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Annual Report 2015/2016 • Gauteng Department of Community Safety A

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Annual Report2013/2014

Community Safety

Gauteng Department of Community Safety • Annual Report 2015/2016B

PR169/2016

ISBN: 978-0-621-44616-6

Gauteng Department of Community Safety

Annual Report 2015/2016

Annual Report 2015/2016 • Gauteng Department of Community Safety i

ContentStaBLe of ContentS 1. PaRt 1: GeneRaL infoRmation 31.1 Vision, Mission and Values 4

1.2 Organisational Structure 5

1.3 Legislative mandate 6

1.4 Entities Reporting to the MEC 6

1.5 Foreword by the MEC 7

1.6 Overview of the Accounting Officer 9

2. PaRt 2: infoRmation on PReDeteRmineD oBJeCtiVeS 13 42.1 Overall Performance 14

2.1.2 Voted Funds 15

2.1.3 Strategic outcome oriented goals 15

2.1.3.1 Implementation of strategic outcome oriented goals 17

2.1.4 Overview of the service delivery environment 18

2.1.5 Overview of the organisational environment 21

2.1.6 Key policy development and legislative changes 22

2.2 PROGRAMME PERFORMANCE 24

2.2.1 Programme 1: Administration 24

2.2.2 Programme 2: Civilian Secretariat 36

2.2.3 Programme 3: Traffic Management 48

Sub- programme: Traffic Law Enforcement 483. PaRt 3: annuaL finanCiaL StatementS 55 Report of the Audit Committee 56

Report of the Accounting Officer 59

Report of the Auditor General 64

Appropriation Statement 67

Notes to the Appropriation Statement 85

Statement of Financial Performance 86

Statement of Financial Position 87

Statement of Changes in Net Assets 88

Cash Flow Statement 89

Gauteng Department of Community Safety • Annual Report 2015/2016ii

Accounting Policies 90

Notes to the Annual Financial Statements 95

Unaudited Annexures to the Annual Financial Statements 112

4. PaRt 4: Human ReSouRCe manaGement 119HUMAN RESOURCE OVERSIGHT STATISTICS 118

4. PaRt 5: otHeR infoRmation 139List of abbreviations and acronyms 138Community Safety 142

Annual Report 2015/2016 • Gauteng Department of Community Safety 3

1Part General Information

Gauteng Department of Community Safety • Annual Report 2015/20164

1. GeneRaL infoRmation1.1 Vision, Mission and Values Vision

To realise Gauteng as a safe and secure province.

Mission

As outlined in the strategic plan 2015-2020, the mandate of the Gauteng Department of Community Safety (the Department) is to ensure effective oversight over the province’s law enforcement agencies and to reduce the number of road accidents and fatalities in the province. In addition, the Department is the lead Department in implementing Provincial Outcome 3 which ensures that ‘all people in South Africa are and feel safe’. During the period under review, the Department’s mission was to improve public safety in the province through:

• Monitoring and evaluating the effectiveness and efficiency of policing agencies;• Effectively implementing and promoting appropriate social crime prevention initiatives;• Providing traffic management services;• Coordinating efforts and programmes in the criminal justice system;• Educating and empowering citizens on issues of public safety • Improving and strengthening relations between the police and communities • Determining community policing needs and priorities, in keeping with the provisions of section 206 (1) of the

Constitution of the Republic of South Africa.

Values

The Department continued to subscribe to the following values:

• Honesty;• Excellence;• Accountability;• Respect; and,• Transparency.

The Department believes that it is through the inculcation of these values, that it will be able to transform itself into an empowered and developmentally oriented government institution.


1.2 Organisational Structure


1.3 Legislative mandateThe Department of Community Safety derives its mandate primarily from section 206 (3) of the Constitution of the Republic of South Africa, (Act no.108 of1996), which, inter alia, entitles the province to monitor police conduct and to oversee the effectiveness and efficiency of the South African Police Service (SAPS). In addition, the Department derives its mandate from the following pieces of legislation:

• The South African Police Service (SAPS) Act No. 68 of 1995 as amended;• The Civilian Secretariat for Police Service Act, 2011 (Act No. 2 of 2011);• The Independent Police Investigative Directorate Act (IPID), 2011 (Act No. 1 of 2011); • The National Road Traffic Act, 1996 (Act No. 93 of 1996);• The National Land Transport Act, 2009 (Act No. 5 of 2009);• The National Road Safety Act, 1972 (Act No. 9 of 1972);• The Gauteng Transport Framework Revision Act, 2002 (Act No. 8 of 2002);• Administrative Adjudication of Road Traffic Offences (AARTO) Act, 1998 (Act No. 46 of 1998);• Road Traffic Management Corporation (RTMC) Act , 1999 Act No. 20 of 1999);

Non-entity specific legislation

The Department is further expected to ensure compliance with the following pieces of legislation and policies:

• South African National Policy Framework for women empowerment and gender equality;• Public Service Act, 1994 (Act No. 103 of 1994), as amended and its regulations;• Public Finance Management Act (PFMA), 1999 (Act No. 1 of 1999) and its regulations;• Promotion of Access to Information Act (PAIA), 2000 (Act No. 2 of 2000);• Promotion of Administrative Justice Act (PAJA), 2000 (Act No. 3 of 2000);• Promotion of equality and prevention of unfair discrimination, 2000 (Act No.2 of 2000);• Skills Development Act, 1998 (Act No. 97 of 1998);• South African Qualification Authority Act, 1995 (Act No. 58 of 1995);• Labour Relations Act, 1995 (Act No. 66 of 1995) as amended and its regulations;• Basic Conditions of Employment Act, 1997 (Act No. 75 of 1997);• Employment Equity Act, 1998 (Act No. 55 of 1998);• Occupational Health and Safety Act, 1993 (Act No. 85 of 1993);• Preferential Procurement Policy Framework Act, 2000 (Act No. 5 of 2000);• Broad-Based Black Economic Empowerment (BBBEE) Act, 2003 (Act No. 53 of 2003);• Intergovernmental Relations Framework Act, 2005 (Act No. 13 of 2005);• National Youth Commission Act, 1996 (Act No. 19 of 1996);• Child Justice Act, 2008 (Act No. 75 of 2008);• Domestic Violence Act (DVA), 1998 (Act No. 116 of 1998);• Criminal Law (Sexual Offences and Other Related Matters) Amendment, 2007 (Act No. 32 of 2007); and,• Gauteng Liquor Act, 2003 (Act No. 59 of 2003).• The Gauteng White Paper on Transport Policy, 1997;• The National Crime Prevention Strategy, 1996;• The White Paper on Safety and Security, 1998; and,• The White Paper on National Transport Policy, 1996.• Gauteng Safety Strategy 2015 - 2020

1.4 entitieS RePoRtinG to tHe meCThe Department does not have any entities reporting to the MEC.


1.5 foReWoRD By tHe meC The presentation of this Annual Report comes amid of the Local Government Elections. It is a time when the people of Gauteng and the nation will once again use the power of a pen to voice the government of their choice who will guarantee their safety to live, work and do business in Gauteng. As a caring and responsible government we were hard at work to ensure the elections will be incident free.

The fifth administration characterised by a game changer of doing business unusual through the implementation of a ten pillar programme of radical Transformation, Modernisation and Re-idustrialisation of Gauteng, is an epitome that demonstrates the seriousness of a government hard at work in changing people lives for the better. The department remained focussed in the implementation of the following ten pillars of;

1. Radical economic transformation2. Decisive spatial transformation3. Accelerated social transformation4. Transformation of the state and governance5. Modernisation of the public service6. Modernisation of the economy7. Modernisation of human settlements and urban development8. Modernisation of public transport infrastructure9. Re-industrialisation of Gauteng province10. Taking the lead in Africa’s new industrial revolution

It is also a period in which we managed to stabilise the leadership of the South African Police Services through the appointment of a leader who bring a wealth of experience and innovation to steer and build on the gains to fight crime. Through the establishment of Gauteng Law Eenforcement Agencies Forum, key milestones were realised in the form of;

• Joint Policing strategy which is monitored regularly,• Stations visits to monitor and evaluate the implementation of existing policing

strategies, policies and instructions.

Gauteng City Region has taken the fight against gender based violence head-on. If women and girl children are to feel safe to walk the streets wearing what makes them comfortable, live in a non-abusive relationship, serious and decisive steps had to be taken. Some of the key milestones the department has made are;

• A serial rapist is serving 28 life sentences and 83 years imprisonment, • Mamelodi residents in Tshwane can now feel a sigh of relief where a serial

rapist received 3 life sentences just to name a few.

The fifth administration characterised

by a game changer of

doing business unusual

through the implementation

of a ten pillar programme

of radical Transformation, Modernisation

and Re-idustrialisation

of Gauteng.


Community intelligence is not at a desired level and need strengthening if we are to deal decisively with the killing of law enforcement officers at the hand of criminals. We continue to lose dedicated members, and these have the potential to demoralise others, and instil a sense of fear in discharging their duties to the core.

The department has demonstrated the ability to apply prudent and sound financial management which is critical to the survival of any organisation. Wasteful and under-expenditure reflects poor planning for the resources in dire need of our people. Our township economy has been revitalised from a set target of 12% to 18.7% achievement, and payment of suppliers reduced to 30 days as per government instruction. This clearly demonstrates that as the City Region we managed to narrow the entrepreneurial gap of who does business with government.

MS SIZAKELE NKOSI-MALOBANE MPLEXECUTING AUTHORITY FOR THE DEPARTMENT OF COMMUNITY SAFETYGAUTENG PROVINCIAL GOVERNMENT


1.6 oVeRVieW of tHe aCCountinG offiCeRThe Gauteng Department of Community Safety derives its mandate primarily from Section 206 (3) of the Constitution of South Africa (Act No. 108 Of 1996) which entitles the department to monitor police conduct and oversee the effectiveness and efficiency of the South African Police Service (SAPS). The Department also derives a number of secondary mandates from other pieces of legislation as well as various policy prescripts and provincial strategic initiatives.

During the year under review the Department continued to carry out its activities against the aforementioned backdrop. The department also continued to support the implementation of the transformation, modernization and reindustrialization (TMR) programme of the Gauteng government. The Department did this by contributing primarily to the following pillars:• Accelerated social transformation• Transformation of the state and governance• Modernization of the public service• Radical economic transformation

Overall Performance

During the year under review, the Department achieved 83% of its targets. Seventeen percent (17%) of the Departments targets were not achieved. Reasons for this non achievement are detailed in ensuing sections of this report.

On the financial front, the Department succeeded in spending 97% of its allocated budget. The area in which under expenditure mainly occurred was in Programme 2, (Provincial Secretariat). This was largely due to underspending on compensation of employees.

Program Performance

During the year under review the department made fair progress in achieving its targets. Performance highlights and key challenges across all programs are captured below

Programme 1 – Administration

The office of the Head of Department focused on three areas during the period under review. These were: • Strategic Planning• Intergovernmental Relations• Risk ManagementAll strategic and Annual Performance Planning processes were completed in line with the relevant guidelines and prescripts. These include the review of the Strategic Plan, the formulation of the Annual Performance Plan, as well as the

Saturation Unit won an award

during the annual awards

ceremony organized by

tracker for the “Best law enforcement

unit in the pursuit and recovery of highjacked vehicles in

the province” category. Our

congratulations go out to this

unit.


monitoring and evaluation of Annual Performance Plan implementation. The Program of Action (POA) was also finalized timeously during the year under review, and reported on monthly basis to the Office of Premier.

With respect to Intergovernmental Relations, the Department responded to all Legislature questions posed to it during the year under review. A number of Cabinet memorandums were planned but were not finalized. These will be finalized in the 2016/17 financial year.

Risk Management is one of the critical components any organisation has to employ to mitigate accountability. Both the Strategic Risk Register and the Operational Risk Register were adopted and implemented during the year under review. A plan for follow up on both the Auditor General’s and Gauteng Audit Services (GAS) findings was implemented and monitored respectively. By year end eighty one percent (81%) of the findings raised by the Auditor General had been resolved. Fifty eight percent (58%) of the action plans from the GAS Audits conducted in 2015/16 has been implemented by the Department, whilst forty two (42%) of the work is in progress.

The Department also achieved the majority of its targets in the Corporate Services environment. These included targets relating to the compilation and implementation of the Human Resource Plan as well as the Skills Development Plan. Improvement was made in reducing the vacancy rate. At year end the vacancy rate stood at eleven point seventy two percent (11,72%) against a target of ten percent (10%).

Work in relation to representing the Department in a range of legal matters continued. Whilst the Department was able to resolve most of the litigation matters, in certain instances had to resort to financially settling some of these matters. More detail is provided in relation to this in the relevant sections of this Annual Report.

Programme 2 : Provincial Secretariat

This program is primarily responsible for giving effect to the Civilian Secretariat (Act no 02 of 2011). In terms of this Act, the Department is tasked with the monitoring and overseeing of police performance and conduct. The department pursues this mandate through programmes focusing on research, police performance monitoring and evaluation, social crime prevention and public awareness and education. The Department achieved a number of successes in this programme area.

Six research projects were completed. The research projects focused on:• Gangerism• Smart policing • Road safety education • Measuring integrity of law enforcement agencies.• Review of the Civilian Oversight model• Evaluation of the 2015/16 festive season plan of the law enforcement agencies in the province.

Additional achievements in relation to police oversight include: • Improving the quality of policing in the province. Docket audits were conducted aimed at identifying gaps

within the detective service• Police accountability structures and co-ordination structures were established. This included the Gauteng Law

Enforcement Agency Forum (GLEAF) and Quarterly Review Session with all the law enforcement agencies.• The department continued to devote considerable time, energy and effort to improving relations between

communities and the South African Police Service by establishing street committees and aligning them to sector crime forums.

• Furthermore the department reached out into rural communities, the business community, illegal mining communities and initiation schools to further foster and enhance better relations with all the law enforcement agencies in the province.

• The department managed to train over 1526 Community Police Forum members.

In relation to promotion of safety including school safety, the following was achieved:• School searches were conducted in collaboration with South African Police Services. These were informed by

reports from the Gauteng Department of Education and South African Police Services respectively.• Correctional Service tours for learners were conducted. Learners with behavioural problems were identified.

The aim of the programme was to expose learners to the prison environment and facilitate engagement with inmates, in an attempt to deter learners from future involvement in crime, drugs and substance abuse.

• School Safety summits were held in different parts of the province including Westonaria, Duduza (Ekurhuleni) and Sedibeng (Vaal).

• School Safety audits were conducted in order to identify safety risks at school as well as to inform school safety interventions to be undertaken.


• Capacity building for school safety learners was undertaken with a view to developing and implementing school safety plans.

• The training of school safety ambassadors was also completed through a “Peer to peer” training initiative”

Alcohol and substance abuse programmes

• The department hosted two anti-gangsterism camps for young men who are leaders and some who are at risk of being involved in gang activities.

• The department was also involved in setting up programmes to support vulnerable groups like the elderly, gays and lesbians and people with disabilities.

