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Civilian Secretariat for Police
ANNUAL REPORT2013/14
2 | ANNUAL REPORT 2013/14
CONTENTSPART A: GENERAL INFORMATION 41.1 Department’sGeneralInformation 51.2 ListofAbbreviations/Acronyms 51.3 ForewordbytheMinisterofPolice 61.4 DeputyMinister’sStatement 71.5 ReportoftheAccountingOfficer 81.6 StatementofResponsibilityandConfirmationoftheAccuracyoftheAnnualReport 91.7 StrategicOverview 91.8 LegislativeandOtherMandates 111.9 OrganisationalStructure 121.10 EntitiesReportingtotheMinister 12
PART B: PERFORMANCE INFORMATION 142.1 OverviewofDepartmentalPerformance 152.2 StrategicOutcomeOrientatedGoals 152.3 PerformanceInformationbyProgramme 15 Programme1:Administration 15 SubProgramme1.1:OfficeoftheSecretaryofPolice 16 SubProgramme1.2:CorporateServices 17 Sub-subprogramme1.2.1:Communications&InformationandTechnologyServices 18 SubProgramme1.3:OfficeoftheChiefFinancialOfficer 19 Sub-subProgramme1.3.1:SupplyChain 19 Sub-subProgramme1.3.2:FinancialManagement 20 Programme 2: Partnerships 21 SubProgramme2.1:CivilSocietyPartnerships 21 SubProgramme2.2:IntergovernmentalPartnerships 22 SubProgramme2.3:CommunityOutreachProgrammes 22 Subprogramme2.4:PublicPrivatePartnerships 23 Programme 3: Policy and Research 23 SubProgramme3.1:PolicyDevelopment 24 SubProgramme3.2:ResearchDevelopment 25 SubProgramme3.3:ResourceInformationCentre 26 Programme4:Legislation 27 Programme5:MonitoringandEvaluation 30 SubProgramme5.1:PolicePerformance 30 SubProgramme5.2:PoliceConduct 31 SubProgramme5.3:Compliance 31
Part C: GOVERNANCE 343.1 Introduction 353.2 RiskManagement 353.3 FraudandCorruption 353.4 MinimisingConflictofInterest 353.5 CodeofConduct 353.6 HealthSafetyandEnvironmentalIssues 353.7 InternalControlUnit 353.8 InternalAuditandAuditCommittees 35
PartD:HUMANRESOURCEMANAGEMENT 374 Introduction 384.1 HumanResourcesOversightStatistics 394.2 PersonnelRelatedExpenditure 394.3 EmploymentandVacancies 404.4 JobEvaluation 414.5 EmploymentChanges 424.6 EmploymentEquity 444.7 PerformanceRewards 484.8 LeaveUtilisation 494.9 HIV/AIDSandHealthPromotionProgrammes 504.10 LabourRelations 514.11 SkillsDevelopment 51
ANNUAL REPORT 2013/14 | 3
PART A: GENERAL INFORMATION
1.1Department’sGeneralInformation CivilianSecretariatforPolice 217PretoriusStreet,VanErkomBuilding,7thFloor,Pretoria PrivateBagX922,PRETORIA Telephone:0123932500 www.policesecretariat.gov.za
1.2ListofAbbreviations/Acronyms
APP AnnualPerformancePlanCPF CommunityPolicingForumCSF CommunitySafetyForumCSP Act CivilianSecretariatforPoliceActDEVCOM DevelopmentCommitteeDPCI DirectorateforPriorityCrimeInvestigationsDPSA DepartmentofPublicServiceandAdministrationFSD FrontlineServiceDeliveryHR HumanResourcesHRM HumanResourceMangementHRD HumanResourceDevelopmentIMS InformationManagementSystemICD IndependentComplaintsDirectorateICPC InternationalCentreforthePreventionofCrimeIPID IndependentPoliceInvestigativeDirectorateJCPS JusticeCrimePreventionandSecurityCluster M&E MonitoringandEvaluationMINMEC MINMECMISS MinimumInformationSecurityStandardsMOU MemorandumofAgreementNCOP NationalCouncilofProvincesNDP NationalDevelopmentPlanPFMA PublicFinanceManagementActPMDS PerformanceManagementDevelopmentSystemPSETA PublicServiceSectorEducationandTrainingAuthorityPSIRA PrivateSecurityIndustryRegulatoryAuthorityRAG ResourceandAllocationGuideROC ResolvingofCrimeSAPS SouthAfricanPoliceServiceSCM SupplyChainManagementSDIP ServiceDeliveryImprovementPlanSMS SeniorManagementSystemWSDP WorkSkillsPlan
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1.3 Foreword by the Minister of PoliceTheConstitutionally-enshrinedrightofallourpeopletoequalitybeforethelawandtohaveequalprotectionandbenefitofthelawcannotbeoveremphasised.Itgoeswithoutquestionthattherighttoequalityisintrinsicallylinkedtotherightstohumandignityandtofreedomandsecurityoftheperson,whichincludestherighttobefreefromallformsofviolence.
Thecountry’slawenforcementagencies,ablyledbytheSouthAfricanPoliceServiceastheprincipallawenforcementagencyinthecountry,areattheforefrontofthedefenceoftheserights.Whatthismeansisthatthepolicemustbeprofessionalintheexercisingofthepowersconferreduponthemandintheperformanceoftheirdutiesandfunctions.Forthistohappen,thepolicemustbesufficientlyresponsivetothesafetyandsecurityneedsofallourpeople,regardlessofwheretheylive.
TheCivilianSecretariatforPolicefacilitatesthedeliveryofimprovedpoliceservicesthroughoversightmonitoringoftheimplementationoftheDomesticViolenceAct,monitoringofservicedeliverycomplaintsagainstthepolice,draftingoflegislationforthedepartmentandtheoverallmanagementoftheCommunityPolicingForumenvironment.TheSecretariatforPolicetakesresponsibilityfortheperformanceofthepoliceoversightfunctionsasoutlinedinSection206(3)oftheConstitutionoftheRepublicofSouthAfrica,1996.TheSecretariatalsomonitorstheimplementationofrecommendationsbytheIndependentPoliceInvestigationDirectoratetoSouthAfricaPoliceServices.
Secretariatspromote,encourageandfacilitatecommunityparticipationinbringingaboutsafetyandsecuritywithintheircommunitiesinpartnershipwiththepolice,throughtheCommunityPoliceForumsandCommunitySafetyForums.ThereareotherprogrammesinvolvingthesocietyatlargeinpartneringwiththepoliceinthefightagainstcrimesuchasIntergovernmentalpartnerships(othergovernmentdepartments),Communityoutreachprogrammesthatinvolvemobilisingcommunitiestoaddressspecificissues,PrivatePublicPartnershipswheretheSecretariatpartnerswithacademicinstitutionsandtheprivatesectortofightcrime.
TheSecretariathasalsomadeprogressoverthelastyearindeliveringonitsstatutoryfunctions.Ithasdevelopedandreviewedpolicingpolicies,developedlegislationrelatingtotheestablishmentofaDNAdatabaseandtheuseofDNAtoimprovetheinvestigationofcrime.ItfurtherassistedwiththeestablishmentandfunctionsoftheDirectorateforPriorityCrimeInvestigations(DPCIor“Hawks”)andimprovedtheregulatoryframeworkfortheprivatesecurityindustry.
GoingforwardweneedtocreateanenvironmentwhereallSouthAfricansareandfeelsafeintheirhomesandparticipateinsocialcrimepreventioninitiativesinthewholecountry.Itisimportantthatallstakeholders,particularlycommunitiesatlocallevel,partnerwiththepolicetopreventviolenceagainstwomenandchildren,andpromoteyouthsafety,schoolandchildsafety,andaboveall,asocietyfreeofcorruption.
IwouldliketoexpressmygratitudeforalltheeffortandworkdonebytheSecretariatworkforcetomakeSouthAfricansfeelsafe.Alotofworkstillliesahead,butIamconfidentthattheSecretaryandherteamwillachievealltheirgoalsandobjectives.Iwishthemthebest!
___________________MinisterofPoliceMrNNhleko25September2014
1.4DeputyMinister’sStatementIamveryhappytohavebeenpartofthegrowthoftheCivilianSecretariatoverthelastfewyearsandthe2013/14financialyearinparticular.Thefinancialyear2013/14willberememberedasawatershedyearfortheSecretariat,whenitterminateditsstatusasacostcentreoftheSAPStobecomeadesignateddepartment.ItwastheyeartheSecretariatprepareditselftobecomeafinanciallyindependententitytofulfilitsrightfulconstitutionalroletoexerciseoversightoftheSAPS.ThisnewdevelopmentisalmostcompleteandhasbeenachievedwithoutcausinganytensionthroughitsnewrelationshipwiththeSAPS.IwouldliketoexpressmygratitudetotheSAPSforhostingthefinancesandotheradministrativefunctionsofabodythatkeptwatchoverittoimproveservicedeliverytothemassesofourcountry.
TheSecretariatwillnowincreaseitsoversightrolebydevelopingpolicingpoliciesandintroducinglegislationthatwillnotonlyprovidethebackbonefornational
policeinstructions,butimprovetheaccountabilityofSAPSmemberstocommunities.Communitypolicingwillthereforecontinuetobeoneofthepillarsofbuildingacooperativerelationshipbetweencommunitiesandlocallawenforcementatstationlevel.Thisrelationshipprovedtobebeneficialduringthebuilduptothenationaldemocraticelectionsinthisfinancialyear.Secretariatofficialscommunicatedwithcommunitiesonthegroundandhadverysuccessfulconsultativemeetingswithlocalstakeholderstopreparethemoodforpeacefulelections.
ThehostingofcomplaintsdialoguebytheSecretariatwasahugesuccess.Thiseventwasattendedbydiversestakeholdersacrossthecountrywiththeaimofseekinginnovativeandsustainablesolutionsoncomplaintsagainstpolice.Thisstrategicinitiativeiscriticalinacceleratingservicedeliveryandpromotingtrust,publicconfidence,professionalizationandaccountabilityintheSAPS.Thismakesthecomplaintsservicedeliverymodelsuccessfulinitsefforttowardstheprinciplesofintegration,communityparticipationandsustainability.
Anotherhighlightoftheyearwasthedialoguebetweengovernmentandcivilsocietythatwashostedduringwomen’smonthtoensureviolence-freecommunitiesforwomenandgirlsinSouthAfrica.Thedialogueidentifiedconcreteactionsthatwouldcontributetowardsimprovedpolicingresponsesandviolence-freecommunities,includingthecomplementaryactionsrequiredbyotherstakeholderstoensuresafe,violence-freecommunitiesforwomenandgirls.Thesafetyofvulnerablegroupsinsocietyremainsanimportantitemontheagendaofgovernmentandsocietyatlarge.
CongratulationstotheSecretariatforitscontinuedeffortstomakeourpolicingenvironmentpeopleorientatedandsensitivetothechallengesofourcommunities.TheroleoftheSecretariattoimprovetheprofessionalisationofaSAPSsensitivetothechallengesthatcommunitiesarefacing,whetherintheirhomesorstreetsiscommendable.
IamlookingforwardtothenewyearwithgreatexpectationsforarevitalisedCivilianSecretariatforPolice.
___________________DeputyMinisterMsMSotyu25September2014
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1.5ReportoftheAccountingOfficerOneofthecoreprioritiesoftheCivilianSecretariatforPoliceduringtheyearunderreviewwastocommenceprocessestoestablishtheSecretariatasan independentdepartmentaspersection4(2)oftheCivilianSecretariatforPoliceAct,2011(ActNo.2of2011).ThisrequiredareviewoftheSecretariat’sbudgetandprogrammestructure,the first of its nature since inception. Furthermore a number of administrativeactivities tomigratethefinancial,personnelandsupportiveservice functions fromSAPStotheSecretariatwereinitiated. Despite this important focus onmigration, the Secretariatwas able to execute allits core businessmandates pertaining to the building of relationships, the reviewand drafting of policy and legislation, and implementing its oversight obligations.Significant attentionwas devoted to strengthening partnershipswith communitiesthroughoutreachcampaigns,assistingtherolloutofcommunitysafetyforumsandenhancingcommunitypoliceforums.Workingagreementswereestablishedwithcivil
societyorganisationsandworkinggroupsemanatingfromthese.ThenationaldialogueoncommunitysafetyandcrimepreventionwillcontinuetoremainakeypriorityasstipulatedintheNationalDevelopmentPlan.
Inthepolicingpolicyarena,thereviewoftheWhitePaperonSafetyandSecuritywasdoneandaGreenPaperonPolicingwasdevelopedthroughanextensiveconsultationprocess.Theobjectivesofthesepoliciesweretodevelopaframeworkforaprofessionalandhighlyskilledpoliceservice. Legislationremainsoneofthemost importantcornerstonesformanagingthepolicingenvironmentinthecountry.Inthisregardafewpiecesoflegislationandamendmentsweredevelopedforpublicconsultationandintroducedtoparliamentforconsideration.ChangesweremadetothePrivateSecurityRegulationAmendmentBill.ThiswasfollowedbyapresentationontheDangerousWeaponsBilltotheSelectCommitteeoftheNCOP.LegislationrelatingtotheestablishmentofaDNAdatabasetoimprovetheinvestigationofcrimewasalsodeveloped.
