation of IPID recommendations by SAPS Number of M&E reports on special projects Number of reports on Provincial SAPS Head Quarters (HQ) monitored Number of management reports compiled on service delivery complaints against SAPS Achieved Achieved At planning stage for 2015/16 there was consideration for a special project to be commissioned by the MEC, However this did not take place during the financial year under review Achieved Achieved Number of Integrated Law Enforcement Initiatives facilitated For the year 2015/16 the department made a provision to tackle 31

32 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal Number of case dockets evaluated Number of reports on the implementation of school safety crime prevention protocol the rhino poaching in collaboration with wildlife and other law enforcement agencies. The MoU was signed; however the programme did not start because the Senior Manager fell ill for a long time The case docket audit could not start because there was disagreement between SAPS and department on the access of dockets Achieved Strategy to overcome areas of under performance Implement phase 2 of restructuring which will add work force for line function. Engage the National Minister of Police and National Commissioner to finalise the memorandum of understanding on the case docket audit programme. Improve quarterly reviews approach on findings and recommendations. Changes to planned targets Although there were changes to the targets during the year, however the 2 indicators we slightly amended from reporting individual to the consolidated reports in comparison to 2014/2015 reporting period. 32

33 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal Indicator 2014/2015 Indicator 2015/2016 Actual Achievement 2014/2015 Actual Achievement 2015/2016 Number of service delivery complaints management reports processed Number of management reports compiled on service delivery complaints against SAPS (Consolidated) Number of Domestic Violence Act (DVA) Number of Domestic Violence Act (DVA) compliance reports (Consolidated) Strategic Objective 2: Effective and efficient community safety partnerships and implemented crime prevention initiatives Programme: Provincial Secretariat for Police Service Performance Indicator Number of CSFs established Actual Planned Actual Deviation from Comment on Achieveme Target Achievement planned target deviations nt 2015/ /2016 to Actual 2014/2015 Achievement for 2015/ The establishment of community safety forum involves stakeholders including Justice Crime Prevention (JCPS) departments. In order to establish this structure the cooperation of the municipality is crucial because the Speaker is at the forefront of the 33

34 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal Number of functional CPFs assessed Number of community safety structures established success of the formation of the CSF. In some of the municipalities the department experienced problems of cooperation from councillors, which in turn affected the process of establishing these structures (meeting with SALGA minutes and attendance register as evidence ) At planning 183 constituted the total of all police stations. The target was set with the plan to implement phase 2 &3 on restructuring which would have seen the additional Assistant Managers (M&E and Crime Prevention). The Phase 2&3 was not implemented resulting to underperformance by some districts The establishment of community safety structures (ward safety committees) 34

35 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal is similar to the establishment of CSF because it requires the cooperation of councillors at the ward level. Not all councillors were supportive in the establishment of these safety structures. Number of reports on initiatives to support Provincial community safety structures Number of initiatives to support district community safety structures Number of crime prevention programmes There are four provincial structures that department has responsibility to support. The KZN Council Against Crime (CAC) has not sat for 2015/16; hence no support was given during the period. The CAC is driven from the Premier s office Achieved: The unavailability of baseline information during planning and the nature of support activities being demand driven has led to over achievement Achieved 35

36 Annual Report for 2015/2016 Financial Year Vote 9: Department of Community Safety and Liaison Province of KwaZulu-Natal implemented Strategy to overcome areas of under performance Implement phase 2 of restructuring which will add work force for line function. Continue to have engagement with the South African Local Government Association (SALGA) to strengthen partnerships and ensure leadership cooperation. Review annual planning process to ensure appropriateness in setting of targets. Strengthen partnerships through formal Memorandum of Understanding. Changes to planned targets There were no changes to the planned targets during the financial year Strategic Objective 3: Effective and efficient police policies, practices, methodologies, safety models, monitoring tools and accurate policing needs. Programme: Provincial Secretariat for Police Service Performance Indicator Number of completed research on provincial safety priorities Number of research reports on special projects Number of policing policies and directives reviewed Number of monitoring tools and safety models reviewed Actual Planned Achieveme Target nt 2015/ /2015 Actual Achievement 2015/2016 Deviation from planned target to Actual Achievement for 2015/2016 Comment on deviations Achieved Achieved Achieved Achieved Changes to planned targets There were no changes to the planned targets during the financial year. 36