• Continued support and educational sessions were provided to Victim Empowerment Centers. The Victim Empowerment Centres were also extended through the green door project aimed at combatting women abuse and domestic violence.

Through its work in public education and information, the department empowered citizens to participate in departmental programmes aimed at promoting public safety. Some of the work undertaken during the period under review includes the following:• The “take charge” campaign relaunch in Sedibeng• Campaign around police killings• Publicizing law enforcement operations in Riverlea• Highlighting the departments intervention with respect to vigilantism in Etwatwa• The handing over of Palesa Madiba’s remains to her family• The Community Patrollers Indaba• Easter Road Safety Campaign• The MEC’s intervention with respect to the abuse of Celeste Abrahams.

Programme 3: Traffic Management

During the financial year under review a number of projects were carried out by the Traffic Management Chief Directorate. These included the following; • Road traffic enforcement operations targeting offences such as driving under the influence of alcohol or drugs,

excessive speeding, reckless and negligent driving.• Major blitzes targeting vehicles for roadworthiness through the use of static and mobile vehicle testing stations.• Road safety and awareness sessions conducted across the province

The Saturation Unit won an award during the annual awards ceremony organized by tracker for the “Best law enforcement unit in the pursuit and recovery of highjacked vehicles in the province” category. Our congratulations go out to this unit.

For the upcoming financial year 2016-2017 the Department will continue to focus on the implementation of its mandate to reduce road fatalities as well as the intensification of the oversight efforts of the Provincial Secretariat. Administratively the focus will be on improved governance and accountability across all the aspects of the Department’s work. The Department will renew its commitment to service delivery and the entrenchment of the Batho Pele principles.

YOLISWA MAKHASI HEAD OF THE DEPARTMENT


2Part Information on Predetermined Objectives


2. Overall PerformanceDuring the year under review the Department changed its programme budget structure from four programmes to three programmes. This resulted in the consolidation of Programme 2 and 3 into one programme now renamed Provincial Secretariat (Programme 2). The activities of the Department during the 2015/2016 were thus implemented through the programme structure depicted below:

• Administration• Provincial Secretariat• Traffic Management

The Department’s performance is captured as per the aforementioned budget structure in the table below during the year under review:

Programme Name Total number of targets Total number of targets achieved

Total number of targets not achieved

Percentage % Achieved

1. Administration 57 51 6 89%

2. Provincial Secretariat 50 37 13 74%

3. Traffic Management 25 21 4 88%

Overall performance 132 109 23 83%

Programme PerformanceAs it is evident from the summarised table above, the department made progress in the achievement of its targets. The ensuing discussion captures detail in relation to this progress across all of the Department’s programme areas.

Programme 1: Administration

This programme is composed of the following sub programmes;

• Office of the Member of the Executive Council (MEC)• Office of the Head of Department• Financial Management• Corporate Support Services

Programme 2: Provincial Secretariat

This programme is composed of the following sub programmes:

• Policy and Research• Police Monitoring and Evaluation• Promotion of Safety• Social Crime Prevention and Community Police Relations• Public Education and Information


This programme is composed of the following sub programmes:

• Traffic Law Enforcement, Public Transport Inspectorate and Special Services• Traffic College• Road Safety Promotion

2.1.2 Voted Funds


During the year under review the Department received an appropriation as captured in the table below: Description Main Appropriation Adjusted Appropriation Actual Amount Spent Over / Under

Expenditure

Administration 85 927 92 884 92 222 -

Civilian Secretariat 189 330 188 120 167 430 21 352

Traffic Management 346 895 455 076 455 076 -

Total (payments & estimates) 622 152 736 080 714 728 21 352

2.1.2.1 Aim of Vote 10As outlined in the strategic plan 2015-2020, the mandate of the Gauteng Department of Community Safety (the Department) is to ensure effective oversight over the province’s law enforcement agencies and to reduce the number of road accidents and fatalities in the province. In addition, the Department is the lead Department in implementing Provincial Outcome 3 which ensures that ‘all people in South Africa are and feel safe’. The Department has identified its mission as improve public safety in the province specifically through:

• Monitoring and evaluating the effectiveness and efficiency of policing agencies;• Effective implementation and promotion of appropriate social crime prevention initiatives;• Providing excellent traffic management services;• Coordination of efforts and programmes in the criminal justice system;• Educating and empowering citizens on issues of public safety and coordinating community safety initiatives;• Improving and strengthening relations between the police and communities; and, • Determining community policing needs and priorities in keeping with the provisions of section 206 (1) of the

Constitution of the Republic of South Africa, 1996.

2.1.3 Strategic outcome oriented goals

During the year under review the department implemented the following strategic outcome oriented goals:

PROGRAMME 1: ADMINISTRATIONStrategic Goal 1 • To provide a range of strategic organizational transformation and business improvement process to the

department • To provide effective and efficient inter-governmental relations management support to the department• To provide integrated risk management support to the department• To effectively and efficiently manage expenditure• To report timeously and accurately on the department finances• To implement an effective and efficient demand management , acquisition, provisioning and asset management

system and processes• To recruit, develop and retain appropriate and sufficiently skilled staff• To provide safety, security record keeping and facility management for the department• To provide cost effective integrated IT management service to the department• To provide general legal advisory and litigation services as well as specific policy related services to the department• To provide security services

Goal statement • To ensure internal excellence in practices supporting the Department by effectively delivering on its mandate

Justification • This aims to ensure that the Department functions optimally through effective business processes and resource support services

Links • Departmental output: Improved governance and efficiency• GPG Pillar : Transformation of the state and governance; and• GPG Pillar : Modernisation of the public service• ANC 2014 Election Manifesto

PROGRAMME 2: PROVINCIAL SECRETARIATStrategic Goal 2 • To improve the quality of policing

• To conduct accurate, reliable and relevant qualitative and quantitative research • To monitor and evaluate police performance • To strengthen the monitoring of police conduct• To facilitate the improvement of police conduct

Goal statement • To promote more effective police performance and conduct

Justification • This aims to monitor police conduct, oversee the effectiveness and efficiency of the police service and assess the effectiveness of visible policing


Links • Gauteng Safety Strategy and GPG outcome 3• ANC 2014 Election Manifesto• GPG Pillar: Accelerated social transformation; • GPG Pillar : Modernisation of the public service• National and provincial SAPS targets• Departmental outputs numbers 1, 2, 3 and 5 • Civilian Secretariat Act of 2012

Strategic Goal 3 • To enhance social crime prevention• To accept, temporarily house and to support victims • To provide volunteer based victim support services at police station level throughout the province• To improve the functioning of community policing forums• To monitor the performance and functionality of community police relations• To improve youth safety• To promote youth safety• To improve school safety• To promote school safety• Increased safety amongst vulnerable groups (VAWAC)• To prevent violence against women and children• To increase Community mobilisation• To increase awareness through outreach programmes• To Increase safety awareness• To provide support to sectors• Improved media coverage (Reputation Management)• To increase awareness through internal communication• Increase safety awareness• To increase media coverage on departmental programme and projects• To increase awareness through marketing

Goal statement • To promote the safety of vulnerable groups in Gauteng through community mobilisation

Justification • It aims to prevent social crime, • promote good relations between the police and the community, • ensure victim empowerment and support • strengthen inter-governmental relations

Links • GPG Pillar: Accelerated social transformation; • GPG Pillar : Modernisation of the public service• Departmental outputs number 1, 2, 3 and 6• ANC 2014 Election Manifesto• Gauteng Safety Strategy (2006-2014)• National Youth Commission Act, 1996 • National Crime Prevention Strategy (NCPS), 1996 • Civilian Secretariat Act of 2012

PROGRAMME 3: TRAFFIC MANAGEMENTStrategic Goal 4 • To strengthen Traffic Law Enforcement

• To reduce road fatalities in Gauteng• To enhance law enforcement measures• To remove un-roadworthy vehicles from the roads

Goal statement • To create a safe and secure environment through effective traffic law enforcement, road safety promotion and traffic officer training and development

Justification • Effective traffic law enforcement and the promotion of road safety will contribute to a reduction in road fatalities and accidents thereby leading to a safe and secure road environment.

Links • GPG Pillar : Accelerated social transformation; • Departmental outputs 5 and 7• ANC 2014 Election Manifesto• Gauteng Road Safety Strategy, 2006• National Road Safety Strategy

2.1.3.1 Implementation of strategic outcome oriented goals

During the year under review the Department implemented its strategic outcome orientated goals.

Overseeing the effectiveness and efficiency of the police service

The Department continued to monitor police conduct and overseeing the effectiveness and efficiency of the police service including receiving reports on the police service of the various identified police stations. In addition, the Department investigated public complaints alleging police inefficiency in line with the provisions of section 206 (5) (a) of the Constitution of South Africa. The investigated complaints related to poor service delivery, poor investigation, unprofessional conduct, poor communication and other cases were miscellaneous.


Victim empowerment services

The Department continued to ensure that victim empowerment services in the form of Victim Friendly Rooms (VFR) are rendered at the various police stations across the province especially to the most vulnerable groups such as women, children, the elderly as well as persons living with disabilities. These services rendered by the victim empowerment services were monitored to ensure that they are operating according to the prescribed minimum norms and standards.

Most of the Victim Empowerment Centres (VECs) are linked to some of the Non-Governmental Organisations (NGOs) such as Lifeline, Alpha Trauma, A re Ageng, FAMSA, Kopano Manyano and Polokego whilst other police stations are not linked to the NGOs. A range of support services were provided to the vulnerable groups such as psychosocial support services, medico legal services, family legal support services, pre and post court appearance support services, court preparation services, and the provision of residential services for victims.

Other services include;• women accommodated in skills development programmes, • women and children participating in social interaction skills and normalisation activities, • children accommodated in Early Childhood Development (ECD) centre,• school going children placed in local feeder schools • adult residents receiving psycho-social interventions services. • Women who were victims of domestic and sexual offences related cases were skilled to be self-reliant when

they exited the victim empowerment centers such as Ikhaya Lethemba. • The monitoring of green doors/safe houses in order to bring services closer to the people of Gauteng continued. • Support and guidance were offered to gender based violence clients like registering and referring of cases that

were incorrectly closed.

Volunteer training

The Department ensured that various volunteers from victim empowerment centres, youth desks and Community Police Forum (CPF) were trained to capacitate them to discharge their duties fully and professional. The training included patroller framework, community intelligence gathering, basic firefighting and first aid. These were done in conjunction with South African Police Services and Johannesburg Emergency Medical Services.

Patroller programme

The community patroller programme continued to be implemented with renewed levels of vigour. Patrollers continued to be deployed at various identified areas across the province.

Analysis of the profiles of youth in conflict with the law

Youth criminality profiles were analysed through a number of partnerships with government and civil society organisations. These partnerships plans were implemented and monitored through joint programmes at ward, sector, regional and provincial levels. The Department of Correctional Services has come on board as a partner in making sure that programmes with parolees is highlighted. These programmes were conducted in various clusters.

Youth focus interventions program

The Department continued to mentor and give sessions on moral regeneration, self-awareness and motivation to the young people. Young people were trained from across the province in leadership skills provided by German International Funding Agency (GIZ) and Mondi Paper. Drug rehabilitation and awareness program

Departmental programmes such as Men As Safety Promoters, Youth Safety, Youth Desk, School Safety, Patrollers, CPF’s and Women Safety Desks were implemented rigorously. Coordinators were at the disposal of the Provincial team to assist whenever they were required to intervene. During the roll out of this programme, the Department encounters drug abuse cases where interventions were conducted by referring those cases to the nearest Social Development office for assistance.


Correctional service visits

The Correctional service tours consisted of learners from identified schools within the province embarking on a journey of prison life through an interaction with inmates who shared their real life testimonies. These offenders currently serving sentences ranging from 10 years to life sentences, related to drug addiction and drug trafficking. They shared their own stories, displaying how small habits graduate to bigger addictions.

Public perceptions of crime and safety in the province

The Department continues to intensify its campaign through educating communities about road safety issues, services rendered by the department, stakeholder management sessions, and economic opportunities roadshows. Key activities included hosting various events such as 16 days of Activism on No violence Against Women and Children, Women’s month, safety month and women’s day. The Department successfully launched rural safety programmes in Hammanskraal, Devon and Bronkhorstspruit amongst others and public meetings were held in various communities.

Reduction in road fatalities

The Gauteng Traffic Police continued to contribute towards a reduction in the number of road accidents and fatalities in the province. This reduction remained an area of strategic focus for the Department during the reporting period. Gauteng as the economic hub of the country, and having the highest number of registered vehicles, it continues to contribute to the highest number of accidents and fatalities each year.

2.1.4 Overview of the service delivery environment

Service Delivery Improvement PlanThe Department has developed and implemented a Service Delivery Improvement Plan (SDIP) which focuses on the main services described in the table below. This plan has been drafted in compliance with Public Service Regulations, Chapter 1 Part III C.

Main services and standardsMain services Beneficiaries Current/actual

standard of serviceDesired standard of service Actual achievement

Reduction in Road Fatalities

Gauteng Citizens 10% reduction in road fatalities

10% reduction in road fatalities

108%

Review of the Gauteng Strategy conducted

Gauteng Road Strategy conducted

97%

Traffic Statistics Model (Traffstats Model)

Traffic Statistics Model (Traffstats Model)

94%

Pedestrian Safety Strategy in place

Pedestrian Safety Strategy in place(Partnership with Disabled Sector in particular Self Help Association of Paraplegics)

109%

Decade Action on Road Safety Campaign

New equipment to enhance service delivery (Speed Machines; Moving Vehicle Testing Station; Roadblock Trailers Recording Devices)

102%

Applicable legislation (i.e. NRA, NLTA, AARTO etc.)

Additional Personnel especially in specialised units

National Rolling Enforcement Plan

Development of Standards Operating Procedures


Main services Beneficiaries Current/actual standard of service

Desired standard of service Actual achievement

Rendering Preventative Programmes on ViolenceAgainst Women AndChildren (VAWAC)

Gauteng Citizens The prevention of VAWAC through pro-active programmes aimed at empowering the community with information of Gender Based Violence

The prevention of VAWAC through pro-active programmes aimed at empowering the community with information of Gender Based Violence

952 VAWAC prevention programmes implemented to promote social crime prevention

8000 men sensitised on gender Transformation and involved in the eradication of VAWAC

8000 men sensitised on gender Transformation and involved in the eradication of VAWAC

More than one VAWAC programme implemented per station

1000 women empowered with information on VAWAC

1000 women empowered with information on VAWAC

4 Programmes on the prevention of VAWAC implemented

500 elderly people empower with safety tips

500 elderly people empower with safety tips

More people pitched for sessions and the standard was underestimated

100 people with disabilities empowered

100 people with disabilities empowered

1400 Youth recruited including current & new volunteers

Youth Crime Prevention Desks are a youth volunteer structure aimed at achieving the following:

1005 recruitment of youth to serve as volunteers in promoting youth safety

Youth Crime Prevention Desks are a youth volunteer structure aimed at achieving the following:

1005 recruitment of youth to serve as volunteers in promoting youth safety

178

Peer to peer education of young persons on youth safety

Peer to peer education of young persons on youth safety

A critical component of the Service Delivery Plan relates to consultations with beneficiaries. The Departmental activities in this regard are cryptically captured in the table below:

Batho-Pele Principles arrangements with beneficiaries (Consultation, access etc)Current/actual arrangements Desired arrangements Actual achievements

Consultation • Public meetings;• Imbizos;• Awareness sessions;• Door to Door Campaigns; and• Road Safety Sectors (i.e. Faith-based;

Organisations, Traditional Healers Associations, Liquor Traders, Taxi Industry, Bus Associations).