OversightoftheperformanceandconductoftheSAPS isoneofthekeymandatesemanatingfromtheCivilianSecretariatforPoliceAct.Reportsontheseoversightvisitswerecompletedandrecommendationsmadetoimproveservicedeliveryatstationlevel.TheSecretariatvisited529policestationsduringthefinancialyear.ThemonitoringoftheimplementationofDomesticViolenceActrecommendationsbySAPShasbeenahugesuccessconsideringitwasanewfunctionthatwaspreviouslyperformedbytheformerIndependentComplaintsDirectorate(ICD),nowknownasIndependentPoliceInvestigativeDirectorate(IPID).TheCivilianSecretariatActmovedthisfunctionovertotheSecretariat.
Theyear2014/2015seestheSecretariatasatransferdepartmenttaskedwithconcludingitstransformationintoa fully-fledged government departmentwithin twelvemonths. Part of this processwill include reviewing theorganisationalstructureinlinewiththebudgetandprogrammestructure.ThisplacestheSecretariatinagoodspacetoimprovethepolicingenvironmentinthecountryinthenextyear.
DepartmentalExpenditureTheCivilianSecretariatforPolicestillfunctionedasaSAPScostcentreduringthe2013/14financialyear.TherewasaslightimprovementandmoreefficientspendingpatternscomparedtopreviousfinancialyearsasthefunctionsandstaffcomplementoftheSecretariatmovetowardsitsexpectedlevels.Inthe2014/15financialyearthereshouldbeevenmoreimprovementasthedepartmentstartsfunctioningasadesignateddepartmentandseparateVote.
Virements/rollover:IrregularexpenditureofR15590was incurredduring theyearunder review.R10200of this amountwasduetomoredelegatesattendingaconsultativeforumthan itwasoriginallyanticipated.Theexpenditurerelatingtotheadditionaldelegateswas irregular in that itwasnot included in theoriginalapprovedpurchaseorder.Asapreventativemeasure,theSupplyChainManagementdirectoraterequiresafulllistofdelegatesbeforeapurchaseordercanbeissuedforanevent,wherepractical.
TheremainingamountofR5390wasduetothedelay intherenewalofacontractforsubscriptionservicesbythesupplier.Thedelayresultedinonemonth’ssubscriptionbeingincurredbeforethecontractwasrenewed.TheSupplyChainManagementdirectoratecloselymonitorstheperformanceofserviceprovidersinordertopreventtheoccurrenceofsuchincidentsinthefuture.
TheSecretariatdidnotincuranyunauthorisednorfruitless&wastefulexpenditureduringtheyearunderreview.
1.6StatementofResponsibilityandConfirmationoftheAccuracyoftheAnnualReport
Tothebestofmyknowledgeandbelief,Iconfirmthefollowing:Allinformationandamountsdisclosedthroughouttheannualreportareconsistent.Theannualreportiscomplete,accurateandisfreefromanyomissions.The Annual Financial Statements have been prepared in accordancewith themodified cash standard and therelevantframeworksandguidelinesissuedbytheNationalTreasury.TheAccountingOfficerisresponsibleforthepreparationoftheannualfinancialstatementsandforthejudgementsmadeinthisinformation.TheAccountingOfficerisresponsibleforestablishing,andimplementingasystemofinternalcontrolthathasbeendesignedtoprovidereasonableassuranceastotheintegrityandreliabilityoftheperformanceinformation,thehumanresourcesinformationandtheannualfinancialstatements.ExternalauditorswerenotengagedasthedepartmentfunctionedasacostentreoftheSAPSduringtheyearunderreview.Inmyopinion,theannualreportfairlyreflectstheoperations,theperformanceinformation,thehumanresourcesinformationandthefinancialaffairsofthedepartmentforthefinancialyearended31March2014.Yoursfaithfully
___________________AccountingOfficerMsREFourie25September2014 1.7StrategicOverviewVision:AtransformedandaccountablePoliceServicethatreflectsthevaluesofourdevelopmentalState.
Mission:ToprovideanefficientandeffectivecivilianoversightovertheSouthAfricanPoliceServiceandenhancetheroleoftheMinisterofPolice.
Values:Incarryingoutitsmandate,theCivilianSecretariatforPolicesubscribestothefollowingsetofvalues:
OurrelationshipwithparliamentAs employees of the Civilian Secretariat for Police we diligently affirm our commitment to:• BefaithfultotheRepublicandhonourtheConstitution.• Puttheinterestofthepublicfirst.• EnsureexecutionofthepoliciesoftheGovernment.• Strivetobefaithfultostatutoryrequirementsandinstructions.• Co-operatewithpublicinstitutionsinpromotingpublicinterest.
2013/14 2012/13
Programme Name Final Appropriation
ActualExpenditure
(Over)/UnderExpenditure
Final Appropriation
ActualExpenditure
(Over)/UnderExpenditure
R’000 R’000 R’000 R’000 R’000 R’000
Secretariat 84769 60978 23791 59923 39915 20008
Total 84769 60978 23791 59923 39915 20 008
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OurRelationshipwiththePublicAs employees of the Civilian Secretariat for Police we diligently affirm our commitment to:• Promotetheunityandwell-beingoftheSouthAfricanNation.• Beunbiasedandimpartial.• Bepolite,helpfulandreasonablyaccessibleandmaintainhighservicestandards.• Haveregardforthecircumstancesandconcernsofthepublic.• ThedevelopmentandupliftmentofallSouthAfricans.• Notunfairlydiscriminateagainstanymemberofthepublic.• Notabuseourpositionsaspublicservants.• Respectandprotecteveryperson’sdignityandrights.• Recognisethepublic’srighttoinformationexceptwhereprotectedbylaw.
OurRelationshipwithourColleaguesAs employees of the Civilian Secretariat for Police we diligently affirm our commitment to: • Co-operatefullywithourcolleaguestoadvancethepublicinterest.• Executeallreasonableinstructionsbypersonsofficiallyassignedtogivesuch.• Refrainfromfavouringfriendsandfamilyandnotabuseourauthoritynorbeundulyinfluenced.• Usetheappropriatechannelstoairanygrievancesormakedirectrepresentations.• Becommittedtodevelopment,motivationandutilisationofourstaffandpromotesoundlabourrelations.• Dealfairly,professionallyandequitablywithcolleagues.
PerformanceofourDutiesAs employees of the Civilian Secretariat for Police we diligently affirm our commitment to:• StrivetoachievetheobjectivesoftheSecretariatcost-effectivelyandinthepublicinterest.• Becreativeinthoughtintheexecutionofourduties.• Bepunctualintheexecutionofourduties.• Beprofessionalandcompetentinourduties.• Notengageinanyactionortransactioninconflictwiththeexecutionofourduties.• Recuseourselvesfromanyofficialactionordecisionmakingthatmayresultinimpropergainandtodeclare
suchinterest.• Availourselvesforfurthertrainingandselfdevelopmentthroughoutourcareers.• Behonestandaccountablewhendealingwithpublicfunds.• Promotesound,efficient,effective,transparentandaccountableadministration.• Reportfraud,corruption,nepotismandmaladministration.• Givehonestandimpartialadvice.• Honourconfidentiality.
OurPersonalConductandPrivateInterestsAs employees of the Civilian Secretariat for Police we diligently affirm our commitment to:• Dressandbehaveinamannerthatenhancesthepublicserviceduringofficialduties.• Actresponsiblyintheuseofalcoholorintoxicatingsubstances.• Notuseourpositiontoobtaingiftsorbenefitsforourselvesoracceptsuchthatcanbeconstruedasbribes.• Notdiscloseofficialinformationforpersonalgainorforthegainofothers.• Notundertakeremunerativeworkoutsideofficialdutieswithoutpriorapprovaloruseofficialequipmentfor
suchwork.
1.8LegislativeandOtherMandatesThe Civilian Secretariat for Police derives its mandate from the following legislative framework:• ConstitutionoftheRepublicofSouthAfrica,1996• SouthAfricanPoliceServiceAct,1995• WhitePaperonSafetyandSecurity,1998• NationalCrimePreventionStrategy,1996• PublicServiceRegulatoryFrameworke.g.PublicFinanceManagementAct1,1999• CivilianSecretariatforPoliceServiceAct,2011
TheConstitutionoftheRepublicofSouthAfrica,1996TheCivilianSecretariatforPolicederives itsmandatefromtheConstitutionoftheRepublicofSouthAfrica,Act108of1996.Section208oftheConstitutionrequirestheMinisterofPolicetoestablishaPoliceCivilianSecretariatwhichoperatesdirectlyundertheMinister’sdirectionandauthority.
TheCivilianSecretariatforPoliceServiceAct,2011(ActNo.2of2011)respondstosection208oftheConstitutionwhichobligestheMinisterofPolicetoestablishaciviliansecretariatforpolicethatoperatesdirectlyundertheMinister’sdirectionandauthority.TheCivilianSecretariatforPoliceActalsotakesintocognizancesection206of theConstitution thatentitles theprovincialexecutive toperformcertainoversight functions that relate topolicing.
TheCivilianSecretariatforPoliceServiceAct2,2011TheCivilianSecretariatforPoliceActwaspassedbyParliamentinMarch2011andassentedtobythePresidenton16May2011intermsofGovernmentNoticeNo.34299(NoticeNo.426)of16May2011.TheActwasenactedbythePresidenton1stDecember2011,exceptfortheprovisionthatmakestheCivilianSecretariatadesignateddepartmentandtheSecretaryofPoliceassumingAccountingOfficerresponsibilities.
The Act provides, amongst others, for –• TheestablishmentofaCivilianSecretariatforthePolicebytheMinisterofPoliceasadesignateddepartmentat
nationallevel.• Theappointment,dutiesandfunctionsoftheSecretaryofPolice.• ThepowersandfunctionsoftheCivilianSecretariatforPolice.• TheresponsibilityofeachMECresponsibleforpolicingintheprovincetoconstituteaprovincialsecretariatfor
thatprovincewithin18monthsafterthecommencementoftheAct.TheActwasenactedon1stDecember2011.ProvinceshaduntilMay2013toestablishprovincialsecretariats.
Policy MandatesThe White PaperThe White Paper for Safety and Security (1998) speaks to roles and responsibilities within public-policing environment. It defines the roles as follows: • TheMinisterisresponsibleforthedevelopment,monitoringandimplementationofpolicyandisaccountable
forallthreeofthesedimensions;• TheCivilianSecretariatforPolicemusthavethecapacityandbeempoweredtoperformthefollowingfunctions; -ToprovidetheMinisterwithpolicyadvice -Tomonitorandauditthepolice -ToprovidesupportservicestotheMinister -Tomobiliserole-players,stakeholdersandpartnersoutside• SAPS’roleistofocusontheircorebusinesswhichistoprevent,combatandinvestigatecrime,maintainpublic
orderandmanagealloperationalfunctionsoftheservice.
The White Paper for Safety and Security expands on the role of the Secretariat of Police as follows: • Policy and Strategy:Toembarkonstrategicandindicativeplanning,researchandtheformulationofdepartmental
policyproposals,whichwhenapprovedbytheMinister,wouldguidetheactivitiesoftheSAPS.• Audit and Monitoring: Tomonitor theDepartment of Police’s budget to ensure alignmentwith the policies
12 | ANNUAL REPORT 2013/14 ANNUAL REPORT 2013/14 | 13
approvedbytheMinisterandtomonitortheeffectivenessandefficiencyoftheimplementationofthesepolicies.• Providing Ministerial support services:Thisincludesthemanagementofinternationalandstakeholderliaison,as
wellasprovidinglegislativesupport.• Communication: The implementation of a communication strategy aimed at informing and mobilising role
players,stakeholdersandpartnersoutsidetheDepartmentregardingthedeliveryofSafetyandSecurity.• Accountability:ToaccounttotheMinisterandtoParliamentonissuesandactivities
NationalCrimePreventionStrategyTheNationalCrimePreventionStrategywasinitiatedbytheCabinetinMarch1995.Thestrategywasaresultofanextensiveprocessofresearchandanalysisanddrewoninternationalexperiences.CivilSocietyandNGO’sinvolvedwithcrimepreventionmadeasubstantialcontributiontothisstrategy. RelevantcourtrulingsThere were no court rulings that had any significant or ongoing impact on the operations or service deliveryobligationsoftheCivilianSecretariat.
PlannedpolicyinitiativesTheCivilianSecretariatforPoliceactsasthepolicyadvisortotheMinisterofPolice. It istheroleoftheCivilianSecretariatforPolicetodevelopprofessional,scientificandsoundpolicywhich,whenapproved,bytheMinisterwillguidetheactivitiesofSAPSandotherareasofpolicing.