• 567

• 15 Cluster and Station MASP meetings• 5 Public consultations/ AGM• 4 Awareness Campaigns and• 2 Annual General Meetings of the VAWAC

with VAWAC volunteers at station, cluster and provincial level.

• Meetings covered under Quantity report above;• 4 Annual campaign held;• Regional consultation not held;• No deviation, and• 2 AGMs held.

Access • Walk-in service• Fax or email• Website• Posts and• Social Media (i.e. Twitter, Face book)

• 22 483 people walked – in to the department to access different traffic – related services.

• 15 Engagements with Social Crime Prevention Coordinators and volunteers

• 20 Engagements with the MASP and Woman Safety desk Provincial desk, and

• 141 SAPS VEC and Regional Victim Office.

• 15 Engagement s held• 36 Engagements with the MASP and Woman

Safety desk Provincial desk and• More supervisory meetings held.


Current/actual arrangements Desired arrangements Actual achievements

Courtesy • Acknowledgement of complaints and investigation thereof

• Provision of feedback and• Follow-up on cases.

• 5 complaints received and finalised in the previous financial year

• Receipt of complaints by Social Crime Prevention Coordinators or MASP Provincial Executive committees

• None

Information • Information brochures, talks, presentations• Pamphlets• Leaflets• Electronic Message Bars and• Display of Smashed Vehicles.

• 567 Road safety awareness sessions,• Approximately 20 000 pamphlets,• 80 Message Bar vehicles and• 80 Smashed vehicles were displayed across the

province.

• 4 Workshops and training opportunities women, elderly and people with disabilities

• MASP Safety manuals and• 1 Information Brochures, Intranet, and Posters.

• 1 MASP Safety manual

Openness and Transparency • Information sharing sessions with stakeholders (internal and external) and

• Awareness campaigns.

• 567 awareness campaigns were conducted.• We had a session with Bikers.• We had a session with GETS Learner transport

Association and• We had Stakeholder summit on the 10th of

March at Turfontein Race Course attended by 1 000 delegates.

• Association

• Annual General Meeting • 3 Annual General meetings held• 3 more regional MASP AGMs were not

undertaken due to budgetary constraints and will be prioritised for the New Year

Redress • Code of Conduct,• Anti-corruption Strategy,• Sectoral Strategy, and• Disciplinary Procedures in place for any

misconduct by staff.

• 2 staff members dismissed for fraud and corruption.

• 4 staff members facing disciplinary action

• Disciplinary Procedures in place for any misconduct by staff.

• Informal complaints mechanism in place.• Public Service Commission• Independent Complaints Directorate.

• No disciplinary procedure undertaken• No complaints received

Value for Money • Trained Traffic and Road Safety Officers• Relevant tools of trade (i.e. firearms, patrol

vehicles,) and• Advanced technology (as indicated above)

• 100 traffic officers will complete traffic officers course in December 2016

• 200 traffic officers will complete traffic officers course in June 2016

• 36 fire arms procured cost of R33960• Bilateral with G fleet to supply more vehicle

• Experienced Social Crime Prevention Coordinators with relevant tools of trade to support the advancement of the VAWAC and

• Stipends for the Provincial VAWAC Executive.

• 4 SCP Coordinators with tools of trade (cell phones, laptops & GG cars)

• Stipends paid for 10 months to MASP and WASP not paid due to financial constraint in the Department

• Stipends issued to MASP volunteers • VAWAC community programmes supported

Service delivery information tool

Current/actual information tools Desired information tools Actual achievements

Performance Management Tool Desired information tools adequate Performance Management Tool

Management Performance Assessment Tool Desired information tools adequate Management Performance Assessment Tool

Program of Action Desired information tools adequate Program of Action

Complaints mechanism

Current/actual complaints mechanism

Desired complaints mechanism Actual achievements

Suggestion Boxes Establish Complaints Committee None


2.1.5 Overview of the organisational environment

The Gauteng Department of Community Safety (the Department) derives its core mandate from section 206 (3) of the Constitution of the Republic of South Africa, 1996 (the Constitution), which entitles the province, among others, to:

• monitor police conduct;• oversee the effectiveness and efficiency of the police service, including receiving reports on the police service;• promote good relations between the police and the community;• assess the effectiveness of visible policing; and,• Liaise with the Cabinet member responsible for policing, or the Minister of Police, with respect to crime and

policing in the province.

The Constitution places the responsibility on the department to achieve the abovementioned.

In addition to deriving our core mandate from the Constitution, Parliament passed legislation in the form of the Civilian Secretariat Act No. 2 of 2011, which is aimed at strengthening oversight of the Police. This Act defines the functions and powers of the Civilian Secretariat as follows:

• monitor and evaluate the 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;• assist the Civilian Secretariat with any monitoring and evaluation projects; • promote community police relations;• establish and promote partnerships; and

• manage the enhancement of community safety structures with the province

The Independent Police Investigative Directorate (IPID) Act, 2011 places an obligation on the Department, inter alia, to monitor police compliance with the Domestic Violence Act, 1998. The work relating to this act has already begun in earnest.

The department has also committed to improving on the manner in which the police are dealing with communities in the wake of the recent increase in service delivery protests. The Department will facilitate SAPS’s participation in crowd management training to improve the way they deal with our people.

During the year under review the Department started implementing the Gauteng Safety Strategy. The department has identified 8 pillars that will be leveraged to ensure that Gauteng becomes a safer place. These pillars are:

i. Improving the quality of policingii. Encouraging community participationiii. Promoting social crime preventioniv. Integrity managementv. Institutional arrangementsvi. Creating a safer road environmentvii. Promoting pedestrian safetyviii. Improving traffic law enforcement

It must be recognised that there have been significant improvements in the SAPS since the advent of democracy in 1994. These achievements have provided a solid basis from which the police can achieve greater and continuous achievements against crime. This pillar sees the Provincial Executive as the elected government of the people of Gauteng playing a greater and more innovative role in the transformation process to improve the quality of policing in the province.

A fundamental principle of democracy is to ensure that the elected representatives of the people respond to their needs and concerns. The power of the state is expressed most clearly through its policing agencies. It is therefore necessary for elected structures to develop policy for the police and ensure that they are held adequately accountable to these structures. This principle is clearly expressed in section 206 of the Constitution which provides Provincial Executives with the authority to determine policing needs and priorities in the province.


The occurrence of corruption related to traffic regulation enforcement is most rife in Gauteng Province. Statistics South Africa (2012) indicated that 70.5% of all forms of corruption in the province relate to traffic regulation enforcement.

Research indicates that Law Enforcement Agencies (LEA’s) are most susceptible to bribery, especially the kind of bribery that entails receiving monetary rewards in return for assisting learners’ license applicants to cheat on their exams, as well as assisting car vendors attempting to purchase “paper” certificates without following the proper testing procedures. The Arrive Alive Campaign elaborated on the impact of corruption on road safety. The cardinal risk associated with corruption is an increased risk of unsafe conditions. Moreover, fiscal resources intended for maintenance of roads, service provision and upgrading of facilities are misplaced and diverted for private gain.

The vision of Gauteng as a global city-region demands that the different departments and spheres of government operate in a more integrated and coordinated manner. This means aligning the planning processes, capacity and activities of the government and agencies outside of government to realise specific objectives that will achieve maximum impact on targeted crime problems.

As we are able to better understand what works in which circumstances and why, we will increase our capacity to mobilise further resources to achieve the same effect in more communities. In essence, this strategy represents an attempt to apply the theory and practice of ‘holistic governance’ as required by the global city-region vision in the fight against crime in Gauteng.

2.1.6 Key policy development and legislative changes

Apart from the implementation of the new strategic agenda for the province the only other policy issues related to the crafting of a revised Gauteng Safety Strategy. No new legislation relevant to the department was passed during the period, under review. However during this period the National Secretariat issued two White Papers namely:• The draft White Paper on the Police; and• The draft White Paper on Safety and Security.

The Department has made comments on both these documents and will continue to be part of the stakeholder engagement process that underpins this initiative.


1Programme Administration


Programme 1: AdministrationThe purpose of the programme is to provide administrative and management support to the Office of the MEC and the HOD. It also carries out all financial, supply chain, legal, fraud, risk, auxiliary support and human resource management activities for the Department.

Sub-programme 1.1: Office of the MECPurpose

The purpose of the Office of the MEC is to provide the Department with strategic, political oversight support.

Strategic objectives

The strategic objective for the Office of the MEC is:• To provide political leadership to the Department.

Performance indicators and targets.

The Office of the MEC focused on the provision of strategic political support to the Department to enable her to perform her political duties and functions during the reporting period. The Office also assisted the MEC to reach out more to the communities. This has strengthened the relations between the Department and the communities.

The office also managed to strengthen the relationship with the Legislature especially on the coordination of the responses to the questions posed to the Department. The office liaised with the Cabinet Secretariat to keep track of all the Departmental submissions to the Executive Council (EXCO). The Office was also responsible for the management of the budget allocated to the Office, to ensure that the office is adequately resourced and that the budget is managed prudently and judiciously.

Sub-programme 1.2: Office of the Head of Department Purpose

Purpose of the Office of the HOD is primarily to provide the Accounting Officer with strategic, technical and effective administrative support to enable her to fully exercise his powers and to perform his duties and functions.


To provide a range of strategic organizational transformation and business improvement processes to the department

The office of the HOD performs its duties and functions in pursuit of the following strategic objectives:• To provide a range of strategic organizational transformation and business improvement process to the

department • To provide effective and efficient inter-governmental relations management support to the department• To provide integrated risk management support to the department• To effectively and efficiently manage expenditure• To report timeously and accurately on the department finances• To implement an effective and efficient demand management , acquisition, provisioning and asset management

system and processes• To recruit develop and retain appropriate and sufficiently skilled staff• To provide safety, security record keeping and facility management for the department• To provide cost effective integrated IT management service to the department• To provide general legal advisory and litigation services as well as specific policy related services to the department• To provide security services• To conduct accurate, reliable and relevant qualitative and quantitative research • To monitor and evaluate police performance • To strengthen the monitoring of police conduct


• To facilitate the improvement of police conduct• To accept and temporarily house and to support victims • To provide volunteer based victim support services at police station level throughout the province• To monitor the performance and functionality of community police relations• To promote youth safety• To promote school safety• To prevent violence against women and children• To increase awareness through outreach programmes• To provide support to sectors• To increase awareness through internal communication• To increase media coverage on departmental programme and projects• To increase awareness through marketing• To reduce road fatalities in Gauteng• To provide quality traffic management training• To increase road user compliance to the rules of the road

Sub-programme: Performance Monitoring and EvaluationPurpose

The purpose of this programme is to provide an institutional planning, performance, monitoring and evaluation service to the department to ensure that the department is able to strategically position itself by taking cognisance of changes and shifts within its broader organizational performance environment.

The secondary purpose relates to the rendering of a service in relation to the drafting of all regulated planning documentation such as the strategic plan, the annual performance plan and the programme of action the service also extends to monitoring performance against these aforementioned documents as well as evaluating the impact of the Departments service delivery initiatives.


To provide a range of strategic organizational transformation and business improvement processes to the department

SUMMARY OF ACHIEVEMENTS

This directorate continued to monitor and evaluate the performance information for the institution. This was done through the compilation, consolidation and tabling of monthly, quarterly and annual reports to both internal and external stakeholders. The unit received all the monthly and quarterly reports from the different programmes and sub programmes in the department and verified the evidence against the reported targets for veracity. They produced 12 quarterly reports which were submitted to Treasury, Audit Committee, Portfolio Committee on Community Safety and the office of the MEC.

The Department was thus able to monitor strategic planning, Annual Performance Plan (APP) and Program of Action (POA) implementation. To this end 12 monthly Programme of Action reports were compiled and sent to the Gauteng Planning Commission (Office of the Premier). During the period under review, the unit finalized the annual performance plan, the Programme of Action for the financial year 2016/2017 as well as the POA for the implementation of the 2016/17 financial year.

The exercise of conducting verification of performance information was strengthened during this financial year.

The unit facilitated the MPAT process for the period under review. The scoring for MPAT 1.5 was reviewed and we resubmitted evidence during the challenge period, which was overlooked in the initial submission as this would allow the department to improve some of its scores.


Programme Performance indicators Baseline (Actual Output 2014/2015)

Target(2015/16)

Actual Performance againstTarget

Reason for variance

Target(2015/16)

Actual(2015/16)

1 An updated strategic plan developed 1 1 1

2 Annual Performance Plan Developed 1 1 1

3 Annual Performance Plan implemented and monitored 12 12 12

4 Performance Management sessions conducted 8 8 8

5 Quarterly review sessions conducted 1 4 4

6 Programme Of Action reports consolidated and submitted 12 12 12

7 Job Creation consolidated and submitted 12 12 12

8 Quarterly Performance Report (QPR) Treasury, Portfolio and Audit Committee reports consolidated and submitted 12 12 12

Sub-component: Inter-governmental Relations

Purpose

The purpose of the sub component is to provide an inter-governmental relations service to the department that will ensure that the department achieves to and contributes to the provincial government’s integrated transformation agenda through participation in intergovernmental forums and sharing of intergovernmental learnings as well as technological platforms. The secondary purpose relates to the ensuring of enhanced community participation and interaction as well as improved relations between the department and law enforcement agencies and municipalities.


To provide effective and efficient Intergovernmental Relations support to the department

Programme Performance indicators Baseline(Actual Output

2014/2015)Target (2015/16)

Actual Performance against Target Reason for Variance

Target(2015/16)

Actual(2015/16)

1 IGR policy drafted and adopted 1 1 1

2 IGR policy implemented and monitored 0 4 4

3 IGR Strategy drafted and adopted 1 1 1

4 IGR Strategy implemented and monitored 0 4 4

Sub-component: Risk Management

Purpose

The purpose of the Risk Management sub component is to provide the Accounting Officer with strategic, technical and effective risk support to enable him to fully exercise his powers and to perform his duties and functions.