The Civilian Secretariat for Police in the 2013/14 year focused on policies that arose from the following: • StateoftheNationAddress• MinistersDeliveryAgreement• JCPSClusterpriorities• WhitePaperonPolicing
1.9OrganisationalStructureRefertoorganogram
1.10EntitiesReportingtotheMinisterThe following entities report to the Minister:• CivilianSecretariatforPolice• SouthAfricanPoliceService• IndependentPoliceInvestigativeDirectorate• DirectorateforPriorityCrimesInvestigations(DPCI)• PSIRANameofEntity LegislativeMandate FinancialRelationship NatureofOperations
CivilianSecretariatforPolice
CivilianSecretariatforPoliceAct,2of2011
NA Provideoversightovertheperformanceandconductofthepolice
SouthAfricanPoliceService SAPSAct TransferpaymentstotheSecretariat
Investigatecrimeandreferitforprosecution
IndependentPoliceInvestigativeDirectorate
IPIDAct1,of2011 None Investigatemattersintotheconductofthepolice
DirectorateforPriorityCrimesInvestigations(DPCI)
SouthAfricanPoliceServiceAmendmentAct,10of2012
None Itsfunctionistoinvestigatenationalpriorityoffencesandselectedoffences
PSIRA PSIRAAct None Provideforeffectiveregula-tionoftheprivatesecurityindustry
PART B: Performance Information
14 | ANNUAL REPORT 2013/14
2.1OverviewofDepartmentalPerformance• ServiceDeliveryEnvironmentTheSecretariatoperatedascostcentreoftheSAPSuntil31stMarch2014.Atthebeginningofthe2014/15financialyeartheSecretariatstartedtofunctionasatransferdepartmentwhilstintheprocessoftransferringkeyfinancial,ITandothersupplychainfunctionsfromtheSAPS.TransitionalarrangementsweremadethatincludedMOU’stominimizetheimpactofthechangetoadesignateddepartment.
Intheyear2013/14theSecretariatassistedprovincialdepartmentsofsafetywithregardtotheirestablishmentofprovincialsecretariatsbyfacilitatingthereviewoftheirBudgetandProgrammeStructures,CustomisedIndicatorsandprovidingassistancewiththefacilitationofstrategicplanningsessions.TheSecretariatdidnotexperiencemajorchallengesinthisfinancialyearinitsservicedeliveryenvironmentregardingexecutingitsmandateeffectively.Mostofitsmajortargetsweremetandprojectsimplemented.
• OrganisationalEnvironmentTheSecretariathadallitscriticalpostsfilled,excepttheprovisionofsupportstafftothedirectorateresponsibleforStrategicandAnnualPerformancePlans.Currentlythedirectorateconsistsonlyofadirectorresponsibleforplanning.Despitethis,theSecretariatsucceededthusfartofulfilallitscomplianceresponsibilitiesbyreportingtoallentitiesrequired.Specialiststaffwillberecruitedandappointedwithinthesecondquarterof2014/15tosupporttheadministrationandperformanceinformationmanagementforplanningandreportingpurposes.
TheInternalAuditunitisalsonotfullycomplementedandwiththeSecretariatbecomingadesignateddepartment,thisunitwillbesupportedtoperformitsdutieswithoutanymajorchallenges.Itsriskmanagementfunctionwillbefullyfunctionalwithinthenewfinancialyearbytheappointmentofariskmanager.Corestaffarefunctioningwellwithintheunit,butsincetheSecretariatbecameadesignateddepartmenton1stApril2014,thisunitisinapositiontoimproveitsinternalauditingfunctions. • KeyPolicyandLegislativeChangesNokeypolicyorlegislativechangesimpactingonthefunctioningoftheSecretariatwereeffectedduringtheyearunder review.
2.2StrategicOutcomeOrientatedGoalsThe following are the department goals:• Awell-advisedandsupportedMinisterforaservice-deliveryorientedpoliceservicethatisaccountable• Quality, timeous evidence-based strategic research, policy advice and legislative support to theMinister of
Police• Deepenedpublicparticipationinthefightagainstcrime• EnhancedaccountabilityandtransformationoftheSouthAfricanPoliceService
2.3PerformanceInformationbyProgrammeProgramme1:AdministrationThepurposeoftheprogrammeistoprovideforthemanagement, leadershipandadministrationoftheCivilianSecretariat.ThisprogrammeincludestheOfficeoftheSecretary,OfficeoftheChiefFinancialOfficerandCorporateServices.ProgrammeExpenditure
ANNUAL REPORT 2013/14 |15
2013/14 2012/13ProgrammeName
Final Appropriation
ActualExpenditure
(Over)/UnderExpenditure
Final Appropriation
ActualExpenditure
(Over)/UnderExpenditure
R’000 R’000 R’000 R’000 R’000 R’000
Administration 34679 26806 7873 30820 13174 17646
Total 34679 26 806 7873 30 820 13174 17646
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SubProgramme1.1:OfficeoftheSecretaryofPoliceSubProgrammePurpose:ThepurposeofthesubprogrammeistoprovideefficientandeffectiveoversightoftheSAPSandenhancetheroleoftheMinisterofPolice.StrategicObjective:AneffectiveandefficientSecretariatabletofulfilitsmandate.
Programme performance indicators ActualAchievement2012/13
Planned Target 2013/14
ActualAchievement2013/14
Deviationfrom planned targettoActualAchievementfor2013/14
Commentsondevia-tions
1.1.1 Development&submitStrategicPlan
- 1 1 - -
1.1.2 JointconsultativeIPID/Secretariatforummeetings
- 4 4 - -
1.1.3 DevelopQuarterlyReport
- 4 4 - -
1.1.4 PerformanceagreementssignedandimplementedwithChiefDirectors
- 6 6 - -
1.1.5 %CompliancewiththePFMA
- 100% 100% - -
1.1.6 %CompliancewithDPSAPerformanceManagementSystem
- 100% 100% - -
1.1.7 Development and implementationofacommunicationstrategy
- 100% 100% - -
1.1.8 FacilitateMINMECmeetings
- 4 3 - Duetotheelec-tionsthelastMIN-MECoftheyearwas postponed
1.1.9 Develop&submitAnnual Report
- 1 1 - -
1.1.10 Develop&submitAnnualPerformancePlan
- 1 1 - -
1.1.11 FullimplementationofCivilianSecretariatforPoliceServiceAct
- 90% 90% - -
1.1.12 Effectiveimplementationofneworganizationalstructure
- 100% 100% - -
1.1.13 Effectivecommunicationandalignmentwithprovinces
- 100% 100% - -
1.1.14 Strategic&technicaladvicetotheMinister
- 100% 100% - -
SubProgramme1.2:CorporateServicesSubProgrammePurpose:ThepurposeofthesubprogrammeistoprovideareliableandefficientcorporateservicetotheCivilianSecretariatthatincludestheprovisionofhumanresourcemanagementanddevelopmentservicesaswellasemployeerelations,communication&informationtechnologyserviceandauxiliaryservices.StrategicObjective:AneffectiveHRManagementandservicesinplace.
1.1.15 EngagegovernmentdepartmentsthroughJCPSClusterprocesses
- 100% 100% - -
1.1.16 ApprovedRegistryPolicyfordocumentmanagement
- 1 1 - -
1.1.17 ApprovedRegistryFilePlanforregistration,filingandretrievalofdocumentsinlinewithMISS
- 1 1 - -
Programme performance indicators ActualAchievement2012/13
Planned Target 2013/14
ActualAchievement2013/14
Deviationfrom planned targettoActualAchievementfor2013/14
Comments on deviations
1.2.1.1 %Persalfunctionsimplemented
- 100% 98% - Creationofnewdepartment andbusywithpersal as a department
1.2.1.2 ApprovedHumanResourceManagementPlan
- 1 1 - -
1.2.1.3 ApprovedHumanResourceDevelopmentPlan
- 1 1 - -
1.2.1.4 CodeofConductsignedby%ofstaff
- 100% 100% - -
1.2.1.5 WorkshoponCodeofConduct
- 2 2 - -
1.2.1.6 ApprovedOfficeManual
- 1 1 - -
1.2.1.7 Approveddisciplinarypolicy
- 1 1 - -
1.2.1.8 SkillsAuditconductedon new appointees
- 1 1 - -
1.2.1.9 ApprovedWSDP - 1 1 - -
1.2.1.10 Approvedemployeehealthandwellnesspolicy&programme
- 1 1 - -
18| ANNUAL REPORT 2013/14 ANNUAL REPORT 2013/14 |19
1.2.1.11 Approved reports submittedwithinsettimeframesto,- PublicService
Commission- DPSA- PSETA- Department
of Labour and otherrelevantdepartments
- 3 3 - -
1.2.1.12 NumberofHRpoliciesapproved
- 4 4 - -
1.2.1.13 DiversityManagementpolicy
- 1 1 - -
1.2.1.14 %advertisedpostsfilledwithinagreedTimeframe
- 100% 98% - Two post not filledwithtimeframebecauseofunsuccessfulcandidates
1.2.1.15 %Implementationofneworganizationalstructure
- 100% 100% - -
1.2.1.16 HRMStrategy - 1 1 - -
1.2.1.17 HRDStrategy - 1 1 - -
Strategiesadoptedtoovercomeunderperformance• MonthlyChiefDirectoratemeetingswhereallthedifferentdecisionsaremonitored• DailyChiefDirectoratebriefingswhereon-goingmattersareaddressed• TrendsanalysisonthedifferentactivitiesoftheChiefDirectorates• PerformanceDashboardwithallactivitiesmonitoredandfollowedwithintheDirectorates• Individualone-on-onecounsellingandsupporttothedirectors
Reasonsforchangesperformanceindicatorsifindicatorsortargetshavechangedduringthereporting• None
Howdidtheexpenditurecontributetotheachievementofoutputs?• ExpendituresupportedthecorebusinessunitsoftheSecretariattoachieveallitsobjectives
Programme performance indicators ActualAchievement2012/13
Planned Target 2013/14
ActualAchievement2013/14
Deviationfrom planned targettoActualAchievementfor2013/14
Comments on deviations
1.2.2.1 Develop a CommunicationplanfortheCommunicationStrategy
- 1 1 - -
Sub-subProgramme1.2.1:Communications&InformationandTechnologyServicesSub-subProgrammepurpose:Thepurposeofthesub-subprogrammeistodevelopacommunicationplanthatwillcontributetothesuccessfulimplementationofthecommunicationstrategyonthemandateandthefunctioningoftheCivilianSecretariatforPolice.StrategicObjective:ToprovidecommunicationservicesfortheCivilianSecretariatforPolice.
Programme performance indicators ActualAchievement2012/13
Planned Target 2013/14
ActualAchievement2013/14
Deviationfrom planned targettoActualAchievementfor2013/14
Comments on deviations
1.3.1.1 %operationalSCMsysteminaccordancewithPublicServicesystems
- 100% 100% - -
1.3.1.2 Reports on implementationofSharedServiceAgreementwithSAPSinplace
- 4 4 - -
1.3.1.3 Reportson%ServicescompliantwithTreasuryprescripts,practicenotesandguidelines
- 4 4 - -
1.3.1.4 RiskManagementReportssubmittedmonthly
- 12 2 - TheRiskManagerwasnot appointed intimeforthisreport
1.3.1.5 Reportsonverifiedinvoicesofcreditorsandpaymenttocreditorswithin30daysofreceiptofinvoice
- 12 0 - -
SubProgramme1.3:OfficeoftheChiefFinancialOfficerSub-subProgramme1.3.1:SupplyChainSub-subProgrammepurpose:Thepurposeofthesub-sub-programmeistoprovidePFMAcompliantsupplychainservicestotheCivilianSecretariatforPolice.
1.2.2.2 FacilitatepublicawarenessabouttheSecretariat
- 50% 50% - -
1.2.2.3 FacilitateintegrationofCommunicationfunctionswithin
- 50% 50% - -
1.2.2.4 BuildsynergywithintheSecretariatTeam
- 50% 50% - -
1.2.2.5 Buildexternalrelationswithrelevantstakeholders
- 50% 50% - -
1.2.2.6 ProvideCommunicationfunctionsforallSecretariateventsandCampaigns
- 50% 50% - -
1.2.2.7 ProvideCommunicationplaninPositioningthefunctionoftheJudge
- 1 1 - -
20 | ANNUAL REPORT 2013/14 ANNUAL REPORT 2013/14 | 21
1.3.1.6 Reportsonrotationofsuppliersutilisedfromupdated database
- 12 0 - UntilApril2014theSAPSdatabase was stillbeingused
1.3.1.7 ProcurementPlanprepared and submittedtoTreasury
- 1 1 - -
1.3.1.8 Reports on maintenanceofupdatedAssetRegisterandassetmanagementplan
- 4 2 - -
1.3.1.9 Reports on disposal of assets
- 2 1 - -
1.3.10 ReportsonsignedCodesofConduct
- 1 1 - -
StrategicObjective:EnsuresoundcorporategovernanceandprovidePFMAcompliantsupplychainservicesandassetmanagementservicesintheSecretariat.
Sub-subProgramme1.3.2:FinancialManagementSub-subProgrammepurpose: Thepurposeof the sub-sub-programme is toprovidePFMA-compliantfinancial,accountingandsupplychainservicestotheCivilianSecretariatforPolice.StrategicObjective:Anefficientandeffectivebudgetandfinancialbudgetmanagementin linewithallfinancialpolicies,prescriptsandlegislation.
Programme performance indicators ActualAchievement2012/13
Planned Target 2013/14
ActualAchievement2013/14
Deviationfrom planned targettoActualAchievementfor2013/14
Comments on deviations
1.3.2.1 UpgradedFinancialManagementSystemsinplace
- 1 1 - -
1.3.2.2 AccuratefinancialreportssubmittedtimeouslyasperPFMArequirements
- 12 12 - -
1.3.2.3 Paymenttocreditorswithin30daysofreceiptofinvoice
- 30days 30days - -
1.3.2.4 Midtermreviewconducted
- 1 1 - -
Keyachievementsofthesubprogramme:TheFinanceAdministrationsubprogrammeisresponsiblefortheoverallmanagementofthefinancialaffairsoftheSecretariat.Thissubprogrammeprovidesservicestosupportplanning,organising,controllingandmonitoringoffinancialperformancetargets,throughitsunitsnamely,SupplyChainManagementandFinancialManagement.Thisalsocoverstheestablishmentandcontinuousimprovementofeffectivesystemsforfinancialadministration,procurementandassetmanagement.ThesubprogrammeplaysapivotalroleintheestablishmentandmaintenanceofsoundcorporategovernanceintheSecretariat.
Fortheyearunderreview,thissubprogrammehadtentargetsofwhicheightwereachieved.Thekeyachievementofthesubprogramme,eventhoughitwasnotpartoftheAnnualPerformancePlan,wasthefacilitationofthetransitionoftheSecretariatfromacostcentreintheDepartmentofPolicetoadesignateddepartmentatNationallevel.
2013/14 2012/13SubProgrammeName
Final Appropriation
ActualExpenditure
(Over)/UnderExpenditure
Final Appropriation
ActualExpenditure
(Over)/UnderExpenditure
R’000 R’000 R’000 R’000 R’000 R’000Intergovernmental,CivilSocietyandPublic-PrivatePartnerships
16495 10450 6045 10593 8780 1813
Total 16495 10450 6045 10593 8780 1 813
SynopsisofhowachievementscontributedtowardsachievingtheSecretariat’sOutcomesandhowitimpactedonthestrategicprioritiesofgovernment:Thesubprogrammebeingasupportfunction,contributesindirectlytotheachievementsoftheoutcomesthoughsupporttoservicedeliveryprogrammes.
Programme 2: PartnershipsProgrammepurpose:Thepurposeoftheprogrammeistomanageandencouragenationaldialogueoncommunitysafetyandcrimeprevention.
ProgrammeExpenditure
SubProgramme2.1:CivilSocietyPartnershipsSubProgrammepurpose:Thepurposeofthesubprogrammeistomanageandfacilitatecivilsocietypartnershipincrimeprevention.StrategicObjective:Strategiccollaborativepartnershipsbetweengovernmentandcivilsocietyexistwithregardtosafetyandcrimeprevention.
Performance Indicators
Programme performance indicators ActualAchievement2012/13
Planned Target 2013/14
ActualAchievement2013/14
Deviationfrom planned targettoActualAchievementfor2013/14
Comments ondevia-tions
ActualAchieve-ment2012/13
2.1.1 Initiatedrelationshipsoncrimepreventionandsafetyprogrammes
- 2 2 - - -
2.1.2 Sustainedrelationshipswithstakeholders
- 2 2 - - -
2.1.3 Establishednewworkinggroups
- 2 2 - - -
2.1.4 Sustainestablishedworkinggroups
- 2 2 - - -
2.1.5 Rolloutanti-crimecampaigns/programmes
- 1 1 - - -
22 | ANNUAL REPORT 2013/14 ANNUAL REPORT 2013/14 | 23
SubProgramme2.2:IntergovernmentalPartnershipsSubProgrammepurpose:Thepurposeof thesubprogramme is topromote intergovernmentalcooperationoncommunitysafetyandcrimeprevention.StrategicObjective:Enhancedintergovernmentalco-operationonsafetyandsecurityissuesthroughacoordinatedeffort.
Programme performance indicators ActualAchievement2012/13
Planned Target 2013/14
ActualAchievement2013/14
Deviationfrom planned targettoActualAchievementfor2013/14
Comments on deviations
2.2.1 EstablishedCSFs - 18 30 - CSF’swereprioritisedinProvincesandMunicipalities
2.2.2 EvaluationreportsonthefunctionalityofCSFsinallprovinces
- 1 1 - -
2.2.3 Initiateworkingrelationshipwiththestakeholders
- 2 2 - -
2.2.4 Sustainworkingrelationshipstakeholders
- 1 1 - -
SubProgramme2.3:CommunityOutreachProgrammesSubProgrammepurpose:Thepurposeofthesubprogrammeistopromote,encourageandfacilitatecommunityparticipationinsafetyprogrammes.StrategicObjective:Maximumparticipationofcommunitiesincrimepreventioninitiatives.
Programme performance indicators ActualAchievement2012/13
Planned Target 2013/14
ActualAchievement2013/14
Deviationfrom planned targettoActualAchievementfor2013/14
Comments on deviations
2.3.1 Numberofpublicparticipationengagements
- 10 12 - TheMinisterwasrespondingtoCommunitychallengesandneeds
2.3.2 CPFtrainingmanualproduced
- 1 1 - -
2.3.3 Numberofcommunityoutreachprogrammesimplementedwithstakeholders
- 2 2 - -
SubProgramme2.4:PublicPrivatePartnershipsSubProgrammepurpose:Thepurposeofthesubprogrammeistomanageandfacilitatepublicprivatepartnershipsprogrammes.StrategicObjective: Ensure a collaborativeeffort betweengovernment, private and academic sectors on crimepreventioninitiatives.
Programme performance indicators ActualAchievement2012/13
Planned Target 2013/14
ActualAchievement2013/14
Deviationfrom planned targettoActualAchievementfor2013/14
Comments on deviations
2.4.1 Implementedanti-crimeprojectwithanacademicinstitution
- 1 1 - -
2.4.2 Implementedanti-crimeinitiative
- 2 2 - -
2.4.3 Implementedanti-crimeprojects
- 2 2 - -
Keyachievementsoftheprogramme:• Relationshipswerebuiltwithstakeholdersoncrimepreventionandsafetyprogrammes• ThefunctionalityoftheCSF’swereassessedandanevaluationreportcompleted• Thenumberofpublicparticipationengagementswereexceededdue toMinister responding to community
needs• ACPFtrainingmanualwasproduced
Strategiestoovercomeareasofunderperformance• Therewasnounderperformance
Reasonsforchangesperperformanceindicator(changedduringtheterm)• Therewasnochangesinperformanceindicators
Howdidexpenditurecontributetoachievementsofoutputs?• Expenditurehasensuredthatthereisimprovedservicedeliveryatlocallevel.
Synopsisofhowachievementsoftargetshascontributedtowardsachievingthedepartment’sstrategicoutcomeorientated goals:Theunit’sachievementscontributedtowardstheSecretariatreachingitstargetsbycontributingtowardsaddressingdevelopmentalissueswithinitsoversightmandate.ThisisalsoacontributiontotheJCPSclusterOutcome3,ofcreatingasafeandsecureenvironmentforallinSouthAfrica. Programme 3:PolicyandResearchPurposeofProgramme:ThepurposeoftheprogrammeistoprovidepolicyadviceandresearchservicestotheSecretaryofPolice.ProgrammeExpenditure
2013/14 2012/13SubProgrammeName
Final Appropriation
ActualExpenditure
(Over)/UnderExpenditure
Final Appropriation
ActualExpenditure
(Over)/UnderExpenditure
R’000 R’000 R’000 R’000 R’000 R’000PolicyDevelopmentandResearch
9577 8270 1307 6934 4184 2750
Total 9577 8270 1307 6934 4 184 2750
24 | ANNUAL REPORT 2013/14 ANNUAL REPORT 2013/14 |25
Programme performance indicators ActualAchievement2012/13
Planned Target 2013/14
ActualAchievement2013/14
Deviationfrom planned target to ActualAchievementfor 2013/14
Comments on deviations
3.1.1 Numberofpolicingpoliciesonallaspectsofpolicing
- 3 3 - -
3.1.2 FinalisedWhitePaperonPolicing
- 1 1 - -
3.1.3 DraftWhitePaperonSafetyandSecurity
- 1 0 - ThisindicatorcouldnotbeachievedduetothedecisionbytheMinisterofPoliceduringJuly2013tosplittheWhitePaperonSafetyandSecurity.FocusthusshiftedtodraftingtheGreenPaperonPolicingandthedraftWhitePaperonthePolice.However,a framework documentfortheWhitePaperonSafetyandSecurityhasbeencompiledwhichwillfeedintothedraftWhitePaperonSafetyandSecurity.
3.1.4 NumberofspecialprojectsundertakenasperthedirectionoftheSecretary
- 5 5 - -
SubProgramme3.1:PolicyDevelopmentSubProgrammepurpose:Thepurposeofthissubprogrammeistodeveloppolicingpolicies.StrategicObjective:Evidenced-basedpoliciesaroundpolicingareas.
Keyachievementsofthesubprogramme:PolicyDevelopmentThroughcollaborationwiththeSAPSalongwithotherkeyroleplayers,thesubprogrammebeganthereviewofthe 1998White Paper on Safety and Security aswell as conceptualising theway forward,whichwill include acomprehensiveanalysisofthecrimeandsafetysituation.
TheGreenPaperonPolicingandthesubsequentWhitePaperonthePolice,thebroadoverarchingpolicyframeworkfordevelopingaprofessional, competentandhighlyskilledpoliceservice,wasamajoraccomplishment for theSubProgramme.ThePaperseeks to reaffirmthecommitmentby theDepartmentofPolice to theprinciplesofgoodgovernanceofpolicinginademocracyanditwillprovidethebasisforthereviewofexistinglegislationandregulations.ProvincialpoliceandstakeholderconsultationsandpublicsubmissionsassistedinstrengtheningthevisionoftheWhitePaper.
ThePolicyonReducingBarriers to theUnder-reportingofGenderBasedViolence, aswell as thePolicyon theManagementandIdentificationofSerialRape&SerialMurderwereconceptualised.ThePolicyonReducingBarrierstotheUnder-reportingofGenderBasedViolencewilladdressbarrierstounder-reportingbyvictims,andwillset
Programme performance indicators ActualAchievement2012/13
Planned Target 2013/14
ActualAchievement2013/14
Deviationfrom planned targettoActualAchievementfor2013/14
Comments on deviations
3.2.1 Annualnationaltrendreportoncrimeandpolicing
- 1 1 - -
3.2.2 ConsolidationofMINMECreports
- 4 4 - -
3.2.3 Numberofresearchprojectsonallaspectsofpolicing
- 4 4 - -
out clear guidelines around the collation,presentationand interpretationofpolice statistics. ThePolicyon theManagementandIdentificationofSerialRape&SerialMurderwillprovideacoherentmechanismfordealingwithcasesinvolvingserialoffenders
SynopsisofhowachievementscontributedtowardsachievingtheSecretariat’sOutcomesandhowitimpactedonthestrategicprioritiesofgovernment:The draft policies and concept notes developedwere essentially geared towards ensuring that the SecretariatrealisesitsobjectivesintermsofitsPolicyMandatesetoutintheAct.
SubProgramme3.2:ResearchDevelopmentSubProgrammepurpose:Thepurposeofthissubprogrammeistoundertakeresearch inareasofpolicingandcrime.StrategicObjective:StrategicresearchoncrimeandpolicingtotheSecretary.
KeyAchievementsofthesubprogramme:ThroughcollaborationwiththeSAPSalongwithotherkeyroleplayers,thesubprogrammeResearchfocusedoninterventionsaimedatstrengtheningthepolicingandsafetyenvironment. ThepolicyonImprovingtheQualityandFunctioningoftheSAPSDetectiveServiceseekstoprovideaframeworkwithguidelinesfortheSAPSinreviewingandaligningitsoperationalstrategiesandinstructionsleadingtoimprovedcriminalinvestigations.
Adiagnosticassessmentwasconductedonexistinggovernmentandcivilsocietyanti-gangstrategiesinprovinces.TheintentionbehindconductingthisassessmentpriortofinalisingtheNationalIntegratedAnti-GangsStrategy,wastoidentifybest-practicesinrelationtothestrategies,andchallengesinrelationtoimplementationofthestrategies.ThisexercisehascontributedtofinalisingtheNationalStrategy
TheUseofForcepolicyprovidesSAPSwithclearandconsistentguidelinesregardingtheuseofforcewhileengagedinthedischargeoftheirofficialduties,byaddressingtheforcecontinuum,howandwhenforcemaybeapplied,aswellastheextentofforcetobeused.Thepolicyfurtheraddressesless-than-lethalsolutionsfortheSAPS,andeffectiveaccountabilityandtransparencyintheuseofforce.
TheRuralSafetyprojectexploredtheissueoffarmsafetyandtheeffectivenessofexistinginterventionsintheareas.
TheCrime TrendsReport focuses on sexual offences in relation towomen and children. The report provides asynopsisofthecrimesbasedontheperiods2008/2009financialyearupto2012/2013financialyear.
TheProgrammefurtherparticipatedintheBoardmeetingandAdvisoryPolicyCommitteemeetingoftheInternationalCentreforthePreventionofCrime(ICPC).TheICPCisaninternationalbodyandresourcecentrededicatedtotheexchangeofideasandknowledgeoncrimepreventionandcommunitysafety.
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SubProgramme3.3:ResourceInformationCentreSubProgrammepurpose:ThepurposeofthissubprogrammeistoprovideresourceinformationmanagementtotheCivilianSecretariatandrelevantstakeholders.StrategicObjective:ResourceandinformationsupporttotheSecretariatandrelevantstakeholders.