To provide integrated risk management support to the department;• Resolve observations / findings raised by the Gauteng Audit Services (GAS) and the Auditor-General (AG) on

the annual audit of the Department• Manage Departmental fraud and corruption• Promote an ethical environment



During the reporting period the unit Risk Management, Anti-corruption and Fraud achieved all its operational targets set for the year. The Risk unit was fully capacitated and this assisted in improving Risk Management in the Department. The external chairperson, chaired the risk Management Committee meetings and this added valued impetus to the Risk management process in the Department. All internal audits planned for the year were conducted and this assisted in improving the department’s internal control environment. 85% of the Auditor Generals recommendations, from the prior year audit, were implemented and the remaining 15% is work in progress.

The Anti-corruption and Fraud sub-component focused their energies on creating awareness within the department, in which they have reached a total of 274 staff members. They also ensured that the policies that guide them are developed and in some cases reviewed to give their work its impetus. A total of 353 anti -corruption posters were put up at various points in Gauteng. The unit succeeded in closing all of its National Hotline cases and assisted sister Departments with their investigations as well.

Programme performance indicator Baseline(Actual Output

2014/2015)Target

(2015/16)


Target(2015/16)

Actual(2015/16)

1 Strategic risk register compiled 1 1 1

2 Operational risk register compiled 1 1 1

3 implementation of the strategic and operational risk register monitored

12 24 24

4 Gauteng Audit Services(GAS) findings implemented and reported on

4 4 4

5 Tracking of Auditor General (AG) findings, implemented and reported on

4 4 4

6 Fraud and anti-corruption prevention plan implementation and monitored

12 12 12

7 Integrity strategy implemented and monitored through ethics and anti-corruption awareness sessions

12 12 12

Sub-programme: Financial ManagementPurpose

The purpose of this sub-programme is to carry out all financial and supply chain functions of the Department.


• To effectively and efficiently manage expenditure

• To report timeously and accurately on the department finances


The unit has improved the average time it takes to pay suppliers, contract workers and interns have been brought in to assist in achieving the goals and targets of the unit. Budget monitoring sessions have been scheduled and form part of the departmental year planner, a different approach has been taken to improve the usefulness of the budget monitoring sessions. The RLS 02 control document was reintroduced, to improve the control environment and improve the turnaround time to pay suppliers, within the specified 30 days period.



2014/2015)Target

(2015/16)


Target(2015/16)

Actual(2015/16)

1 Compilation of the budget in accordance with required standards and time frames 1 1 1

2 Timeous collection of revenue as per the PFMA and relevant prescripts 12 12 12

3 Timeous reporting of the department’s financial performance to relevant authorities ( Legislature, Treasury and Audit committee) 4 4 4

Sub-component: Supply Chain Management

Purpose

The purpose of this sub-programme is to carry out all supply chain management functions of the Department efficiently and effectively.

Strategic objective

To implement a Supply Chain Management system that is fair, equitable, transparent, competitive and cost effective.


The Department implemented the Consultancy Reduction Strategy duing the financial period. The strategy enforced the units to conduct a gap analysis of the skills in the department prior to engaging consultants. Service providers were obliged to transfer skills to departmental officials. Through this process the Department reduced the expenditure on consultants from R 3.6m during the 2014/15 finacial year to R854,000 during the 2015/16 financial, a reduction of 76%.

The Department has managed to achieve its Township Economy Spend target. The target set was 12% and the Department achieved 18.7%. Audits planned for the year were conducted to improve the internal control environment within SCM. The Supply Chain Management Policy was approved during the financial year 2015/16.

An asset verification process was completed during the reporting period, with four quarterly inventory counts completed as well. The Department continued to use the SAP Inventory Management system and developed an in-house asset management system that will later be migrated to SAP. The Department also continued to monitor the effective use of its fleet and has started the process of leasing transaction with G-Fleet whereby all departmental vehicles will be sold to G-Fleet and leased back. This is aimed at maximising efficient fleet management and saving cost.

Programme performance indicator Baseline(Actual

Output 2014/2015)

Target(2015/16)


Target(2015/16)

Actual(2015/16)

1 Procurement plans compiled 1 1 1

2 Procurement plan monitored and implemented 12 12 12

3 Develop and adopt a fleet management strategy

0 12 0

The Fleet management Strategy was submitted for approval twice, however it was returned to be reworked. Strategy is in draft format

4 Fleet management strategy implemented and monitored 0 12 0

The strategy couldn’t be implemented due it not being approved

5 Develop and adopt inventory management plan 1 1 1

6 Inventory management plan monitored and implemented 12 12 12

7 Asset management plan implemented and monitored 12 12 12



2014/2015)Target

(2015/16)


Target(2015/16)

Actual(2015/16)

8 Disposal strategy implemented and monitored 12 12 12

Sub-Programme 1.4: Corporate Services The Corporate Service sub program consists of the following sub components:• Human Resource • Legal Services• Information Technology Services• Auxiliary Services• Security Services

Sub-component: Human Resources

Purpose

The purpose of the Directorate: Human Resources is to render a comprehensive human resource support service that will enable the Department to contribute to the achievement of corporate objectives by developing a competent, highly motivated staff, and fostering a flexible, responsive working environment that enhances opportunities and maximizes the potential of every staff member.

Strategic objective

To recruit, develop and retain appropriate and sufficiently skilled staff.


For the period under review, the unit reduced the vacancy rate from 14% to 11, 7%. Training was implemented according to the skills plan, however it wasn’t to the level we anticipated, due to austerity measures. The annual human resource plan was reviewed and implemented. There were improvements in implementing the PMDS policy. Employment equity plan and report was submitted to the Department of Labour. The targets for Employment equity was met.


2014/2015)Target

(2015/16)


Target(2015/16)

Actual(2015/16)

1 Human Resource (HR) plan approved 1 1 1

2 Human Resource plan implemented and monitored 12 12 12

3 Vacancy levels managed at 10% of the approved staff establishment 14% 10% 11.7%

Recruitment was put on hold due to austerity measures,

4 Training implemented and monitored as per the skills plan 4 4 4

5 Implementation of the retention strategy 2 2 2

6 PMDS plan implemented and monitored 4 4 4

7 EE policy monitored and implemented 2 2 2


Sub-component: Legal

Purpose

To provide litigation management services, contract management services, Policy Related services, legal opinions and conducting legislative compliance workshops.

Strategic objective

This sub-programme is responsible for the provision of general legal advisory services and specific policy and litigation support to the Department.


1. Legal Opinion The 41 Legal opinions provided during period under review responded to diverse legal questions from business units and others done proactively informed by the relevant legal reforms as well as Departmental activities.

2. Policy Management The unit successfully presented and provided advice on Policies to Policy Management Committee. Fourteen (14) policies were reviewed and adopted. The unit ensured a regular update to the Departmental Policy Register.

3. Litigation ManagementThe unit managed to safeguard the interest of the Department in relation to Litigation and to this end, 5 out of court settlements were reached and payment was made to relevant parties. The unit ensured a substantial saving on claim amounting to R 350 000 through an out of court settlement of R 35 000 .1 civil claim successfully defended in court .1 criminal case was successfully defended in court against an officer.

4. Contract Management The unit ensured the safe guarding of the interests of the Department through careful assessment (vetting and drafting) of 22 agreements which led to the provision of advice to the HOD on some not to proceed with signature due to onerous provisions with potential legal risks and others concluded subsequent to successful negotiations between the parties.

5. Compliance Workshops A total of 11 workshops were conducted during the period under review which focused on specific legal prescripts relevant to mandate of the Department. The unit ensured annual submissions of Section 16 report to the Department of Communications, Section 15 report to the Department of Justice and Correctional Services as well as publication in the Government Gazette and Section 32 Report to the South African Human Rights Commission. The Section 14 PAIA manual was reviewed. A number of one (1) PAIA requests were attended to.

Programme performance indicator Baseline(Actual Output 2014/2015)

Target(2015/16)


Target(2015/16)

Actual(2015/16)

1 90% of legal opinions requested, finalised within specified timeframes 12 12 12

2 90% of policy related support service requested, finalised within the required timeframes and service standard norms 4 4 4

3 90% of Litigation management services requested, finalised within the specified timeframes and service standard norms 12

12 12

4 90% of Contract management services requested, finalised within the specified timeframes and service standards 12 12 12

5 Compliance workshops conducted 4 4 4


Sub-component: Information and Technology

Purpose

The purpose of the sub-component: Information Technology is to ensure the delivery of efficient and effective Information Technology (IT) support that will enable the business to achieve its strategic goals.


To develop information technology systems, coordinate and manage IT projects and databases, and coordinate information management strategies.


For the period under review all targets were achieved except one. This was due to delay in adoption and approval of ICT Strategy 2015/2020 and Implementation Plan.

The department noted an improvement in the Corporate Governance of ICT which was due to the implementation of ICT governance structures. A reduction of ICT audit findings was also noted and better management of ICT Risks. Management of ICT Security was one of the areas where the department showed significant improvement due to proper implementation and monitoring of ICT Security Plan which led to the reduction in Information Security incidents.

In the pursuit to ensure business continuity for the department, ICT Directorate championed the formulation of Business Continuity Management (BCM) Task team. The team facilitated and ensured the development of the Business Continuity Plan and its implementation.

In line with the Gauteng City Region e-Government Strategy 2015-2020 as informed by the TMR Pillars 5 “Modernization of the public service” the department rolled out the Gauteng Broad band Network (GBN) to all regional offices. Automation of departmental business processes through development of various business applications by the internal System Development team lead to reduction of costs and dependency on service providers. The following systems were developed: • Asset Management System, • Case Management System,• Litigation and • Traffic College Management System

The Knowledge Management Strategy and implementation plan was developed and approved. The strategy seeks to improve information and knowledge management within the department through the introduction of various processes and systems that will ensure better management of the department’s information assets. The development of the Departmental Knowledge Management Strategy was done as a solution to various challenges the department was facing.

Programme performance indicator Baseline(Actual Output 2014/2015)

Target(2015/16)


Target(2015/16)

Actual(2015/16)

1 IT governance policy framework implemented and monitored (MPAT 12 12 12

2 IT strategic plan and operational plan developed, reviewed and approved 0 2 0

Drafted but not adopted by the ICT Steering Committee

3 IT operations implemented and monitored 12 12 12

4 Knowledge management strategy approved 0 1 1


Sub-component: Compliance and Auxiliary Services

Purpose

The purpose of the Directorate is to promote facilities and auxiliary services for the Department.


To provide safe and secure record-keeping and facility management for the Department.

SUMMARY OF ACHIEVEMENTS The unit performance for the period under review was achieved at the satisfactory level. The OHS committee was established and 2 meetings held. Records Management was improved by converting files in line with Records Management Archives Act.

Performance indicators Baseline (Actual Output

2014/15)

Actual Performance against Target

Reason for Variance

Target(2015/16)

Actual(2015/16)

1 Functioning of the OHS Committee monitored

0 4 2

The committee didn’t meet on a regular basis because of organisational and logistical challenges.

2 Compliance to Occupational Health System (OHS) act and related legislation implemented and monitored 0 4 4

3 Records managed in accordance with the Archives Act, PAIA and operational requirements 4 4 4

4 Service delivery plan implemented and monitored 4 4 4

5 Vetting policy and plan implemented and monitored 0 4 4

6 Submission of disclosure forms monitored and reported on 0 4 4

Sub-component: Security Services

Purpose

The purpose of the Directorate is to provide security services to the Department.


To provide security service to the Department.


Security Threat Analysis was conducted and report received and the department is a process of implementing the recommendations. The unit compiled the vetting plan and submitted to the office of the Premier and State Security Agency. 2 awareness sessions conducted for SMS, SCM and HR on pre-screening and vetting process. The sessions were to explain the implications of non-compliance

Security committee was establish and the committee to sit on a regular basis in the coming financial year.

Technical Surveillance Counter measure was conducted.



2014/2015)Target

(2015/16)


Target(2015/16)

Actual(2015/16)

1 Security threat assessment conducted 1 1 1

2 Security vetting conducted 2 4 4

3 Security committee established 0 1 1

4 Number of security awareness sessions conducted

0 4 2

Sessions not held due to unavailability of external partner (SSA) to conduct the sessions

5 Losses and damages of assets investigated 4 4 4


2Programme Provincial Secretariat


Programme 2: Provincial SecretariatThe central aim of the programme is to contribute towards improved police performance by overseeing the effectiveness and efficiency of the province’s law enforcement agencies, which includes receiving reports on these agencies of law enforcement. The programme is also responsible for the determination of policing needs and priorities for the province to give effect to the provisions of section 206 (1) of the Constitution.

Research into a variety of policing matters is conducted through this programme to make a positive contribution in the decision-making processes of the Department. In a nutshell, the programme takes responsibility for the performance of the functions of a Provincial Secretariat for Police, which is established in keeping with the dictates of section 16 of the Civilian Secretariat for Police Service Act, 2011 (Act No. 2 of 2011).

This programme is responsible for the implementation of Output 2: Reduction in priority crimes and Output 5: Effectiveness of the Integrated Criminal Justice System.

Sub-component: Policy and Research

Purpose

The purpose of the sub-component: Policy and Research is to undertake research on safety and security matters with the intention of improving policing and making informed strategic decisions.

Strategic objective

To conduct accurate, reliable and relevant qualitative and quantitative research projects.


In the financial year under review, the Directorate: Policy and Research delivered on all the research projects earmarked as well as additional projects. The projects earmarked were: A Review of the Oversight Model, Implementation of Smart Policing Initiatives in the Gauteng province, Measuring Law Enforcement Integrity in Gauteng province and the proliferation of gang activities in Gauteng schools.

Additional research projects carried out were: A Study to inform the development of a Road Safety Educational Programme for Secondary School Learners and An Assessment of the 2015/16 Festive Season Safety Plan. Two projects namely A Review of the Oversight Model and the Implementation of Smart Policing Initiatives in the Gauteng province are a response to the Premier’s call for robust oversight and the need for law enforcement agencies to employ smart policing initiatives in the fight against crime.

These projects deliver on the Gauteng Provincial Government’s Transformation, Modernisation and Re-Industrialisation programme. The project on measuring integrity in law enforcement agencies is a baseline study that has provided valuable insight into the ethical behavior of law enforcement officers. A roundtable on this topic will be held in the new financial year.

A study on the proliferation of gang activities in Gauteng schools confirms previous work undertaken on this subject and is coupled with the research undertaken by IFIRM recently. A Study to inform the development of a Road Safety Educational Programme for Secondary School Learners was initiated to give interns in the Directorate: Policy and Research an opportunity to carry out a research project from beginning to end, thus enhancing their research expertise. The project also identified a niche area for research as current offerings on road safety focus on primary school learners.


Sub-programme: 2.1: Policy and Research

Programme performance indicator

Baseline(Actual Output

2014/2015)Target

(2015/16)


Reason for Variance

Target(2015/16)

Actual(2015/16)

1 Number of research reports 5 4 6 The Directorate went beyond its planned objectives, because it wanted to give the Interns an opportunity to undertake a research project from start to finish therefore the study on Road Safety Education was undertaken. In addition, the Directorate was asked to assess the Festive Season Plan for 2015/16.