2013/14 2012/13SubProgrammeName
Final Appropriation
ActualExpenditure
(Over)/UnderExpenditure
Final Appropriation
ActualExpenditure
(Over)/UnderExpenditure
R’000 R’000 R’000 R’000 R’000 R’000Legislation 5278 3293 1985 1380 923 457
Total 5278 3293 1985 1 380 923 457
Programme performance indicators ActualAchievement2012/13
Planned Target 2013/14
ActualAchievement2013/14
Deviationfrom planned targettoActualAchievementfor2013/14
Comments on deviations
3.3.1 %HistoricalresearchbeingdonebySAPSorexternalroleplayer(rework)availableinResourceCentre
- 70% 70% - -
3.3.2 %InformationonbestpracticesintopolicinginternationallyavailableinResourceCentre
- 100% 100% - -
3.3.3 %RepositoryofallreportspreparedbySecretariatavailableinResourceCentre
- 100% 100% - -
3.3.4 Database of all legislation,instructionsandstandingorderswithregardtopolicingavailableinResourceCentre
- 1 1 - -
3.3.5 CollatingallinformationrelatingtopolicingdealtwithinparliamentavailableinResourceCentre
- 100% 100% - -
3.3.6 ProvideSecretarywithcurrent&historicinformationonspecificareasofpolicingasrequired
- 100% 100% - -
3.3.7 ConductresearchintospecificareasidentifiedbytheSecretary
- 100% 100% - -
ResourceInformationManagementKeyachievementsofthesubprogramme:The Resource Information Centre’s packaging and circulation of information contributes to key targets set bythePolicyandResearchProgramme.TheCentrefurthersupportstheCivilianSecretariat inrealising itsbroaderobjectivesofoversight.Thesubprogrammes’achievementswereenhancedbyimprovedInformationknowledgemanagementprocesses.
Synopsisofhowachievementsoftargetshavecontributedtowardsachievingthedepartment’sstrategicoutcomeorientated goals:Thedraftpolicies, concept documents and research reports developedwere geared towards ensuring that theCivilian Secretariat for Police realises its objectives in terms of its PolicyMandate as set out in the Act. Policydevelopmentandresearch in thepolicingandsafetyfields remains importantparticularlywithregardtopublicperceptionsaroundcrimeandpolicing.Individuallyandcollectivelythesedraftpoliciesandresearchreportsaimto
impactpositivelyongovernment’sstrategicpriorities,inparticulartherelatedoutputsforOutcome3–“AllPeopleinSouthAfricaAresafeandFeelSafe”.Morespecifically,itisanticipatedthattheeffectiveimplementationofthesepoliciesandresearchwillimpactpositivelyontheOutputs.
Strategiestoovercomeareasofunderperformance• None to report
Reasonsforchangesperperformanceindicatorifindicatorsortargetshavechangedduringreportingperiod• Nochangesweremadetoperformanceindicatorsintheyearunderreview.
Howdidexpenditurecontributedtoachievementofoutputs• WhiletheexpenditureallocatedwouldhavebeensufficientfortheUnit, theprovincialconsultationsforthe
GreenPaperonPolicing,whichtheUnitwasrequestedtoundertakeonbehalfofthePortfolioCommitteeonPolice,resultedin90%spendingwithinthefirstsixmonthsoftheyear.ThisoverspendingwasnotforeseeableastheSecretariatwasnotprovidednoticeinadvanceregardingtheprovincialconsultations.
Programme4:LegislationProgrammePurpose:ThepurposeofthisprogrammeistoprovidelegislativesupportservicestotheSecretaryofPolice.StrategicObjective:Aneffectiveandconstitutionally-compliantdepartmental legislativeframeworkforeffectivepolicing.
ProgrammeExpenditure
Programme performance indicators
ActualAchievement2012/13
Planned Target 2013/14
ActualAchievement2013/14
Deviationfrom planned target to ActualAchievementfor 2013/14
Commentsondeviations
4.1.1 Review Department ofPolicelegislationinaccordancewithconstitutionalimperativesandpolicies
- 1 3 - ThereviewoftheSouthAfricanPoliceServiceActforalignmentwiththeConstitution&approvedpolicingpolicieswasputonholdpendingthefinalisationoftheWhitePaperonPolicing.AsasubstitutefortheSAPSAmendmentBill(comprehensivereviewofthe Act),thefollowingpiecesoflegislationweredealtwithinParliament.TheCriminalLaw(ForensicProcedures)AmendmentBilldealingwiththeDNADatabaseandrelatedmattersThePrivateSecurityIndustryRegulationAmendmentBill,2012. TheDangerousWeaponsBill.
28| ANNUAL REPORT 2013/14 ANNUAL REPORT 2013/14 |29
4.1.2 Regulationsdraftedasrequiredin terms of reviewed departmental legislation
- 4 1 - TheregulationsundertheSouthAfricanPoliceServiceAmendmentAct(DPCI)werenotfinalisedduetopendingdiscussionswiththeJudge.DraftregulationsontheCriminalLaw(ForensicProcedures)A/B(DNA)havebeenprepared,butnotyetpromulgated.TheregulationsundertheSouthAfricanPoliceServiceBill(comprehensivereview)werenotdoneastheBillhasbeenputonhold(seecommentsunder 4.1.1 above.TheregulationsundertheFirearmsControlAmendmentActwerenotdoneduetoproblemsidentifiedwithcertainprovisionsintheAct.TheseproblemsarebeingaddressedintheFirearmsControlAmendmentBillthatisbeingfinalised.
4.1.3 Adviceandsupport to Ministeronstatutoryobligationsandresponsibilities
- 100% 100% - -
4.1.4 Opinions to Ministeronconstitutionalandlegalmattersaffectingpolicing
- 100% 100% - -
4.1.5 PresentationstoClusterandParliamentaryCommitteesofdraftlegislation
- 100% 100% - -
4.1.6 Approved legislativeprogrammeforDepartment of Police
- 1 1 - -
Keyachievementsoftheprogramme:• PrivateSecurityIndustryRegulationAmendmentBillpassedbyparliament.• CriminalLaw(ForensicProcedures)AmendmentBill(“DNA”)consentedbyparliament.• DPCIPolicyonSelectionofPriorityOffencesforapprovalbyparliament.• DraftRegulationsforSecretariatsfinalisedforapproval.• Proclamationsondesignateddepartmentandaccountingofficertoputintooperationremainingsectionsofthe
ActandpublishedintheGovernmentGazette• FrameworkfordiagnosticworkshoponSAPSActreviewdeveloped.• CabinetMemoonGreenPaperonPolicingdrafted.• NoticecallingforsubmissionstotheFirearmsCommitteepublished.• DangerousWeaponsBillassentedbyparliament.
Strategiestoovercomeunderperformance• TheUnithasbeencapacitatedbythefillingofthepostsofasecondDirectorandapersonalassistantforthe
ChiefDirector.• SomemembersoftheUnithaveattendedatwoweekbasictraininginlegislativedrafting.
Reason for change of performance indicators• Noindicatorschanged.
Howdidexpenditurecontributetotheachievementofoutputs• Thenecessarylegislativeprioritieswereachieved. Synopsisonhowachievementscontributedtowardsachievingthesecretariat’soutcomesandhowitimpactedonthestrategicprioritiesofgovernment:IndevelopingBills,aswellasadvisingtheMinisteronhisstatutoryresponsibilitiesandobligationsunderexistinglegislation,acontributionwasmadetowardsachievingtheoutcomeoftheSecretariatthatseekstoensurethattheSouthAfricanPoliceServicehaseffectivelegislationtoexecuteitsconstitutionalmandate.
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Programme5:MonitoringandEvaluationProgramme Purpose: To provide oversight of the South African Police Services through efficient and effectivemonitoringandevaluation
SubProgramme5.1:PolicePerformanceSubProgrammepurpose:Thepurposeofthesubprogrammeistomonitorandevaluateplanningprocesses,budgetutilisationandtheperformanceoftheSouthAfricanPoliceService.StrategicObjective:Improvepoliceperformance.
SynopsisofhowachievementscontributedtowardsachievingtheSecretariat’sOutcomesandhowitimpactedonthestrategicprioritiesofgovernment:TheachievementoftheindicatorrelatingtoSAPSbudgetassessmentreportisinlinewithsection6(b)oftheAct.Theachievementofoutput2“ImproveeffectivenessandensureintegrationoftheCriminalJusticeSystem” led
toOutcome3.TheachievementoftheFrontlineServiceDelivery(FSD)isinlinewiththeMinistersprioritiesaswellasprioritiesinthePresidency.TheFSDalsoseekstoaddressBathoPeleprincipleswhicharedirectlyaddressedbySAPSserviceoutcomes,objectivesandkeyservices.
SubProgramme5.2:PoliceConductSubprogrammepurpose:Thepurposeofthissubprogrammeistomonitorandevaluatetheconduct,integrityandtransformationoftheSouthAfricanPoliceService.StrategicObjective:Transformandprofessionalizethepoliceservice
SynopsisofhowachievementscontributedtowardsachievingtheSecretariat’sOutcomesandhowitimpactedonthestrategicprioritiesofgovernment:ThenatureofpoliceconductindicatorsservesasanattempttorealisethefulfillmentofOutcome3,CSPAct,NDPandtheConstitutionofSouthAfrica.Thesepoliceconductindicatorsarecentraltopromotingprofessionalization,discipline,excellenceinservicedelivery,accountability,decreasinghighlevelsofcrimeandcontributetobringingdignitytothelivesofSouthAfricans.
The police conduct unit has been instrumental in ensuring that the provisions of the Constitution and CivilianSecretariatforPoliceActareeffected.
SubProgramme5.3:ComplianceSubprogrammepurpose:Thepurposeofthesubprogrammeistomonitorandevaluatecompliancetopolicingpolicy,legislationandministerialdirectivesbySouthAfricanPoliceService.StrategicObjective:Improvepolicecompliance.
Programme performance indicators ActualAchievement2012/13
Planned Target 2013/14
ActualAchievement2013/14
Deviationfrom planned targettoActualAchievementfor2013/14
Comments on deviations
5.1.1 Numberofoversightsvisitsconducted
- 200 529 - -
5.1.2 Numberofpolicestationservicedeliverytrendsanalysisreports
- 2 2 - -
5.1.3 Numberofbudgetassessmentreports
- 2 2 - -
5.1.4 Number of assessment reports ontheimplementationofMinisterialpriorities,APPandSDIP
- 1 2 - -
5.1.5 Numberofsystemsdevelopedanddeployed(IMS)
- 1 1 - -
Programme performance indicators ActualAchievement2012/13
Planned Target 2013/14
ActualAchievement2013/14
Deviationfromplanned target toActualAchievementfor 2013/14
Comments on deviations
5.2.1 Numberofeffectivecomplaintsmanagementsysteminplace
- 1 5 Result of increasedcomplaints
-
5.2.2 Number of assessment reportsonthemanagementoflitigation
- 1 1 - -
5.2.3 Percentageofauditeddisciplinaryoutcomes/decisionsonmisconductthatcomplywithsetstandards
- 20% 33% - Threeprovinceswere used as part ofthisauditwhichincreasedthetotal
5.2.4 Uptake rate of recommendationsbytheSAPS
- 25% 25% - -
2013/14 2012/13SubProgrammeName
Final Appropriation
ActualExpenditure
(Over)/UnderExpenditure
Final Appropriation
ActualExpenditure
(Over)/UnderExpenditure
R’000 R’000 R’000 R’000 R’000 R’000Monitoring&Evaluation
18740 12159 6581 10196 12854 -2658
Total 18740 12159 6581 10196 12854 -2658
Programme performance indicators ActualAchievement2012/13
Planned Target 2013/14
ActualAchievement2013/14
Deviationfromplanned target toActualAchievementfor 2013/14
Comments on deviations
5.3.1 Numberofreportsproducedontheimplementationoflegislation:
SexualOffensesAct
- 1 1 - -
5.3.2 ChildJusticeAct - 1 1 - -
Figure1:OversightVisit
32 | ANNUAL REPORT 2013/14
Keyachievementsoftheprogramme:A draft Oversight Monitoring and Evaluation Framework was developed and finalised after consultation withprovinces.TheframeworkwasdevelopedtoserveasaguidelinetoensurethatoversightM&Eisundertakeninacoordinatedmanneratnationalandprovinciallevel.
InrealizingtheobjectsoftheCivilianSecretariatforPoliceServiceAct,no2of2011,theM&Ecomponentoftheorganizationconducted1219oversightvisitsintotal.Thisisa48%increasewhencomparingwiththe826achievedinpreviousfinancialyear.
Thesevisitswereconductedbynationalandprovincialofficesof theSecretariatandweremostlyconductedatpolicestationswhichisatthecoalfaceofservicedelivery.Bytheendofthefinancialyear,atotalof999PoliceStationshadbeenvisitedformonitoringpurposes.ThishassignificantlyincreasedtheSecretariatcoverageatpolicestationlevelandplansareinplacetovisittheremaining138policestationsinthe2014/15financialyear. TheM&EChiefDirectoratesuccessfullyhostedtwodialoguesduringtheperiodunderreview:Adialoguebetweengovernmentandcivilsocietywashostedduringwomen’smonthon22-23August2013,toensuresafeviolence-freecommunitiesforwomenandgirlsinSouthAfrica.Thedialoguewasmeanttoidentifyconcreteactions that couldcontribute towards improvedpolicing responsesandviolence–freecommunities, including thecomplementaryactionsrequiredbyotherstakeholderstoensuresafe,violence-freecommunitiesforwomenandgirls
AdialogueonthemanagementofcomplaintsagainsttheSAPSwashostedwithvariousstakeholders
Furthermore,theunitestablishedandmaintainsdifferenttypesofM&Epartnershipswithvariousstakeholders(civil society organisations, academia andbusiness) to strengthen theM&E systemand tomobilise requiredtechnicalskillsandsupport:
Programme performance indicators ActualAchievement2012/13
Planned Target 2013/14
ActualAchievement2013/14
Deviationfromplanned target toActualAchievementfor 2013/14
Comments on deviations
5.4.1 Number of approved threeyearevaluationplans
- 1 1 - -
5.4.2 Numberofevaluationreports:
ResolvingofCrime
- 1 1 - -
5.4.3 SAPSGarages - 1 1 - -
5.4.4 Number of submissions totheJCPSDEVCOM
- 2 1 - OnlyonewasmadebyM&EandallothersubmissionscamefromPartner-ships,Policy&Researchunits
5.4.5 NumberofSpecialProjectsreports
- 4 0 - -
TheM&EForumwasconvenedonaquarterlybasisandwasinstrumental indevelopingM&EtoolsandshapingdiscussionsthatinformedthedevelopmentofprovincialSecretariats.Inaddition,theOversightMonitoringandEvaluationFrameworkwasdeveloped.TheframeworkwasdevelopedtoserveasaguidelinetoensurethatoversightM&Eisundertakeninacoordinatedmanneratnationalandprovinciallevel.
ThedevelopmentofPhaseIoftheInformationManagementSystem(IMS)iscomplete.End-usertrainingisexpectedtobedeliveredduring thefirstquarterof the2014/15financial yearand the system isexpected tobeutilisedoptimallyduringthesecondquarter.PhaseIIdevelopmentofthesystemisexpectedtobecompletedbytheendofthe2014/15financialyear.
• Strategiestoovercomeareasofunderperformance None
• Reasonsforchangesperperformanceindicatorifindicatorsortargetshavechangedduringreportingperiod TheperformanceIndicator“Percentageofauditeddisciplinaryoutcomes/decisionsonmisconductthatcomply
withsetstandards”hadtobechangedasaccesstodisciplineinformationwasnotgrantedbytheSAPS.
• Howdidexpenditurecontributetoachievementofoutputs Ensuredtheachievementofobjectives
SynopsisofhowachievementscontributedtowardsachievingtheSecretariat’sOutcomesandhowitimpactedonthestrategicprioritiesofgovernment:The3yearevaluationplanoutlinesevaluationstobeundertakenbythedepartment.Thisplanwillensurethatevaluationsarerelevantandproperlydesigned.IdentifiedareasofevaluationaredirectlylinkedtoOutcome3ofthedeliveryagreementandchapter12oftheNDP.
TheevaluationoftheResolvingofCrime(ROC)LearningProgrammewasundertakenbasedonmonitoringdatarevealinglowdetectionratesandpoorstatementtaking.TheevaluationcanbedirectlylinkedtotherealisationofOutcome3,specificallyoutput2:EffectiveCriminalJusticeSystem
ANNUAL REPORT 2013/14 | 33
5.3.3 DomesticViolenceActreporttoParliament
- 2 2 - -
5.3.4 Numberofreportsproducedontheimplementationofpolicingpolicy:
PublicOrderPolicy
- 1 1 - -
PART C: Governance
3.1IntroductionThough theSecretariatbecameadesignateddepartmenton1stApril 2014, stepswere taken tomaintainhighstandardsofgovernancetomanagepublicfinancesandresources.TheinternalauditingunitwassetuptocommittheSecretariattocomplywiththeeffective,efficientandeconomicutilisationofstateresources.Theprocesswillbefinalisedbeforetheendofthe2014/15financialyear.
3.2RiskManagementTheriskmanagementpostwasmostlyvacantduring2013/2014financialyearastheofficialappointedonlyworkedforthreemonths(January2014–March2014)beforesheresignedtotakeupaseniorpostatanothergovernmentdepartment.
Inspiteofthechallenge,theriskmanagementpolicyandstrategyweredevelopedbyendofthefinancialyearandwillbepresentedtothemiddleandseniormanagementmeetingsfordiscussionbeforeapprovalbytheAccountingOfficer.
To ensure adherence to the National Treasury Risk Management Framework, Chapter 13, paragraph 24, thedepartmentiscurrentlyintheprocessofappointinganindependentexternalriskmanagementpersonwhowillchairtheRiskManagementCommittee.Theappointmentofanexternalindependentchairpersonwillenhancetheobjectivityandcredibilityofriskmanagementprocessestoensurethatthereisasystematicdisciplinedapproachofidentifying,mitigating,controllingandmanagingkeystrategicrisks.
However,during2013/2014financialyeartheinternalauditdepartmentconductedahighlevelriskassessment,resulting in identifying 10 key strategic risks of the department. The risk owners are currently developing andimplementingtheriskmanagementstrategiestomitigatethechallengesidentifiedtoensurethatthechallengesarewithinacceptableriskappetites.
3.3FraudandCorruptionThe Fraud andAnti-corruptionunit has a total staff establishment of twoposts namely,Director andAssistantDirector.ThepostofAssistantDirectorwillbefilledatthebeginningof2014/2015financialyear,whiletheDirector’spostisstillvacantsincetheSecretariatcouldnotfindasuitablecandidateduringtheinterviewsthatwereconductedduringthe2013/2014financialyear.
3.4MinimisingConflictofInterestChiefFinancialOfficerandCorporateServicesaresuitableunitstorespondtothisitem.
3.5CodeofConductACodeofConductisinplaceandwasworkshoppedwithallstaffoftheSecretariat
3.6HealthSafetyandEnvironmentalIssuesAdirectorwithintheHumanResourceunitisresponsibleforhealthsafetyandenvironmentalissues.
3.7InternalControlUnitThisunitdoesnotexistyetbecausetheorganisationisnewlyestablished.
3.8InternalAuditandAuditCommitteesSection76(4)(e)and77ofthePublicFinanceManagementAct(PMFA)requirestheAccountingOfficertoestablishanAuditCommitteetoprovideindependentassuranceandadviceonriskmanagement,internalcontrol,financialstatements,compliancerequirements,internalaudit,externalauditandrelevantparliamentarycommitteereportsandrecommendations.
Inthe2013/2014financialyeartheSecretariatdidnothaveanAuditCommitteeinplacetoprovideindependentassurance and assistance to the Secretariat on control, governance and risk management. This was primarilyattributedtothefacttheSecretariathasbeenoperatingasacostcentreoftheSAPSsinceitsinception.
However,internalauditdepartmentwasestablishedasrequiredbyPMFAtoreviewtheadequacyandeffectiveness
34 | ANNUAL REPORT 2013/14 ANNUAL REPORT 2013/14 |35
PART D: HumanResource
Management
ofriskmanagement,controlandgovernanceprocessesfortheyearunderconsideration.Theinternalauditappliedarisk-basedapproachtodevelopathreeyearrollinginternalauditplan.TheriskassessmentreportwasusedtodeterminetheprioritiesoftheInternalAuditActivityconsistentwiththeSecretariat’sgoals.
The internal audit reviewed the internal control systemsof the Secretariat and found that the internal controlsystemswereineffective.Furthermore,InternalAuditalsoconductedahighlevelriskassessmentandfoundthattheresidualrisksofthetoptenkeystrategicrisksremainedhighthroughouttheyearunderreview. This was mainly due to the following factors:• SecretariatwasacostcentreofSAPSandthusentirelyreliedonthe latter’s internalcontrolsystemsuchas
Polfin,PersalandAssetManagementsystemtoprocessfinancialandnon-financialtransactions;• most of the senior managers were recently appointed and the Secretariat had struggled to find suitable
candidatestofillsomeofthecriticalposts;and• itwasinatransitionfromacostcentreofSAPSandtobecomingadesignateddepartmentfrom1stApril2014.
36| ANNUAL REPORT 2013/14 ANNUALREPORT2013/14|37
4.Introduction
TheStatusofHRintheDepartmentOvertheperiodtheSecretariathasmanagedtoacceleratetheappointmentofemployeestoensurethatall itsstrategicobjectivesareachieved.Notonlywasthedepartmentfillingthepositionsbutsystemstoenhancecorporategovernanceof thedepartment in the recruitment and selectionprocesseswereput in place and conformanceenforced.
HumanResourceprioritiesfortheyearunderreviewandimpactThegreatestpriorityoftheSecretariatwastoalignthestructuretotheneedoftheorganisation.FurthermoretheSecretariatprioritisedneedbasedtrainingtoensurethattrainingwasneithergenericnor“cosmetic“butaddressedtheneedsof itsemployees.Moreover, theSecretariatprioritised itshumanresourcestoenforcecompliancetoprescriptsandnewlydevelopedpolicies.Finally,targetedrecruitmentandselectionprocessesaimedatreducingthevacancyratewerethefocusoftheyearunderreview.
EstablishmentofLearningCommitteeA learning committeewas established, inwhich all stakeholders are represented i.e. all ChiefDirectorates andOrganisedLabour.ThelearningcommitteemeetingswereheldonquarterlybasiswiththeirmainpurposebeingtoensurethatalltraininginterventionsareinlinewiththeStrategicObjectivesoftheSecretariatasarticulatedintheWorkplaceSkillsPlan.
CodeofconductNewappointeesintheDepartmentareprovidedwithacopyoftheCodeofConductandarerequiredtosignanacknowledgementofreceipttothateffect.WorkshopsonCodeofConductwereconductedtoorientateemployeesabout the Code. Since no disciplinary actions were instituted against employees in the Secretariat; this is anindicationthattheemployeesadheretotheCodeofConduct. Health and Wellness programmes ThehealthandwellnessstrategyoftheSecretariatisinadraftstage.Notwithstanding,thelattertherearevarioushealth&wellnessprogrammesthatwereinitiatedintheSecretariati.e.Awomenempowermentworkshop,SARSprovidede-filingservicestoemployeesintheSecretariat,staffparticipatedintheactivitiesofMandelaDayandGEMSinformationsessions.Thehealth&wellnessprogrammes/initiativesarenotimplementedtotheoptimumduetonon-appointmentofahealth&wellnesspractitioner.
WorkforceplanningandkeystrategiestoattractandrecruitskilledandcapableemployeesAHRPlanwasdevelopedinordertoguidethemainstrategicobjectivesofHumanResourceManagementintheSecretariat.ThemainpurposeofthisHRPlantoisaddressthegapbetweenthedemandandsupplyofhumanresourcesinthedepartmentwithaviewtoattractingandretainingtherightpeoplewiththerightskillsintherightposts.
Employee performance managementDuringtheyearunderreview,theSecretariathasbeendevelopinganewperformancemanagementdevelopmentsystem(PMDS)togetherwithitspolicyinordertoensureitsimplementationinthenewfinancialyear.Thesystemintendstoenhanceappropriateandaccuratereportingonemployeeperformancethatiscommensuratewiththerewardsconsideredforthedeservingemployees. AchievementsPostswerecreatedandemployeeswereappointedonthenewstructureControlmechanismforemployeeattendancethroughZ8registerwasimplemented
Challenges • Resistancetoacceptchanges• Lackofmanagementsupportforcompliancetopolicies• Workforceplanningandkeystrategiestoattractandrecruitaskilledandcapableworkforce• Employeeperformancemanagement
38| ANNUAL REPORT 2013/14 ANNUAL REPORT 2013/14 |39
Table 2.2 – Personnel costs by salary bands 2013/14
Programme TotalExpenditure(R’000)
PersonnelExpenditure(R’000)
TrainingExpenditure(R’000)
Professional & Specialized Services(R’000)
Personnel cost as a percentage of total expenditure
Averagepersonnel cost per employee(R’000)
Administration 26806 18624 288 7894 69% 351
Partnership 10450 7676 - 2774 73% 480
PolicyandResearch
8270 6143 - 2127 74% 558
Monitoringandevaluation
12159 8200 - 3959 67% 482
Legislation 3293 2286 - 1007 69% 572
Total 60978 42929 288 17761 70% 425
Salary Bands PersonnelExpenditure(R’000)
%oftotalpersonnelcost Averagepersonnelcostperemployee(R’000)
Lowerskills(Levels1-2) 341 0.8% 85
Skilled(Levels3-5) 1721 4.0% 143
Highlyskilledproduction(Levels6-8)
4800 11.2% 229
Highlyskilledsupervision(Levels9-12)
17076 39.8% 464
SeniorManagement(Levels13-16)
18991 44.2% 922
TOTAL 42929 100% 434
4.1HumanResourcesOversightStatisticsDuringtheperiodunderreview,theSecretariatmanagedtorecruit23employeesondifferentlevels inordertocapacitatetheorganizationtodeliveronitsstrategicobjectives.Allvacantandfundedpostswereadvertisedduring2013/2014financialyear.Therewasstabilityintheorganizationinthattheturnoverratewasverylow.
Human resources management policies were reviewed and drafts were developed in consultation with topmanagement,staffmembersandunionrepresentativeswithaviewtogettingapprovalduring2014/2015financialyearsincetheSecretariatwillbecameadesignateddepartment.