2 Policing needs and priorities reviewed

1 0 0 A mid-term evaluation will be undertaken in 2017/18

Sub-component: Police Performance Monitoring and Evaluation

Purpose

The purpose of the sub-component: Monitoring and Evaluation is to facilitate the delivery of improved police services through monitoring and evaluating the functioning of the provinces Law Enforcement Agencies (LEAs).


To monitor and evaluate police performance and to facilitate the improvement of police conduct.


The Department succeeded in fostering coordination and collaboration amongst the province’s Law Enforcement Agencies (LEAs). This was done through the established Gauteng Law Enforcement Agencies Forum (GLEAF). This was a critical milestone, since the establishment of Metropolitan Police Departments (MPDs) as force multipliers. As part of ensuring collaboration and coordination, all three MPDs have been integrated into the new SAPS’ TETRA system through established group channel. Furthermore LEAs representatives were deployed in the 10111 centre. This improved communication amongst LEAs in the province. Changes in the SAPS leadership saw the appointment of the new SAPS Provincial Commissioner and an overhauled management team. The Department also introduced consequence management for non-compliance with the Domestic Violence Act. Oversight work of the Department resulted in the development and implementation of the Visible Policing and Detective Recovery plans. Through one of the GLEAF sub-committees responsible for dilapidated and high jacked buildings, the Department is in possession of the list of dilapidated buildings in the precinct of Hillbrow which contributed to crime.

Sub-programme: 2.2: Police Performance Monitoring and Evaluation

Programme performance indicators Baseline (Actual Output

2014/15)Target 2015/16

Actual Performance against Targets

Reasons for Variances

Target(2015/16)

Actual(2015/16)

1 Development of the Joint LEAs Policing Strategy, facilitated - 1 1

2 Implementation of the Joint LEAs Policing Strategy, monitored

- 3 1

The target was not met as the Joint LEAs Policing Strategy was developed and approved towards the end of Quarter 3. The monitoring of the implementation therefore only happened in the last quarter of the 2015/16 financial year.

3 Number of police stations monitored and evaluated in line with existing policing strategies, policies and instructions (G-COPS, Detective 10 Point Plan, Sector Policing) 32 50 51

An additional police station was visited based on a request from the MEC.

4 Annual report on the implementation of National Monitoring Tool (NMT) recommendations 1 1 1


Sub-programme: 2.2: Police Performance Monitoring and Evaluation


2014/15)Target 2015/16



Target(2015/16)

Actual(2015/16)

5 Improvement of policing through Information Technology (IT), explored and implementation of adopted strategy, monitored (E-policing) - 1 1

6 SAPS’ performance as it relates to response time, monitored

- 4 4

7 Monitor the police budget in relation to the resourcing of police stations

0 4 2

8 Number of docket audits conducted on closed cases. 1200 dockets, 4 quarterly reports -

4(1200)

4(1200)

9 Monitor the training of detectives - 2 2

10 Monitor the implementation of e-dockets system - 4 4

11 Monitor the integration of the Radio system - 1 1

12 Compliance of Metropolitan Police Departments’ with Regulations for Municipal Police Services, 1999 assessed through quarterly review sessions Special projects implemented 3 4 2

The QRS could not be convened due to unavailability of some of the key stakeholders.

13 Number of police stations monitored and evaluated on SAPS’ compliance with Domestic Violence Act

87 85 90

The Directorate followerd a cluster approach in the monitoring DVA compliance which lead to five additional police stations being audited.

14 SAPS’ implementation of recommendations made by IPID, monitored 1 1 1

15 Public complaints alleging police inefficiency managed in line with the “complaints policy” and quarterly reports produced 4 4 4

16 Complaints management within SAPS monitored and quarterly reports produced 4 4 4

Crime Prevention and Community Police Relations

The aim of the programme is primarily to promote the safety of all communities in the province through the provision of education and awareness programmes relevant to crime prevention. It is also the responsibility of the programme to coordinate social crime prevention initiatives in the province, particularly focussing on the prevention of violence against women and children.

In addition, the programme aims to enhance the empowerment of victims across the province, through the provision of a package of services such as counselling and medico-legal services at Ikhaya Lethemba, the province’s flagship project in the battle against domestic violence and crimes against the most vulnerable members of our society. Furthermore, the programme aims to give effect to the constitutional mandate of the Department on the promotion of good relations between the police and the community in keeping with the provisions of section 206 (3) (c) of the Constitution. Communities are also mobilised through this programme, especially against the abuse of drugs and other dependence-producing substances by young people.

The work done by this programme contributes towards the implementation of Outputs: Reduction in crimes against women and Children, Social Crime Prevention and Crime Perception Management.


Sub-programme: Social Crime Prevention Purpose

The main purpose of the sub-programme is to provide professional and volunteer-based victim support services to victims of crime in the province, with special focus on victims of sexual and domestic violence.


To accept and temporarily house, to support victims. To provide professional and volunteer based victim support services at police station level throughout the Province.

SUMMARY OF ACHIEVEMENTSThere were successful convictions of the 350 ring-fenced cases. The cases of domestic violence and sexual offenses were drawn from 22 FCS clusters. These cases included, 148 domestic violence, 185 sexual offenses and 17 other matters including custody, maintenance and human trafficking.

The breakdown of these ring-fenced cases may be reported as follows:

Current Status Actual individual cases %

Resolved Matters

Convictions 120 42%

Out of court settlement (Alternative Dispute Resolution) 17 6%

Final Protection Orders

Final protection orders issued 24 8%

Cases filed at SAPS till further evidence

Filed at SAPS (as indicated where perpetrator is unknown, no DNA match yet on data basis)

61 21%

Matters with no prospect of no prosecution

Closed 66 23%

Total 350 100%

This was an improvement from the prior financial year 14/15 whereby the success rate was 32%. Some successful convictions include the following:

• Serial Rape case of 28 children held at Palmridge court for 44 received 28 Life sentences, 83 years for related crimes. Victims were supported with court preparation, counselling, advocacy and accommodation for the duration of the case. Post court debriefing also ongoing with the families.

• Serial Rape and kidnapping - 3 victims: Mamelodi the case was held at Pretoria Central court and perpetrators received 3 life sentences.

• Rape - 1 victim from Yeoville supported with accommodation and court preparation case held in JHB sexual offenses court perpetrators received 15 years imprisonment without parole and co accused 15 years imprisonment 5 years suspended (5yrs to conclude)

• Case of Incest where biological father repeatedly raped her daughter and infected her with HIV case held in Benoni court and perpetrator received Life sentence. Child was functioning at a level of a 12 year old even though she was 18. We managed to assist her to testify via intermediary, court preparation, constant feedback with the IO and extended her accommodation and therapy while provided her with hair and beauty skills as well as printing. The case was concluded within 3 months.

• Rape – 1 Victim: 18 years imprisonment was received by a perpetrator from Thembisa court. Survivor with full support of services.

• 3 Family members were successfully placed on witness protection from the father who sexually abused them and impregnated the daughter and made her abort. We supported the girls with accommodation, school, and evidence collection from Vryheid where the unborn remains of the baby were buried.


Below are some of the testimonies received from beneficiaries of our services

Godfrey Maswankanye, victim of golf stick gang

My name is Godfrey Maswankanye, 30 years old and I’m residing at Mahala Park no 5077 in Freedom Park. On the 8th of October 2011 at around 21:00, my sister Nyeleti Maswankanye (aged 20) and I were coming back from church when we got attacked with a golf stick by two men whom I know by site. They started by hitting me at the back of my head then on my face until I fainted. My sister also suffered the same fate of being hit until she faint.

We both suffered head injuries, my sister was taken to Baragwanath hospital whilst I went to Garden City hospital to receive medical attention. The effects were so traumatic and affected my sister’s mental health and studies. She has to undergo psychological assessments till to date.

Things became difficult for us at home. My father had to take my sister to school every day by taxis, I had to stop working to come and assist my father by looking after my sister and the hospital bills have cost my father a lot.

In conclusion, I would like to thank Captain Selaelo Ramabala who followed up on our case. We went to Palmridge High courts were I testified and became very glad that both culprits were given life sentences.

A rape victim from Sebokeng

In the early morning around 3 to 4 AM, a man was in the bedroom that we were sleeping in, and then he ordered me and my mother to lower our heads. I screamed then he told me to keep quite if I don’t want him to kill me the same way that he killed my brother. Then I kept quiet. He then ordered my daughter to wake up and undress and he raped her from behind.

I did not want to be exposed to this horrific act even worse with my grand-daughter watching, so I decided to grab her and ran away. This angered him and he immediately stopped rapping my daughter and assaulted me, hitting me on the head more than three times with a tool called shifting, causing my head to bleed profusely. The bleeding did not deter him as he took me to the toilet and started to rape me from behind, insisting that I should shout often saying it’s nice. Once done with me, he went to repeatedly rape my daughter in the other room. When he finished raping my daughter, he came to me, took the house keys as he intend coming back for more.

Suffering from severe pains, my daughter managed to go to our next door neighbour to ask for help, we then called the cops and ambulance. I applaud the speedy response from the police who came to take me and the daughter to a hospital for examination and thereafter, to go and write a statement.

Hearing the news through media and Community Police Forum Members, MEC Sizakele Nkosi-Malobane for the Department of Community Safety accompanied by Rev Gift Moerane and other Church Leaders from South African Council of Churches also paid us a visit on Monday to arrange for a place of safety called Ikhaya Lethemba.

Kagiso Moeti another Golf stick gang victim

I’m an African male and 21 years of age. It was on the 10th of September 2011 after watching soccer, when I was confronted by unknown men who hit me with a golf stick. I fell on the ground and fainted. I did not see the person as he approached me from the back. I sustained head injuries and was admitted to Baragwaneth Hospital for three months. My right hand is no longer functioning and had to train my left hand. I’m now still attending Neuro Therapy.

This has changed my whole life, I’m now a disabled person, I cannot walk properly and I can no longer provide for my family that depended on me. My mother is diabetic and suffering high blood pressure. I dropped out of grade 9 that year and returned back to school in 2014. I’m currently in grade 11. The incident lowered my self-esteem and confidence due to the manner in which other kids at school treat me. I had to wear a cap to cover the hole in my head that cannot close up due to injuries sustained.

Coming from a poor background, I now in need of financial assistance to further my studies and I do not know where to start. With the assistance of a witness of the crime and Captain Selaelo Ramabala, I was happy to testify in court and culprits were sentenced to 12 years of imprisonment and 5 years of suspension. What angers me most is the fact that, the criminal only served 10 months in prison. They teases me every time they come across me in the street and this me, makes me feel very unsafe.


Docket Audits

The docket audits conducted in the financial year resulted in a decrease in closed sexual offences cases.

The unit assisted clients to develop their skills through recognized learning institutions.

Sub-programme: 2.3 Social Crime Prevention


2014/15)Target 2015/16



Target(2015/16)

Actual(2015/16)

1 98% of psycho-social services requested, provided within the requisite timeframes

12 12 0

The work was done, however the evidence collected to substantiate the achievement was not relevant.

2 Number of victim empowerment centres compliant with minimum norms and standards

132 142 157

Extra monitoring and inspections conducted due to Visits relating to Nthirisano and other related improvement interventions

3 Monitoring of established Green Doors compliant to minimum norms and standards 32 12 12

4 Number of domestic violence and sexual assault related dockets analysed

975 1000 1285

Two SAPS clusters audited resulted in a higher number of dockets to be analysed.

5 Number of forensic social workers trained and deployed at identified areas

24 30 73

The department included more social workers from GDE ; DoH and TCC’s to ensure broader capacity building in the field of forensic social work.

Sub-component: Community Police Relations

The purpose of the sub-component: Community Police Relations is to promote good relations between the police and communities.


To monitor the performance and functionality of community police relations.


During the financial year 2015/2016, the CPR unit has promoted and strengthened good relations between the police and the communities. This was done through facilitating elections and functionality of Community Police Forums, Cluster CPF Boards and Provincial CPF Board. The new leadership was elected and sectors such as rural communities, street committees, neighbourhood watches, patrollers, local business communities and foreign nationals were also mobilized to maximize community participation in the fight against crime.

Sub-component: 2.4 Community Police Relations


2014/15)Target

2015/16



Target(2015/16)

Actual(2015/16)

1 Number of functional CPFs 132 100 138

2 Number of functional boards 21 23 23

3 Number of community policing forums members trained in oversight programme 0 500 1526

The number of people targeted was exceeded as the department utilized existing resources more effectively and improved its schedule of training.


Sub-component: 2.4 Community Police Relations


2014/15)Target

2015/16



Target(2015/16)

Actual(2015/16)

4 Patrollers trained in different skills programme

1263 1000 1431

The delivery of training was facilitated through a joint partnership with the SAPS and City of Joburg Emergency Services, which improved efficiencies.

5 Number of community sectors mobilised

28 22 25

More street committees participated in the Departmental programme partnered with SANCO to mobilise Street Committees.

6 Number of different community sector forums mobilised

167 141 160

More sectors were mobilised as the delivery of the programme was intensified through the inclusion of rural communities.

7 Number of public anti-crime activities supported

- 70 82

CPFs together with the SAPS conducted more public meetings and awareness campaigns in their policing precincts.

Sub-component: Promotion of Safety

Purpose

The primary purpose of the sub-component is to promote safety in the province through the provision of education and awareness programmes on crime prevention. The programme also coordinates the implementation of the social crime prevention strategy in the province, with programmes to prevent violence against women and children, youth safety, school and child safety.


• To promote youth safety• To promote school safety • To implement Violence Against Women And Children preventative programmes• To implement alcohol and drug abuse prevention programmes• To mainstream social crime prevention programmes


The Directorate continued with its efforts to promote youth safety in the province through the coordination and implementation of the Drug Reduction Summit held during the financial year. The summit dealt with three challenges viz arrest, prosecution and conviction of drug lords, syndicates and manufacturers of drugs. A number of resolutions were adopted and presented to the Premier’s Anti Substance Abuse Summit.

The MEC conducted visits to various Correctional facilities such as Zonderwater and Leewkop, in order to re-focus the department’s work on Correctional service programmes targeting learners.


Sub-component: 2.5: Promotion of Safety


2014/15)Target

2015/16



Target(2015/16)

Actual(2015/16)

1 Number of Youth Safety desks established, monitored and supported on implementation of youth criminality prevention programmes 141 142 178

Additional youth safety desks were established because of a demand at tertiary institutions.

2 Number of correctional service programme implemented for learners

- 200 205

More correctional service facilities were visited in response to the demand for such programmes.

3 Number of schools interventions implemented

- 500 488

The schools were supposed to supply delegates for the training, however the schools failed to provide the delegates.

4 Number of community and school searches facilitated, substance abuse and school searches conducted - 500 584

Target over achieved due to the high demand from communities and the Ntirhisano Programme.

5 Number of substance abuse awareness campaigns conducted in schools, communities and tertiary institutions of Gauteng. 175 300 181

Target not achieved due to focus being redirected to the implementation of Anti-gasterism programme.