TrainingandDevelopmenthasbeenimprovedintermsofitsalignmenttotheWorkplaceSkillsPlaninaccordancewiththeprovisionsoftheSkillsDevelopmentAct.
4.2PersonnelRelatedExpenditureSecretariatbudgetintermsofclearlydefinedprogrammes:Thefollowingtablessummarizefinalauditedexpenditurebyprogramme(Table2.1)andbysalarybands(Table2.2).Inparticular,itprovidesanindicationoftheamountspentonpersonnelcostsintermsofeachoftheprogrammesorsalarybandswithinthedepartment.
TABLE2.1–Personnelcostsbyprogramme,2013/14
40 | ANNUAL REPORT 2013/14 ANNUAL REPORT 2013/14 | 41
Programme Salaries
Amount(R’000)
Salariesasa%ofpersonnelcosts
Administration 16210 47%
Partnerships 6836 18%
Policy&Research 5410 14%
Monitoring 7249 19%
Legislation 2038 5%
Total 37743 100%
Programme Numberofposts Numberofpostsfilled Vacancy Rate Numberofpostsfilledadditionaltotheestablishment
Administration 65 55 8% 0Partnership 17 17 0% 0LegislationandPolicyandResearch
17 15 2% 0
Monitoring&Evaluation
22 15 6% 0
Total 121 102 16% 0
Thefollowingtableprovideasummaryperprogramme(Table2.3),ofexpenditureincurredasaresultofsalariesandovertime.Ineachcase,thetableprovidesanindicationofthepercentageofthepersonnelbudgetthatwasusedfortheseitems.
Salary band Numberofposts Numberofpostsfilled Vacancy Rate Numberofpostsfilledadditionaltotheestablishment
Lower skilled(Levels1-2)
3 3 0% 0
Skilled(Levels3-5)
16 14 2% 0
HighlyskilledProduction(Levels6-8)
24 21 2% 0
Highlyskilledsupervision(Levels9-12)
49 38 9% 0
Seniormanagement(Levels13-16)
29 26 2% 0
TABLE2.3–Salaries,Overtime,byprogramme,2013/14
4.3 Employment and VacanciesThefollowingtablessummarizethenumberofpostsontheestablishment,thenumberofemployees,thevacancyrate,andwhether thereareanystaff thatareadditional to theestablishment.This information ispresented intermsofthreekeyvariables:-programme(Table3.1),salaryband(Table3.2)andcriticaloccupations(Table3.3).Departmentshaveidentifiedcriticaloccupationsthatneedtobemonitored.Table3.3providesestablishmentandvacancyinformationforthekeycriticaloccupationsofthedepartment.
Thevacancyratereflectsthepercentageofpoststhatarenotfilled.
TABLE3.1–Employmentandvacanciesbyprogramme,31March2014
Numberofpostsincludes3postsintheofficeoftheJudge,1postintheofficeoftheSecretaryofPoliceand3postsintheMonitoringandEvaluationUnitthatwereapprovedduringtheperiodunderreview.
TABLE3.2–Employmentandvacanciesbysalarybands,31March2014
Theinformationineachcasereflectsthesituationasat31March2014.Foran indicationofchanges instaffingpatternsovertheyearunderreview,pleaserefertosection5ofthisreport.
4.4JobEvaluationThePublicServiceRegulations,1999introducedjobevaluationasawayofensuringthatworkofequalvalue isremuneratedequally.Withinanationallydeterminedframework,executingauthoritiesmayevaluateorre-evaluateanyjobinhisorherorganization.IntermsoftheRegulationsallvacanciesonsalarylevels9andhighermustbeevaluatedbeforetheyarefilled.ThiswascomplementedbyadecisionbytheMinisterforthePublicServiceandAdministrationthatallSMSjobsmustbeevaluatedbefore31December2002.
Thefollowingtable(Table4.1)summarizesthenumberofjobsthatwereevaluatedduringtheyearunderreview.Thetablealsoprovidesstatisticsonthenumberofpoststhatwereupgradedordowngraded.
TABLE4.1–JobEvaluation,1April2013to31March2014
Beneficiaries African Asian Coloured White Total
Female 0 0 0 0 0
Thefollowingtableprovidesasummaryofthenumberofemployeeswhosesalarypositionswereupgradedduetotheirpostsbeingupgraded.Thenumberofemployeesmightdifferfromthenumberofpostsupgradedsincenotallemployeesareautomaticallyabsorbedintothenewpostsandsomeofthepostsupgradedcouldalsobevacant.
TABLE4.2–Profileofemployeeswhosesalarypositionswereupgradedduetotheirpostsbeingupgraded,1April2013 to 31 March 2014
CriticalOccupations Numberofposts Numberofpostsfilled Vacancy Rate Numberofpostsfilledadditionaltotheestablishment
DeputyDirectorGeneral
1 1 0% 0
ChiefDirectors 6 6 0% 0Directors 21 19 7% 0Total 28 26 7.% 0
Salary band Numberofposts
Numberof JobsEvaluated
%ofpostsevaluatedby salarybands
Posts Upgraded Posts downgraded
Number %ofpostsevaluated
Number %ofpostsevaluated
Lower skilled(Levels1-2)
0 0 0 0 0 0 0
Skilled(Levels3-5) 0 0 0 0 0 0 0
HighlyskilledProduction(Levels6-8)
0 0 0 0 0 0 0
HighlyskilledSupervision(Levels9-12)
0 0 0 0 0 0 0
SeniorManagementServiceBandA(13)
0 0 0 0 0 0 0
SeniorManagementServiceBandB(14)
0 0 0 0 0 0 0
SeniorManagementServiceBandC(15)
0 0 0 0 0 0 0
SeniorManagementServiceBandD(16)
0 0 0 0 0 0 0
Total 0 0 0 0 0 0 0
TABLE3.3–Employmentandvacanciesbycriticaloccupation,31March2014
42 | ANNUAL REPORT 2013/14 ANNUAL REPORT 2013/14 | 43
Occupation Numberofemployees
JobevaluationLevel
Remunerationonlevel
Reasonfordeviation
0 0 0 -
Total 0 0 0 -
TotalNumberofEmployeeswhosesalariesexceededtheleveldeterminedbyjobevaluationin2013/14 None
Thefollowingtablesummarizesthenumberofcaseswhereremunerationlevelsexceededthegradedeterminedbyjobevaluation.Reasonsforthedeviationareprovidedineachcase.
TABLE4.3–Employeeswhosesalary levelexceedthegradedeterminedby jobevaluation,1April2013to31March2014(intermsofPSR1.V.C.3)
Salary Band Numberofemployeesper band as on 1 April2013
Appointments and transfers into thedepartment
Terminationsandtransfersoutofthedepartment
Turnoverrate
Lower skilled(Levels1-2)
2 1 0 0
Skilled(Levels3-5) 12 1 2 2
Highlyskilledproduction(Levels6-8)
19 5 1 1
Highlyskilledsupervision(Levels9-12)
29 13 1 1
SeniorManagementServiceBandA
14 3 0 0
SeniorManagementServiceBandB
6 0 0 0
SeniorManagementServiceBandC
1 0 0 0
SeniorManagementServiceBandD
0 0 0 0
Total 83 23 4 4
4.5EmploymentChangesThissectionprovidesinformationonchangesinemploymentoverthefinancialyear.
Turnoverratesprovideanindicationoftrendsintheemploymentprofileofthedepartment.Thefollowingtablesprovideasummaryofturnoverratesbysalaryband(Table5.1).
TABLE5.1–Annualturnoverratesbysalarybandfortheperiod1April2013to31March2014
TerminationType Number %oftotal
Death - -
Resignation 2 2%
Expiryofcontract - -
Dismissal–operationalchanges - -
Table5.2–Reasonswhystaffareleavingthedepartment
Male 0 0 0 0 0
Total 0 0 0 0 0
Employees with a disability - -
Dismissal–misconduct - -
Dismissal–inefficiency - -
Dischargedduetoill-health - --
Retirement -
TransferstootherPublicServiceDepartments:promotionandlateraltransfer 2 2%
Other - -
Total 4 3%
Totalnumberofemployeeswholeftasa3%ofthetotalemployment 8 7%
Occupation Employees as at 1 April 2013
Promotiontoanother salary level
Salarylevelpromotionsasa%ofemployeesbyoccupation
Progressions to another notch withinsalarylevel
Notch progres-sionsasa%ofemployees by occupation
Seniormanagementservice(level13)
14 2 14% 0 0
TABLE5.3–Promotionsbycriticaloccupation
Salary band Employees as at 1 April 2013
Promotiontoanother salary level
Salary bands promotionsasa%ofemployeesbysalarylevel
Progressions to another notch withinsalarylevel
Notch progression asa%ofemployees by salary band
Seniormanagement(Levels13-16)
21 2 3% 9 18%
Highlyskilledsupervision(Levels9-12)
29 2 3% 19 38%
HighlyskilledProduction(Levels6-8)
19 3 4% 13 26%
Skilled(Levels3-5) 12 0 0 7 14%
Lower skilled(Levels1-2)
2 0 0 2 4%
Total 83 7 10% 50 100%
TABLE5.4–Promotionsbysalaryband
44 | ANNUAL REPORT 2013/14 ANNUAL REPORT 2013/14 |45
4.6Em
ploy
men
tEqu
ityTh
etablesin
thissecti
onarebased
ontheform
atsp
rescrib
edbytheEm
ploymen
tEqu
ityAct,5
5of199
8.
6.1–Totaln
umbe
rofe
mploy
ees(includ
ingem
ploy
eesw
ithdisab
ilitie
s)in
eachofth
efollo
wingoccupa
tiona
lcategoriesa
son31
March201
4
Occup
ation
alcategories(SA
SCO)
Mal
eFe
mal
e
Afric
anCo
loured
Indi
anW
hite
Afric
anCo
loured
Indi
anW
hite
Tota
l
Legisla
tors,sen
ioro
fficialsa
ndm
anagers
112
21
71
11
26
Prof
essio
nals
190
04
220
10
46
Technician
sand
associateprofessiona
ls0
00
00
00
00
Clerks
140
00
151
00
30
Servicean
dsalesW
orkers
00
00
00
00
0
Skilled
agricultureand
fisheryWorkers
00
00
00
00
0
Craft
and
relatedtrad
esworkers
00
00
00
00
0
Plan
tand
machine
ope
ratorsand
assem
blers
00
00
00
00
0
Elem
entaryoccup
ation
s0
00
00
00
00
Tota
l45
22
444
22
110
2
Employee
swith
disa
biliti
es0
00
00
00
00
6.2–Totaln
umbe
rofe
mploy
ees(includ
ingem
ploy
eesw
ithdisab
ilitie
s)in
eachofth
efollo
wingoccupa
tiona
lban
dsaso
n31
March201
4
Occup
ation
alBan
dsM
ale
Fem
ale
Afric
anCo
loured
Indi
anW
hite
Afric
anCo
loured
Indi
anW
hite
Tota
l
TopMan
agem
ent(L15-16
)0
00
00
00
11
SeniorM
anagem
ent(L13-L14)
112
21
71
10
25
Professio
nallyqua
lified
and
experienced
specialista
ndm
id-
man
agem
ent(11
-12)
120
02
220
10
37
Skilled
technicaland
acade
micallyqua
lified
workers,jun
ior
man
agem
ent,supe
rviso
rs,forem
anand
supe
rintend
ents(8
-10)
70
00
20
01
10
Semi-skilledan
ddiscretio
narydecision
making(5-7)
140
00
123
00
29
Unskilledan
dde
fined
decision
making(1-4)
00
00
00
00
0
Tota
l44
22
343
42
210
2
6.3–Re
cruitm
entforth
epe
riod1Ap
ril201
3to31March201
4
Occup
ation
alBan
dsM
ale
Fem
ale
Afric
anCo
loured
Indi
anW
hite
Afric
anCo
loured
Indi
anW
hite
Tota
l
TopMan
agem
ent(14
-16)
00
00
00
00
0
SeniorM
anagem
ent(13
)2
00
10
00
03
Professio
nallyqua
lified
and
experienced
specialistsand
mid-
man
agem
ent(11
-12)
20
00
30
00
5
Skilled
technicaland
acade
micallyqua
lified
workers,Jun
ior
man
agem
ent,supe
rviso
rs,forem
anand
Sup
erintend
ents(9
-10)
10
00
70
00
8
Semi-skilledan
ddiscretio
narydecision
making(6-8)
20
00
30
00
5
Unskilledan
dde
fined
decision
Making(1-5)
10
00
10
00
2
Tota
l8
00
114
00
023
Employ
eesw
ithDisab
ilitie
s0
00
00
00
00
46| ANNUAL REPORT 2013/14 ANNUAL REPORT 2013/14 |47
6.4–Prom
otion
sforth
epe
riod1Ap
ril201
3to31March201
4
Occup
ation
alBan
dsM
ale
Fem
ale
Afric
anCo
loured
Indi
anW
hite
Afric
anCo
loured
Indi
anW
hite
Tota
l
TopMan
agem
ent(14
-16)
00
00
00
00
0
SeniorM
anagem
ent(13
)1
00
10
00
2
Professio
nallyqua
lified
and
experienced
specialistsand
mid-
man
agem
ent(11
-12)
10
01
00
00
2
Skilled
technicaland
acade
micallyqua
lified
workers,Jun
ior
man
agem
ent,supe
rviso
rs,forem
anand
Sup
erintend
ents(9
-10)
00
00
00
00
0
Semi-skilledan
ddiscretio
narydecision
making(6-8)
10
00
20
00
3
Unskilledan
dde
fined
decision
Making(1-5)
00
00
00
00
0
Tota
l3
00
13
00
07
Employ
eesw
ithDisab
ilitie
s0
00
00
00
00
6.5–Term
inati
onsforth
epe
riod1Ap
ril201
3to31March201
4
Occup
ation
alBan
dsM
ale
Fem
ale
Afric
anCo
loured
Indi
anW
hite
Afric
anCo
loured
Indi
anW
hite
Tota
l
TopMan
agem
ent(14
-16)
00
00
00
00
0
SeniorM
anagem
ent(13
)0
00
00
00
00
Professio
nallyqua
lified
and
experienced
specialistsand
mid-
man
agem
ent(11
-12)
00
00
10
00
1
Skilled
technicaland
acade
micallyqua
lified
workers,Jun
ior
man
agem
ent,supe
rviso
rs,forem
anand
Sup
erintend
ents(9
-10)
00
00
00
00
0
Semi-skilledan
ddiscretio
narydecision
making(6-8)
00
00
10
00
1
Unskilledan
dde
fined
decision
Making(1-5)
10
00
10
00
2
Tota
l1
00
03
00
04
Employ
eesw
ithDisab
ilitie
s0
00
00
00
00
6.6–Disciplin
aryactio
nforthe
period1Ap
ril201
2to31March201
3
Occup
ation
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dsM
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Fem
ale
Afric
anCo
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Afric
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Disciplin
aryactio
n0
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00
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6.7–Skillsd
evelop
men
tforth
epe
riod1Ap
ril201
3to31March201
4
Occup
ation
alcategories(SA
SCO)
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eFe
mal
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hite
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anCo
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Legisla
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ioro
fficialsa
ndm
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152
21
131
034
Prof
essio
nals
70
00
160
00
23
Technician
sand
associateprofessiona
ls4
00
06
00
010
Clerks
70
00
50
00
12
Servicean
dsalesW
orkers
00
00
00
00
0
Skilled
agricultureand
fisheryWorkers
00
00
00
00
0
Craft
and
relatedtrad
esworkers
00
00
00
00
0
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tand
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ope
ratorsand
assem
blers
00
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entaryoccup
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Tota
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22
148
10
089
Employee
swith
disa
biliti
es0
00
00
00
00
48| ANNUAL REPORT 2013/14 ANNUAL REPORT 2013/14 |49
4.7PerformanceRewardsToencouragegoodperformance,thedepartmenthasgrantedthefollowingperformancerewardsduringtheyearunderreview.Theinformationispresentedintermsofrace,gender,anddisability(Table7.1),salarybands(table7.2)andcriticaloccupations(table7.3).
TABLE7.1–PerformanceRewardsbyrace,gender,anddisability,1April2013to31March2014
Gender & Race BeneficiaryProfile Cost
Numberofbeneficiaries
Totalnumberofemployees ingroup
%oftotalwithingroup
Cost(R’000) Averagecostper employee
African 16 0 0 R313622.07 0
Male 3 0 0 R43371.24 0
Female 13 0 0 R270250.83 0
Asian 1 0 0 R41140.35 0
Male 1 0 0 R41140.35 0
Female 0 0 0 0 0
Coloured 1 0 0 R14015.52 0
Male 0 0 0 0 0
Female 1 0 0 R14015.52 0
White 2 0 0 R38148.75 0
Male 1 0 0 R21000.48 0
Female 1 0 0 R17148.24 0
Employeeswithadisability
0 0 0 0 0
Total 20 0 0 R406926.69 0
AnamountofR406926.69waspaidoutforperformancerewardsforSMSandnonSMSmembersforaperiodof2012/2013financialyear:• SMS(level13)–R114189.30• NonSMSmembers(levels1–12)–R292763.46
TABLE7.2–PerformanceRewardsbysalarybandsforpersonnelbelowSeniorManagementService,1April2013to31March2014(11/12)financialyear
Salary Bands BeneficiaryProfile Cost
Numberofbeneficiaries
Numberofemployees
%oftotalwithin salary bands
Total Cost(R’000)
Averagecostper employee
Total cost as a %ofthetotalpersonnelexpenditure
Lower skilled(Levels1-2)
2 3 0 R9476.16 0 0
Skilled(Levels3-5)
1 14 0 R6381.12 0 0
Highlyskilledproductionlevels6-8
6 21 0 R81504.48 0 0
Highlyskilledsupervision (Levels9-12)
8 38 0 R195401.7 0 0
Total 17 76 0 R292763.46 0 0
TABLE7.3–Performancerelatedrewards(cashbonus),bysalaryband,forSeniorManagementService
Salary Bands BeneficiaryProfile Cost
Numberofbeneficiaries
Numberofemployees
%oftotalwithin salary bands
Total Cost(R’000)
Averagecostper employee
Total cost as a %ofthetotalpersonnelexpenditure
BandAlevel13 3 19 0 R114189.30 R21428.00 0
BandBlevel14 0 6 0 0 0 0
BandClevel15 0 1 0 0 0 0
BandDlevel16 0 0 0 0 0 0
Total 3 26 0 R114189.30 R21 428.00 0
TABLE8.1–Sickleave,01January2013–31December2013
Salary Band Total days Numberofemployeesusingsickleave
%oftotalemployeesusingsickleave
Averagedaysperemployees
Lowerskilled(levels1-2)(3employees)
13 3 100% 4.3
Skilled(levels3-5)(13employees)
9 13 100% 0.6
Highlyskilledproduction(levels6-8)(20employees)
66 20 100% 3.3
Highlyskilledsupervision(levels9-12)(19employees)
201 37 51% 5.4
Seniormanagement(13-16)(20employees)
80 25 80% 3.2
Total 369 98 77% 3.7
Disabilityleave(temporaryandpermanent),1January2013to31December2013
*Notemporaryandpermanentdisabilityleaveoccurredin2013
Table 8.2–Annualleave,01January2013–31December2013
Salary Band Totaldaystaken Averagedaysperemployees
Lowerskilled(levels1-2)(3employees) 36 12
Skilled(levels3-5)(13employees) 150 11.5
Highlyskilledproduction(levels6-8)(20employees)
342 17.1
Highlyskilledsupervision(levels912)(37employees)
748 20.2
Seniormanagement(13-16)(25employees)
390 15.6
Total 1666 17
4.8LeaveUtilisation
50| ANNUAL REPORT 2013/14 ANNUAL REPORT 2013/14 |51
Table8.3–Cappedleave,01January2013–31December2013
Salary Band Totaldaysofcappedleavetaken
Averagenumberofdaystakenperemployee
Averagecappedleaveper employee as at 31 December 2013
Lowerskilled(levels1-2) 0 0 0
Skilled(levels3-5) 0 0 0
Highlyskilledproduction(levels6-8)
0 0 0
Highlyskilledsupervision(levels912)
0 0 0
Seniormanagement(13-16) 0 0 0
Total 0 0 0
Leavepayoutsfortheperiod1April2013to31March2014
Noleavepayoutsweremadeduringtheperiodunderreview
4.9.HIV/AIDSandHealthPromotionProgrammesTABLE9.1–Stepstakentoreducetheriskofoccupationalexposure
Units/categoriesofemployeesidentifiedtobeathighriskofcontractingHIV&relateddiseases(ifany)
Keystepstakentoreducetherisk
N/A N/A
TABLE9.2–DetailsofHealthPromotionandHIVandAIDSProgrammes(ticktheapplicable)
Question YES NO Details,ifyes
1. HasthedepartmentdesignatedamemberofSMStoimplementtheprovisionscontainedinPartVIEofChapter1ofthePublicServiceRegulation,2001?Ifsoprovideher/hisnameandposition
X
2. Doesthedepartmenthaveadedicatedunitorhasitdesignatedspecificstaffmemberstopromotethehealthandwell-beingofyouremployees?Ifso,indicatethenumberofemployeeswhoareinvolvedin.
X
3. HasthedepartmentintroducedanEmployeeassistanceorHealthPromotionProgrammeforyouremployees?Ifso,indicatethekeyelementsservicesofthisprogramme.
X
4. Hasthedepartmentestablishedacommittee(s)ascontemplatedininPartVIEofChapter1ofthePublicServiceRegulations2000?Ifso.Providethenamesofcommitteemembersandstakeholderstheyrepresent.
X
5. HasthedepartmentrevieweditsemploymentpoliciesandpracticestoensurethatthesedonotunfairlydiscriminateagainstemployeesonthebasisoftheirHIVstatus?Ifso,listtheemploymentpolicies/practicessoreviewed
X
6. HasthedepartmentintroducedmeasurestoprotectHIV-positiveemployeesorthoseperceivedtobeHIVpositivefromdiscrimination?Ifso,listtheelementsofthesemeasures
X
7. DoesthedepartmentencourageitsemployeestoundergoVoluntarycounsellingandtesting,ifsolisttheresultsthatyouhaveachieved
X
8. Hasthedepartmentdevelopedmeasures/indicatorstomonitor&evaluatedtheimpactofitshealthpromotionprogrammes?Ifso,listthesemeasures/indicators.
X
4.10LabourRelationsTABLE10.1–Collectiveagreements,1April2013to31March2014
TotalCollectiveagreements None
DisciplinaryHearing2013/14 None
TypeofMisconduct Number %oftotal0 0%
Number %oftotalNumberofgrievancesresolved 3 43
Numberofgrievancesnotresolved 4 57
Totalnumberofgrievancelodged 7 0
Total 14 100
Number %oftotalNumberofdisputesupheld 0 0
Number of disputes 0 0
Numberofdisputeslodged 0 0
Totalnumberofpersonworkingdayslost 0
Totalcost(R000)ofworkingdayslost 0
Amount(R000)recoveredasaresultofnoworknopay 0
Number of people suspended 0
Numberofpeoplewhosesuspensionsexceeded30day 0
Cost(R000)ofsuspensions 0
TABLE10.2–MisconductandDisciplinarycasesfinalised,1April2013to31March2014
TABLE10.3–Misconductaddressedindisciplinaryhearings
TABLE10.4–Grievanceslodgedfortheperiod1April2013to31March2014
TABLE10.5–Disputeslodgedinthecouncils1April2013to31March2014
TABLE10.6–Strikeactionfortheperiod1Aprilto31March2014
TABLE10.7–Precautionarysuspensionsfortheperiod1April2013to31March2014
4.11SkillsDevelopmentThissectionhighlightstheeffortsofthedepartmentwithregardtoskillsdevelopment11.1–Trainingneedsidentified1April2013to31March2014
OccupationalCategories
Gender Numberofemployees as at 1st April 2013
Trainingneedsidentifiedatstartofreportingperiod
Learnerships Skillsprogrammes & other short courses
Other forms of training
Total
Legislators,seniorofficialsandManagers(11-15)
Female 13 0 5 1 6
Male 8 0 15 1 16
52| ANNUAL REPORT 2013/14 ANNUAL REPORT 2013/14 |53
Professionals(8-10) Female 20 0 10 0 11
Male 9 0 6 0 7
TechniciansandassociateProfessionals(7)
Female 14 0 3 0 3
Male 5 0 4 0 4
Clerks(4-6) Female 6 0 5 4 9
Male 6 0 0 0 0
ServiceandsalesWorkers(1-3)
Female 0 0 5 1 6
Male 0 0 4 1 5
Skilledagricultureandfisheryworkers
Female 0 0 0 0 0
Male 0 0 0 0 0
Craftandrelatedtradesworkers
Female 0 0 0 0 0
Male 0 0 0 0 0
Plantandmachineoperators&assemblers
Female 0 0 0 0 0
Male 0 0 0 0 0
Elementaryoccupations
Female 2 0 1 1 2
Male 0 0 1 0 1
Subtotal Female 0 0 0 0 0
Male 0 0 0 0 0
Total 83 0 59 11 70
OccupationalCategories
Gender Numberofemployees as at 1st April 2013
Trainingneedsidentifiedatstartofreportingperiod
Learnerships Skillsprogrammes & other short courses
Other forms of training
Total
Legislators,seniorofficialsandManagers(11-15)
Female 13 0 7 5 12
Male 8 0 8 2 10
Professionals(8-10) Female 20 0 10 5 15
Male 9 0 6 1 7
TechniciansandassociateProfessionals(7)
Female 14 0 4 3 7
Male 5 0 3 1 4
Clerks(4-6) Female 6 0 5 4 7
Male 6 0 0 0 5
ServiceandsalesWorkers(1-3)
Female 0 0 0 0 3Male 5 0 0 0 0
Skilledagricultureandfisheryworkers
Female 0 0 0 0 0
Male 0 0 0 0 0
Craftandrelatedtradesworkers
Female 0 0 0 0 0
Male 0 0 0 0 0
Plantandmachineoperators&assemblers
Female 0 0 0 0 0
Male 0 0 0 0 0
11.2–Trainingprovided1April2013to31March2014
Elementaryoccupations
Female 2 0 1 1 2
Male 0 0 1 0 1
Subtotal Female 0 0 0 0 0
Male 0 0 0 0 0
Total 83 0 51 22 73