6 Number of men as safety promoters groups established, monitored and supported

352 480 417

In the first part of the year this programme implementation was delayed, due to austerity measures. In the second half of the year the department intensified its efforts, however it was unable to make up the backlog

7 Number of Women Safety Desks established, monitored and supported

275 400 385


8 Number of elderly safety desks established, monitored and supported

168 160 126


9 Number of safety information sessions targeting people with disabilities

41 60 49


10 Number of social crime prevention programmes implemented

48 140 89

Resources had to be redirected to deal with Anti-gangsterism programmes in different communities.

11 Number of functional CSF’s assessed - 12 12

Sub-Programme Public Education and Information Purpose

The Chief Directorate: Public Education and Information is the sub programme responsible for ensuring that citizens know and are able to participate in departmental programmes aimed at promoting public safety. The unit is responsible for external and internal communications function of the department. This includes development communications, marketing and media services of the department.

This is done through the implementation of the department’s three strategies, namely the Outreach, Media Relations as well as Marketing and Internal Communication strategies. The three strategies are developed and implemented annually. The strategies are all linked to the national and provincial communications frameworks.


The events management function of the department is also located in the unit, straddling all directorates of the unit.

As part of the Take Charge campaign and mobilising and supporting the social movement against crime and road safety fatalities, the unit also organises and supports three Take Charge sectors that complement the mobilisation and communication work done by the department in communities. The three sectors are Labour, Faith Based Organisations (FBO) and the Sports, Arts, Culture and Edutainment (SPACE). The SPACE sector was previously known as the celebrity sector. The department has enlisted sector co-ordinators whose functions are to focus dedicated support to sectors through facilitating the implementation of sectors Programmes of Action (POAs).


To increase awareness through outreach programs Internal Communication, Marketing, and Media Exposure.

SUMMARY OF ACHIEVEMENTSThe highlight for the department this past financial year was the re-launch of the Take Charge campaign and the regional launch in the West Rand Corridor. The scale of corporate exhibitions also increased based on increased demand by shopping malls in the province.

The SPACE sector’s scale also increased to a point where we split the sector into two, separating sports from arts and edutainment. Both the Premier Soccer League (PSL) and the South African Football Association (SAFA) have formally granted the department permission to utilize all of their games in Gauteng to distribute messages to supporters.

The Rand Easter Show was also a highlight as for the first time we had daily activations through SPACE artists as well as our Gauteng Traffic Police.

Sub-programme: 2.6: Public Education and Information


2014/15)Target 2015/16



Target(2015/16)

Actual(2015/16)

1 Number of Take Charge outreach programmes conducted

85 85 93

Target was exceeded due to Ntirhisano Social cluster programmes

2 Number of sector campaigns conducted

150 160 205

Target was exceeded due to these sectors, steering committee members and sports sector responding to the increased demand.

3 Number of internal campaigns conducted

23 14 21

Target was exceeded due to a number of Gauteng Safety Strategy workshops that were conducted and the meet and greet sessions of the newly appointed HOD

4 Number of media statements issued

82 90 88

During the year under review most of the safety issues happening within the department and externally did not warrant issuing of media statements

5 Number of media engagements conducted

53 120 45

The Media Relations Directorate relies on the media monitoring service provider contracted by the Office of the Premier to obtain media engagements evidence due to budgetary constraints. And as such, the service provider contracted did not monitor all media houses located in Gauteng, for the financial year under review.

6 Number of media articles/opinion pieces written 46 24 24


Sub-programme: 2.6: Public Education and Information


2014/15)Target 2015/16



Target(2015/16)

Actual(2015/16)

7 Number of marketing campaigns conducted

72 80 110

Target was exceeded due to the demand from shopping malls invitations to the department to exhibition and that the Randshow exhibition was done twice during the financial year

8 Number of people recruited to like and follow social media platforms

26270 6000 0

The work was done, however the evidence collected to substantiate the achievement, was not relevant.

9 Number of posts on social media platforms

19304 600 3257

The Media Relations Directorate developed mechanism to ensure that quality, thought provoking, engaging and topical safety information is posted on our platform to stimulate debate and to ensure that Gauteng residents are well informed on safety issues.


3Programme Traffic Management


Programme 3: Traffic Management Purpose

This programme contributes towards the reduction of road traffic fatalities, which is Output 7 of the Department. The programme is charged with the responsibility of road traffic law enforcement and adjudication of road traffic offences. The programme also takes responsibility for the enhancement of road user knowledge, skills and attitude as well as road traffic incident management and training of traffic learners. The programme is also responsible for the implementation of the Administrative Adjudication of Road Traffic Offences Act, 1998 (Act No. 46 of 1998).

The programme is further sub-divided in the following Sub-Programmes:

• Traffic Law Enforcement, Public Transport Inspectorate and Special Services• Traffic College• Road Safety Promotion

Sub- component: Traffic Law Enforcement Strategic Objectives

To reduce road fatalities in Gauteng


Road traffic hazardous locations inspection

Statistical analysis indicated that certain areas contribute more to the total fatality rate in the province. During the reporting the Chief Directorate had prioritized 12 areas for inspection purposes but ended up inspecting 15 of these routes due to community requests and complaints. These areas were identified due to their potential risk to road users. The following identified hazardous locations were inspected routes were subsequently prioritized for the reporting period:• N3 Marlboro Interchange• M21 Molefe Makinta Road in Temba • M71 (P71) Main Road Kyalami (Between R55 and Zinnia Road)• R554 and Summit Road (Rhema Church and Summit Road - Kibler Park)• R511 William Nichol between Fourways Blvd and Dainfern Mall (Fourways)• N14 Freeway (between Diepsloot and Pine haven – Rehab phase)• Easton Road (Evaton) between R28 and R553)• R558 Lawley Road• R59 Freeway between Kliprivier to Vaal River• R556 Kliprivier Road (between Southdale and Rifle Range)• Lochner Road Fochville• R28 between Randfontein (R41) and Krugersdorp (R24• Summit Road at Jakkalbessie• R501 Station Road – near new Carletonville Mall• R631 Boschkop Road (near Rail Road and Boschkop SAPS)

Speed Law Enforcement Operations

• Studies have shown that speeding is one of the major contributory factors in road traffic crashes and resultant road fatalities, mainly because it adversely affects reaction time, breaking distance and the severity of the impact. For this reason and others, the Chief Directorate conducted 7 577 operations aimed at clamping down on speedsters and habitual offenders across the province, particularly in hazardous locations.

• Through the activities of the High Speed Unit, a motorist travelling at a speed of 224 km/h in a 120 km/h speed zone was arrested in the Akasia area. Two motorists were caught for travelling at excessive speed, with one


travelling at 208 km/h in a 100 km/h zone while the other was travelling at 150 km/h in an 80 km/h zone and both were detained at Wierdabrug Police Station. Thus for the period under review, 522 motorists travelling at an excessive speed were arrested.

Drunken Driving Operations

• For the period under review, the Chief Directorate stepped-up the offensive against drunk drivers throughout the province. This is due to the fact that the majority of people killed in this province’s roads are directly as a result of drunk drivers. These heightened operations were executed in places renown for high incidents of alcohol consumption and abuse by motorists, such as Douglasdale, Tembisa, Benoni, Vosloorus, Hatfield, Mamelodi, Vereeniging, Sebokeng, Krugersdorp, Temba, Soshanguve, Carletonville and Bronkhorstspruit. As a consequential effect of these operations, 2 672 motorists driving under the influence of alcohol were arrested.

Reckless and Negligent driving

• Similarly like excessive speeding and driving under the influence of alcohol, reckless and negligent driving is occurring at an alarming rate such as

• driving on a yellow line, on the shoulders of the roadway, etc. and concomitantly contributes significantly towards road fatalities. To combat and prevent the prevalence of these offences, the Chief Directorate embarked on a number of rigorous operations which resulted in 370 arrests being effected. Some of the notorious areas which were identified and prioritized for this purpose are, Beyers Naude, Hendrik Potgieter, R80 Mabopane Highway, R24,N14 and R101.

Pedestrian Operations

Pedestrians fatalities accounts for 50% of the total fatality rate in the province. Statistical analysis indicates that most pedestrian fatalities occur in urban areas as opposed to provincial and national routes. To this end, the Chief Directorate devised several high level innovations and creative strategies all geared towards significantly impacting pedestrian fatalities. Some of these innovations include the following:• Shock therapy approach which was characterized by the placement of smashed vehicles along major arterial

routes and freeways to appeal to the moral fabric of road users with a view to changing road user behaviour. The visual imagery of these vehicles played an intrinsic role in “shocking motorists” to the realities of unsafe road usage.

• Partnership with disability sector who were brought on board to give real-life accounts of some of their members who were maimed as a result of road accidents and subsequently became quadriplegics.

• Formation of Road Safety Councils whose mandate was to coordinate activities of other role-players and stakeholders in the fight against the pedestrian fatalities on the province’s roads.

• Faith-based Organisations whose services were enlisted to conduct sermons on road safety with a view to seeking divine intervention for the escalating rate of road fatalities.

• Traditional Healers who were identified to be an important stakeholder in invoking the ancestral interventions in order to also contribute towards the reduction in road fatalities.

• Liquor Traders Associations to encourage them to comply with the terms and conditions of the liquor trading licenses and to become road safety ambassadors by discouraging under-age, drinking and walking as well as operating beyond the allowerd trading hours.

• Door-to-door educational and awareness sessions were conducted in identified pedestrian hazardous locations in order to sensitize communities in those localities about the scourge of pedestrian fatalities affecting them.

• Taxi rank awareness sessions were conducted to highlight the plight facing pedestrians.• Community Patrollers played an instrumental role in marshalling pedestrians to use available pedestrian crossing

facilities in key strategic places but not limited to the following, N14, N3 Leondale, N12 Freedom Park and the

R59.

To complement the above-mentioned road safety education and awareness initiatives, the Law Enforcement component of the Chief Directorate conducted vigorous enforcement operations targeting pedestrians and 3 504

arrests were effected in this regard for non-compliance with the rules of the road.

Crime Prevention Measures Supported

Violent crimes in general are committed by people who need a quick get-away from crime scenes utilizing highways and by-ways. To this end, Traffic Departments and Metro police respectively as part of their routine traffic law enforcement are compelled to execute crime prevention to bolster efforts of the South African Police Service. The Gauteng Traffic Police in particular through the efforts of the Special Law Enforcement and Saturation Units,


contributed significantly towards the reduction of crime as can be evidenced through the number of arrests and recoveries of stolen properties as outlined below. In this regard, a total number of 31 arrests were effected for possession of illegal firearms. 22 arrests were made for possession of hijacked vehicles, 619 arrests were made for truck hijacking, 9 arrests were effected for armed robberies, 90 stolen vehicles were recovered and 119 hijacked vehicles were recovered.

Learner Transport Operations

During the reporting period 4 156 Learner Transport vehicles were stopped and inspected and out of these, 3 105 fines (AARTO/J534) were issued.

In addition to the above, The Department of Community Safety in partnership with the Department of Education conducted a project of testing busses that were contracted to the Department of Education which transport learners to and from school. The Chief Directorate tested 1 135 busses for roadworthiness within the province and out of these, 198 failed and 937 passed. These busses are tested every year during June and December when the schools are closed.

Intensified Freight Operations

Statistical analysis has revealed that accidents involving freight vehicles have increased drastically in the province as a result of gross overloading of cargo which in the main contributes to mechanical failure of some vehicle parts. As an intervention strategy, the Chief directorate has during the reporting period weighed 193 990 vehicles and of this figure, 6 741 were found to be overloaded and 226 arrests were effected for overloading.

In order to examine the roadworthy status of these freight transport vehicles, 1 116 of them were put through the Road Traffic Quality System facilities located at the Donkerhoek (N4 Corridor) and Heidelberg (N3) Traffic Control Centres. These intensified operations resulted in 560 vehicles being issued with Discontinued Use notices.

The Department recognise the fact that gross overloaded vehicles cause considerable damage to the road network surface including secondary roads that are used as escape routes. In order to strengthen enforcement and screening of these overloaded vehicles, the Chief Directorate has procured additional Weigh-in Motion Screeners which will in the long term greatly assist in combating and reducing this type of offence.

Public Transport (Driver and Vehicle Fitness Operations) – Impoundments

The Gauteng Province has during the period experienced an escalating number of violent taxi conflicts due to a number of factors including amongst others, route disputes, unauthorized transportation, joint ventures and internal disputes within various Associations. The intensified targeted operations led to the impoundment of 2 352 Minibuses. Areas that were targeted by the Task Team in this regard were Mamelodi, Soshanguve, Atteridgeville, Windmill Park, Reiger Park, Soweto, Diepkloof and Diepsloot.

Unroadworthy Vehicles

Statistics from the RTMC have indicated that accidents are caused by a number of factors including the road environment, vehicle and road users. Further analysis indicates that, un-roadworthy vehicles accounted for 50% of total road fatalities in the Province. In response to this, the Gauteng Traffic Police embarked on intensified operations targeting the reduction of un-roadworthy vehicles. To this end, a total of 5 265 were issued with discontinue notices whereby marks were placed on the system which compelled the said vehicle to be subjected to a roadworthy test at any local or municipal Vehicle Testing Stations. Fraud and Corruption

Part of the mandate of the Chief Directorate was to reduce incidents of fraud and corruption at Driver’s License Testing Centres and Vehicle Testing Stations in the province. In this regard, 47compliance audits were conducted at DLTCs and VTSs across the province to establish whether they were acting in accordance with set standards. These audits mainly focused on administrative compliance and as a result 212 irregularities were found.

An examiner of drivers licenses stationed at Boksburg and a management representative based at Centurion were being investigated for corruption respectively. Another examiner of driver’s licenses was charged and convicted to three years imprisonment for fraud and corruption related to drivers licenses.


Four officials from Sedibeng district have been charged for fraud and corruption relating to the issuing of driving licenses. The cases were handed over to Germiston organized crimes unit for further enquiry. The officials were also charged with forgery and various other contraventions of National Road Traffic Act pertaining to the issuing of driving licenses.

Performance Indicator Baseline(ActualOutput)2014/15Target

(2015 /16)


Reason forVariance

Target(2015/16)

Actual(2015/16)

1 Percentage reduction in the number of road accidents fatalities

8% 10%17% increase in

fatalities

This is target emanating from the millennium development goals. All provinces have this as a target, although total control of the factors impacting this target doesn’t entirely lie with this Department.

2 Number of road traffic hazardous locations inspected

14 12 15

In an effort to curb road fatalities the department conducted additional inspections.

3 Number of speed law enforcement operations conducted 3904 8000 8218

In an effort to curb road fatalities the department conducted additional operations.

4 Number of Drunken Driving operations Conducted 855 1000 1020

In an effort to curb road fatalities the department conducted additional operations.

5 Reckless and Negligent driving Road side Checkpoints Conducted 3454 4000 4235

In an effort to curb road fatalities the department conducted additional road side checks.

6 Number of pedestrian operations conducted on identified hazardous locations 421 1000 1012

In an effort to curb road fatalities the department conducted additional pedestrian operations on hazardous locations.

7 Crime prevention measures/intervention/operations supported

1151 1000 1156

In an effort to reduce crime, the department partnered with other law enforcement agencies including the South African Police Services in an attempt to reduce crime. More crime preventions operations were conducted

8 Number of compliance audits conducted at DLTCs and VTSs

49 35 48

Additional audits were done because new Vehicle Testing Stations were built by the Department of Roads and Transport to ensure compliance thereby leading the programme to exceed the target

9 Number of inspections conducted at DLTCs and VTSs for compliance 144 160 14

The work was done, however the evidence collected to substantiate the achievement, was not relevant.

10 Public Transport (Freight Operations)

41 100 107

As a result of an increase in road fatalities involving freight vehicles, the Chief Directorate conducted intensified operations targeting heavy vehicles.

11 Public Transport (Learner Transport Operations)

157 100 133

As a result of additional requests from the Department of Education to test contracted learner transport vehicles.

12 Public Transport (VTS)

103 300 391

As a result of the intensification of operations targeting un-roadworthy vehicles and driver fitness.

13 Public Transport (Driver and Vehicle Fitness Operations)

421 200 279

As a result of the intensification of operations targeting driver and vehicle fitness on public transport vehicles

14 Number of K78 roadblocks held120 250 295

As a result of joint operations initiated with other Law Enforcement Agencies.

15 Number of vehicles weight for overloading

- 140 000 193 990

More vehicles were weighed as the result of focus of overloading and more vehicles passing through weighbridges.

16 Number of road side vehicles check point operations

4532 8 000 8196

As a result of the intensification of operations targeting un-roadworthy vehicles and driver fitness.


Sub- component: Traffic College

Purpose

The purpose of this sub-programme is to provide basic traffic officers’ training, offer a course of the examiner for drivers’ licenses as well as examiner for vehicles training.


To provide quality traffic management training.


During the reporting period the College trained 165 trainees as Traffic Officers, 128 as Examiners of Drivers Licenses and 124 students as Examiners of Vehicles.


(2015 /16)


Reason forVariance

Target(2015/16)

Actual(2015/16)

1 Number of examiners of drivers licenses trained 176 100 128

Target exceeded due to increased demand for this kind of training.

2 Number of examiners of drivers licenses courses presented

4 4 3

4 courses commenced however only 3 were completed as at the end of the financial. 1 is in progress.

3 Number of examiners of vehicles trained 120 100 124

Target exceeded due to increased demand for this kind of training.

4 Number of examiners of vehicles courses presented

4 4 3

4 courses commenced however only 3 were completed as at the end of the financial. 1 is in progress.

5 Number of basic traffic officers trained

225 283 165

Traffic Officers were still in training as at financial year end and the course is still in progress.

6 Number of basic traffic officers courses presented

1 2 1

2 courses commenced but only 1 was completed at the end of the financial year end. 1 is still in progress.

7 Turnaround Strategy implemented and reported on - 4 4

Sub- component: Road Safety Promotion

Purpose

The sub-programme, in close collaboration with partners in the national, provincial and local spheres, takes responsibility for the promotion of road safety education for all road users. The sub-programme also partners with the RTMC, business and civil society organisations in the fulfilment of its mandate.


To increase road user compliance to the rules of the road


Road Safety Promotions

This sub-programme focuses primarily on pedestrians which have been highlighted as a road user category which is the most vulnerable in relation to road fatalities. In close collaboration with partners in the national, provincial and local spheres, this sub-programme takes responsibility for the promotion of road safety education for all road users. The sub-programme also partners with the RTMC, business and civil society organizations in the fulfilment of its mandate. The sub-programme has two indicators namely; Awareness campaigns and Schools involved in educational programmes.


For the year under review this sub-programme was supposed to conduct 600 and the unit conducted 734 of such activities at identified hazardous locations.

With regard to Schools involved in road safety education, 2 421 schools were involved in road safety education across the Province.


(2015 /16)


Reason forVariance

Target(2015/16)

Actual(2015/16)

1 Number of road safety awareness interventions conducted

0 600 734

Due to road user behaviour and attitude, additional activities were coordinated.

2 Number of schools involved in road safety education programme 1446 2100 2421

Due to the demand for road safety educational interventions at schools.


3Part Annual Financial Statements


Report of the Audit Committeefor the year ended 31 March 2016

Gauteng Provinvial GovernmentReport of the Audit Committee – Cluster 01Gauteng Department of Community Safety

We are pleased to present our report for the financial year ended 31 March 2016.

Audit Committee and Attendance

The Audit Committee consists of the external Members listed hereunder and is required to meet a minimum of at least two times per annum as per provisions of the Public Finance Management Act (PFMA). In terms of the approved Terms of Reference (GPG Audit Committee Charter), five meetings were held during the current year, i.e. three meetings to consider the Quarterly Performance Reporting (financial and non-financial) and two meetings to review and discuss the Annual Financial Statements and the Auditor-General of South Africa’s (AGSA) Audit and Management Reports.

Non-Executive

Name of Member Number of Meetings Attended Mr. Vishnu Naicker 04Mr. Mandla Ncube 04Ms. Masaccha Mbonambi 05

Executive Members

In terms of the GPG Audit Committee Charter, officials listed hereunder are obliged to attend meetings of the Audit Committee:

Compulsory Attendees Number of Meetings Attended

Ms. Yoliswa Makhasi (Accounting Officer) 03Mr. Stephen Podile (Acting Accounting Officer) 02Mr. Vuyani Nongoboza (Chief Financial Officer) 05Mr. Stanley De Klerk (Chief Risk Officer) 04 The Audit Committee noted that the Accounting Officer attended three (03) out of five (05) scheduled Audit Committee meetings since her appointment. The Audit Committee is satisfied that the Department adhered to the provisions of the GPG Audit Committee Charter in relation to ensuring that there is proper representation for the Accounting Officer.

The Committee hereby also, confirms that Members of the Audit Committee met with Senior Management of the Department, Internal Audit and the Auditor-General collectively to address risks and challenges facing the Department. A number of in-committee meetings were held to address control weaknesses and deviations within the Department.

Audit Committee Responsibility

The Audit Committee reports that it has complied with its responsibilities arising from section 38(1)(a) of the PFMA and Treasury Regulation 3.1.13. The Audit Committee also reports that it has adopted appropriate formal terms of reference as its Audit Committee Charter, has regulated its affairs in compliance with this Charter and has discharged all its responsibilities as contained therein.


The Effectiveness of internal control and Information and Communication Technology (ICT) Governance

In line with the PFMA and the recommendations from King III Report on Corporate Governance requirements, Internal Audit provides the Audit Committee and Management with assurance that the internal controls are appropriate and effective. This is achieved by means of the risk management process, as well as the identification of corrective actions and suggested enhancements to the controls and processes. The Audit Committee has observed that the overall control environment of the Department has not shown significant improvement during the year under review. Some deficiencies in the system of internal control and deviations were reported in the Internal Audit Reports with specific emphasis on human resource management, supply chain management and the management and reporting of performance information. To improve the overall control environment, the Department should put more effort in implementing the agreed action plans to address the previously reported audit findings. The Audit Committee also reviewed progress with respect to the ICT Governance in line with the ICT Framework issued by the Department of Public Service and Administration. The Department should continue the implementation of effective controls over IT systems to ensure the reliability, availability, accuracy and protection of information. Internal Audit

The Audit Committee is satisfied that the Internal Audit plan represents a clear alignment with the key risks, has adequate information systems coverage, and a good balance across the different categories of audits, i.e. risk-based, mandatory, performance, computer and follow-up audits.

The Audit Committee has noted considerable improvement in the communication between the Executive Management, the AGSA and the Internal Audit Function, which has strengthened the Corporate Governance initiatives within the Department.

The Audit Committee is satisfied with the content and quality of quarterly reports prepared and issued by Internal Audit for the Department during the year under review. The Audit Committee wishes to stress that in order for the Internal Audit Function to operate at optimal level as expected by the Audit Committee, the shortage in internal audit capacity should be addressed.

Risk Management

Progress on the Departmental risk management was reported to the Audit Committee on a quarterly basis. The Audit Committee is satisfied that the actual management of risk is receiving attention, although there are areas that still require improvement with specific emphasis on risk governance and enhancement of the risk mitigation strategies. The Risk Management Committee was functional during the year under review but its effectiveness must be enhanced, Management continues to be encouraged to take full responsibility for the entire Enterprise Risk Management process and must continue to support the Chief Risk Officer to even further enhance the performance of the Department.

Forensic Investigations

A number of investigations were conducted during the year under review by Gauteng Provincial Treasury and the Public Service Commission into supplier appointments and payments thereof and irregular appointments of officials. Some of these investigations were completed in the year under review. The recommendations are at various stages of implementation.

The quality of quarterly reports submitted in terms of the PFMA and the Division of Revenue Act The Audit Committee is satisfied with the content and quality of financial and non-financial quarterly reports prepared and submitted by the Accounting Officer of the Department during the year under review and confirms that the reports were in compliance with the statutory reporting framework.

Evaluation of Annual Financial Statements

The Audit Committee has:

• Reviewed and discussed the audited Annual Financial Statements to be included in the Annual Report, with the AGSA and the Accounting Officer;

• Reviewed the Audit Report of the AGSA;


3

Forensic Investigations

A number of investigations were conducted during the year under review by Gauteng Provincial Treasury and the Public Service Commission into supplier appointments and payments thereof and irregular appointments of officials. Some of these investigations were completed in the year under review. The recommendations are at various stages of implementation.

The quality of quarterly reports submitted in terms of the PFMA and the Division of Revenue Act

The Audit Committee is satisfied with the content and quality of financial and non-financial quarterly reports prepared and submitted by the Accounting Officer of the Department during the year under review and confirms that the reports were in compliance with the statutory reporting framework.

Evaluation of Annual Financial Statements

The Audit Committee has:

• Reviewed and discussed the audited Annual Financial Statements to be included in the Annual Report, with the AGSA and the Accounting Officer;

• Reviewed the Audit Report of the AGSA; • Reviewed the AGSAʼs Management Report and Managementʼs response thereto; • Reviewed the Departmentʼs compliance with legal and regulatory provisions; and • Reviewed significant adjustments resulting from the audit.

The Audit Committee concurs with and accepts the AGSAʼs conclusions on the Annual Financial Statements, and is of the opinion that the audited Annual Financial Statements be accepted and read together with the report of the AGSA.

The Department must be commended for its effort in reducing material statements when compared to the prior year and is encouraged to minimise that to zero in the forthcoming financial year.

One-on-One Meeting with the Accounting Officer

The Audit Committee has met with the Accounting Officer for the Department to address unresolved issues.

One-on-One Meetings with the Executive Authority

The Audit Committee has met with the Executive Authority for the Department to apprise the MEC on the performance of the Department.

Auditor-General of South Africa

The Audit Committee has met with the AGSA to ensure that there are no unresolved issues.

Mr. Vishnu Naicker

Chairperson of the Audit Committee

Date: 31 July 2016

• Reviewed the AGSA’s Management Report and Management’s response thereto; • Reviewed the Department’s compliance with legal and regulatory provisions; and • Reviewed significant adjustments resulting from the audit.

The Audit Committee concurs with and accepts the AGSA’s conclusions on the Annual Financial Statements, and is of the opinion that the audited Annual Financial Statements be accepted and read together with the report of the AGSA.

The Department must be commended for its effort in reducing material misstatements when compared to the prior year and is encouraged to minimise that to zero in the forthcoming financial year.

One-on-One Meeting with the Accounting Officer

The Audit Committee has met with the Accounting Officer for the Department to address unresolved issues.

One-on-One Meetings with the Executive Authority

The Audit Committee has met with the Executive Authority for the Department to apprise the MEC on the performance of the Department.

Auditor-General of South Africa

The Audit Committee has met with the AGSA to ensure that there are no unresolved issues.

Mr. Vishnu NaickerChairperson of the Audit CommitteeDate: 31 July 2016


Report of the Accounting Officerfor the year ended 31 March 2016

During the year under review the department continued to execute its mandate in accordance with relevant legislation. The department also continued to implement its mandate in context of good governance principles and practices. The ensuing sections of this Accounting Officers report cover a succinct summary of the departments’ progress and activities in this regard.

Financial management and budget control

The Department of Community Safety continued to enhance effective financial management controls to effectively manage the budget through improved monthly budget monitoring and review sessions. Additionally, the Department embarked on an on-going implementation process of internal controls. This improved the accuracy of our financial reporting.

Departmental Receipts

The Department continued to implement its revenue collection plans.

The following table provides a breakdown of the sources of revenue for the department:Departmental receipts 2015/2016 2014/2015

Estimate Actual Amount

Collected

(Over)/Under

Collection

Estimate Actual Amount

Collected

(Over)/Under

Collection

R’000 R’000 R’000 R’000 R’000 R’000

Sale of goods and services other than capital assets 4,250 8,754 (4,504) 4,014 7,944 (3 930)

Fines, penalties and forfeits 10,405 27,993 (17,588) 9,826 18,108 (8 282)

Interest, dividends and rent on land 17 (17) 3 (3)

Financial transactions in assets and liabilities 432 7,446 (7,014) 408 16,700 (16 292)

Total 15,087 44,210 (29,121) 14 248 42,755 (28 507)

2.1.7 Departmental revenue, expenditure, and other specific topics

The following table provides a breakdown of the sources of revenue for the department:2011/12 ActualR’000

2012/13ActualR’000

2013/14ActualR’000

2014/15 ActualR’000

2015/16 ActualR’000

% deviation from target

Tax RevenueNone

Non-tax revenue

Other: Sales 6,431 3,787 15,073 7,944 8,754 205%

Fines, penalties and forfeitures 11,635 9,270 14,775 18,108 27,993 269%

Interest, dividends and rent on had 4 4 3 16Sales on capital assets

None

Financial Transactions 2,542 385 16,700 7,446 1,723%Total Departmental Receipts 20,612 13,442 29,852 42,755 44,210 293%

For the financial year 2015/16, the Department of Community Safety budgeted to collect R15, 1 million in revenue. However actual revenue collected for the year amounts for R44, 2 million per annum. This was a result of procedures put in place for improving revenue collection.

The Department collected additional revenue through a number of other initiates. These included the following:• Traffic escorts (includes but not limited to escorts of abnormal loads, sporting events• Road closures during film shooting• Traffic accident reports


• Reconstruction of accident services• Accreditation of the college to issue Profession Driving Permit (PRDP’s)• Storage fees for impounded vehicles

Collection rate for outstanding Traffic Fines

The collection rate for outstanding traffic fines was also improved. The Department has introduced new internal controls to improve the collection of outstanding Traffic fines through the following:-Engagement with local Magistrate Courts within the Province to collect funds paid over to courts,• Engagement with collecting Agencies in increasing collection levels (eg. South African Post Office, City of

Johannesburg, City of Ekurhuleni, City of Tshwane and other structures).• The appointment of Administration Clerks and Prosecutors for the collection of revenue throughout the

Gauteng Courts,• Improvement in the issuing of J534,• Establishment of a team responsible for the collection of old traffic fines issued to motorist by enforcing warrant

of arrests.

In terms of outstanding traffic fines there is no provision for any possible prescription on outstanding traffic fines (i.e. this is the period for writing –off the debt based on Traffic Law Enforcement Regulations and procedures). With the gradual rollout of AARTO Act 46 of 1998, the Department will be in a better position to collect even more revenue.

Boekenhoutkloof Traffic Training College fees

The Boekenhoutkloof Traffic Training College also contributed to an increase in our fee collection.

The Boekenhoutkloof Traffic Training College is a leading and recognised institution rendering professional and development and is currently accredited with the Safety and Security Sector Education & Training Authority (SASSETA), the Education and Training quality Assurer (ETQA) and Road Traffic Management Corporation. The Traffic Training College currently offers the following courses:

• Examiner of vehicle and Examiner of Driver’s license courses ( duration 8 to 12 weeks);• Basic Traffic Officers Course (duration 12 months);• Advance driving training;• Refresher of Traffic Officers Training;• Public passenger Transportation Course; and• Firearm Competency and overload Control Training.

Spending trends Plans are in progress to market our services and improve our product offering. It is anticipated that this will lead to greater demand for our services and increased revenue. During the year under review, the Department spent in accordance with the amount reflected in the table below:-

Year MainAppropriation R’000

FinalAppropriation R’000

Actual Expenditure (Over)/Under Spending

2010/11 369 940 374 397 381 538 (7 141)

2011/12 423 747 423 747 400 622 23 125

2012/13 435 946 436 798 414 662 22 136

2013/14 496 937 496 937 494 904 2 033

2014/15 649 510 649 510 629 606 19 904

2015/16 736 080 736 080 714 728 21 352

The department incurred the expenditure depicted below across all of its programme areas

Programme BudgetR’000

Actual Expenditure

R’000

VarianceR’000

Targets achieve %

Programme 1: Administration 92 884 92 222 662 99%

Programme 2: Civilian Oversight 188 120 167 430 20 690 89%

Programme 4: Traffic Management 455 076 455 076 100%

Total 736 080 714 728 21 352 97%


2.1.9 Transfer payments

The department made the following transfer payments: Description Amount

R,000

Provinces and Municipalities R 220

Departmental agents and accounts 1 599

Households 2 623

Non-profit organisation 50 000

Total 54 442

2.1.8 Public Entities

During the year under review the department had no public entities.

2.1.9 Conditional grants and earmarked funds

The department received a conditional grant of R 1.3 million from National department of public works for the Expanded Public Works programme (EPWP). Earmarked funds amounting to R 25 million for road safety campaigns was received from Road Traffic Management Corporation ( RTMC), the other R 25 million was received in the prior financial period and was appropriated and paid in the current year, these funds were transferred to Self Help Association of Paraplegics (SHAP) which was working in partnership with the department in shock therapy road safety campaigns to change driver attitude.

2.1.10 Capital investment, maintenance and asset management plan

Departments are required to develop a capital investment and asset management plan. The estimate of Provincial Revenue and Expenditure should be used as a guide for provincial departments to report on capital project, while the ENE should be used for national departments to report on the capital investment, asset management and maintenance within departments.

Capital investment

The following information must be provided with regard to the department’s capital investment programme:• Building projects that are currently in progress ( list projects) and when expected to be completed;• Plans to close down or down- grade any current facilities;• Current maintenance backlog and how the department plans to with such over the;• Medium Term Expenditure Frame work (MTEF) period; and,• Developments relating to the above that are expected to impact on the department’s current expenditure. The

department underspent on compensation of employees, this is due to the fact that Civilian Secretariat was not fully rolled out, due to the organisational structure process not being finalised.

The department was allocated R10.0 million during the adjustment budget process to procure uniform for patrollers. The tender was cancelled after potential service providers failed to comply with the required specification.

Overview of the operations of the Department

The department spent 97% of its budget during the year under review. This expenditure was distributed across the various programme areas as is illustrated below:

Programme 1: Administration

Administration spent 99% of the Appropriated Budget.

Programme 2: Civilian Oversight

Civilian Oversight spent 89% of its budget (after shifts and virements adjustments); the underspending is due to the new Civilian Secretariat structure has not been approved yet and other vacant posts in the unit that have not been filled. Furthermore, Community Police Relations was allocated a budget of R 10.0 million during adjustment for uniform.



Traffic Management has spent 100% of its budget (after shifts and virements adjustments). Actual expenditure includes R 21.1 million unauthorised expenditure arising from 2009/10 financial year.

Impact on programmes and service delivery

The impact of the underspending during the year under review was limited. This underspending has also not had a significant impact on the 2016-2017 budget .

Actions taken or planned to avoid recurrence

The Department will improve controls and budget monitoring process to ensure that this problem does not recur. This will be done by regularly monitoring spending trends, procurement plans and service deliveries plans. Cost Containment measures will also continue to be implemented.

Virement and rollovers

With respect to Section 43 of the PFMA, an Accounting Officer may utilise a saving under a main division within the vote to defray excess expenditure under another main division within the same vote, unless the relevant Treasury directs otherwise. The Department conducted an in depth exercise to identify savings within programmes to be utilised to defray over expenditure within the vote.

The table below reflects a summary of virements affected between programmes during the year under review:Year-end Shifting of Funds Year-end Virements

R’000 Adjusted Budget

Total Balance Available for Year-end and

Virements

Impact From (negative)

Impact To (positive)

Balance after shift

Impact From (negative)

Impact To (positive)

Balance after

Virement

Final Appropriation

Administration 99 767 92 222 - - - - - - - ( 6 883) - - - 92 884

Civilian Oversight 194 130 167 430 21 352 (6 010) - - 21 352 188 120

Traffic Management 442 183 455 076 - - - - - - - - - 12 893 - 455 076

Total for Programmes 736 080 714 728 21 352 - - - - - (12 893) - 12 893 21 352 736 080

Asset management

The Department has the following categories of Assets on the Asset register, i.e. Capital Assets, Minor Assets. The department is currently moving from a manual asset register to the SAP Asset Management module, to ensure compliance with the Asset Management Reforms. However, it must be stated that there are some system challenges encountered and work is in progress to resolve such challenges.

Monthly reporting to the Treasury has been done to ensure compliance. The minimum requirements for the Asset Register and reporting have been met. Some assets were disposed of during the period under review due to mainly obsolescence and redundancy or old and stolen assets. Some of these assets were donated to Non-Governmental Organizations, Community Police Forums and Victim Empowerment Centres.

The Asset Register was updated as and when acquisitions and movements occurred. Asset Verification was conducted and the Asset Register was updated accordingly. Monthly Reconciliations were performed to ensure that the General Ledger on the BAS system reconciled with the Asset Register. These reconciliations were submitted to the Provincial Treasury on a monthly basis.

Inventories

The Department has migrated to the SAP Inventory Management System. Stock counts were done on a quarterly basis in all warehouses. Obsolete inventory items were disposed in compliance with the relevant disposal policies. The value of the stock on hand is disclosed in the Annual Financial Statement of the financial year ending 31st March 2016.

Unauthorised, fruitless and wasteful expenditure

SCOPA resolutions


The following resolutions were deemed necessary by SCOPA:

Reference to previous audit report and SCOPA resolutions

Subject Findings on progress

Gauteng Unauthorised Expenditure Act No. 3 of 2012

Unauthorised expenditure Procurement of fleet

R21.0 million was condoned without funding by Legislature

Exemptions and deviations received from the National Treasury

The Department has not received any exemptions from the PFMA or deviated from the financial reporting requirement for the year under review. Interim Financial Statements

The department has completed and submitted Interim Financial Statements at the end of each quarter as per the requirements of Section 40 of PFMA. Guidance and advice was provided by the Gauteng Provincial Treasury and Audit Committee.

Supply Chain Management

During the year under review no serious challenges were experienced in the Supply Chain process with the exception of issues relating to assets. These issues include challenges experienced with the timeous finalization of asset counts as a result of under capacitation. It is anticipated that this challenges will be addressed in the new financial year.

During the year under review the department did not appoint any service provider through an unsolicited bid process. This was as a result of the appropriate SCM processes and systems being in place to ensure that irregular expenditure did not occur.

Exemptions and deviations received from the National Treasury

During the year under review, no exemptions and deviations were received from National Treasury.

Public Private Partnerships

During the year under review the department was not engaged in any Public Private Partnerships.

Events after the reporting date

There were no events that had taken place after reporting date 2015/2016.

Future plans of the Department

The Department will continue to implement its mandate as defined by Section 206 of the Constitution of the Republic of South Africa, the South African Police Service Act and the Civilian Secretariat Act. These acts mandate us to provide oversight over both Police Performance and Police conduct.

In the pursuit of this mandate the department will not be discontinuing any of its activities conducted during the year under review, in the new financial year. No new major activities are proposed for 2016/2017. Instead the department will deploy its resources to implementing its mandate in a more targeted, effective, efficient and economical way.

Approval

The Annual Financial Statements set out on pages 67 to 117 have been approved by the Accounting Officer(s).

MS. YOLISWA MAKHASIHEAD OF DEPARTMENT27 MAY 2016


Report of the Auditor Generalfor the year ended 31 March 2016

Report of the Auditor-General to the Gauteng Provincial Legislature on vote no. 10 Gauteng Department of Community SafetyReport on the financial statements

Introduction

1. I have audited the financial statements of the Gauteng Department of Community Safety set out on pages 67 to 117 , which comprise the appropriation statement, the statement of financial position as at 31 March 2016, the statement of financial performance, statement of changes in net assets, and cash flow for the year then ended, as well as the notes, comprising a summary of significant accounting policies and other explanatory information.

Accounting officer’s responsibility for the financial statements

2. The accounting officer is responsible for the preparation of these financial statements in accordance with the Modified Cash Standards (MCS) prescribed by the National Treasury and the requirements of the Public Finance Management Act of South Africa, 1999 (Act No. 1 of 1999) (PFMA) and Division of Revenue Act of South Africa (Act No. 1 of 201 0) DoRA for such internal control as the accounting officer determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

Auditor-general’s responsibility

3. My responsibility is to express an opinion on these financial statements based on my audit. I conducted my audit in accordance with lnternationai Standards on Auditing. Those standards require that I comply with ethical requirements, and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.

4. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the department’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.

5. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion.

Opinion

6. In my opinion, the financial statements present fairly, in all material respects, the financial position of the Gauteng Department of Community Safety as at 31 March 2016 and its financial performance and cash flows for the year then ended, in accordance with the Modified Cash Standards and the requirements of the PFMA.

Emphasis of matter

7. I draw attention to the matter below. My opinion is not modified in respect of this matter.

Significant uncertainties

8. With reference to note 18 to the financial statements, the department is the defendant in various lawsuits amounting to R52 611 000. The ultimate outcome of the matters cannot presently be determined and no provision for any liability that may result has been made in the financial statements.


Report on other legal and regulatory requirements

9. In accordance with the Public Audit Act of South Africa, 2004 (Act No. 25 of 2004) and the general notice issued in terms thereof, I have a responsibility to report findings on the reported performance information against predetermined objectives of selected programmes presented in the annual performance report, compliance with legislation and internal control. The objective of my tests was to identify reportable findings as described under each subheading but not to gather evidence to express assurance on these matters. Accordingly, I do not express an opinion or conclusion on these matters.

Predetermined objectives

10. I performed procedures to obtain evidence about the usefulness and reliability of the reported performance information of the following selected programmes presented in the annual performance report of the department for the year ended 31 March 2016:• Programme 2: Provincial Secretariat on pages 36 to 47• Programme 3: Traffic Management on pages 48 to 53

11. I evaluated the usefulness of the reported performance information to determine whether it was presented in accordance with the National Treasury’s annual reporting principles and whether the reported performance was consistent with the planned programmes. I further performed tests to determine whether indicators and targets were well defined, verifiable, specific, measurable, time bound and relevant, as required by the National Treasury’s Framework for managing programme performance information (FMPPI).

12. I assessed the reliability of the reported performance information to determine whether it was valid, accurate and complete.

13. I did not identify material findings on the usefulness and reliability of the reported performance information for the selected programmes.

Additional matters

14. I draw attention to the following matters. My conclusions are not modified in respect of these matters:

Achievement of planned targets

15. Refer to the annual performance report on page(s) 13 to 54 for information on the achievement of the planned targets for the year.

Adjustment of material misstatements

16. I identified material misstatements in the annual performance report submitted for auditing with respect to reliability of the reported information for Programme 2: Civilian Secretariat and programme 3: Traffic Management. As management subsequently corrected the misstatements, I did not identify any material findings on the usefulness and reliability of the reported performance information.

Compliance with legislation

17. I performed procedures to obtain evidence that the department had complied with applicable legislation regarding financial matters, financial management and other related matters. My material findings on compliance with specific matters in key legislation, as set out in the general notice issued in terms of the PAA, are as follows:

Annual financial statements

18. The financial statements submitted for auditing were not prepared in accordance with the prescribed financial reporting framework as required by section 40(1) (a) of the PFMA as material adjustments in accrued departmental revenue were identified during the audit; the material misstatements were subsequently corrected, resulting in the financial statements receiving an unqualified audit opinion.

Expenditure management

19. Effective steps were not taken to prevent irregular expenditure, amounting to R5 043 013 as disclosed in note 24 of the annual financial statements, as required by section 38(1 )(c)(ii) of the PFMA and Treasury Regulation 9.1.1.


20. Contractual obligations and money owed by the department were not settled within 30 days, as required by section 38(1 )(f) of the PFMA and Treasury Regulation 8.2.3.

Internal control

21. I considered internal control relevant to my audit of the financial statements, annual performance report and compliance with legislation. The matters reported below are limited to the significant internal control deficiencies that resulted in the findings on the annual performance report and the findings on compliance with legislation included in this report.

Leadership

22. The accounting officer did not exercise adequate oversight responsibility regarding financial reporting, compliance with laws and regulations and related internal controls which resulted in instances of non-compliance with the PFMA, Treasury Regulationsand Preferential Procurement Regulations.

Financial and performance management

23. The accounting officer did not prepare accurate and complete financial statements that are supported and evidenced by reliable information. The financial statements were subject to material amendments resulting from the audit.

Investigations

24. A number of investigations were conducted in the year under review by Gauteng Provincial Treasury and the Public Service Commission into supplier appointments and payments thereof and irregular appointments of officials, respectively. Certain of these investigations were completed in the year under review.

Johannesburg31 July 2016


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606

aPPRoPRiation Statementfor the year ended 31 March 2016


Ap

pro

pri

atio

n p

er e

con

om

ic c

lass

ifica

tio

n

2015

/16

2014

/15

Ad

just

ed

Ap

pro

pri

atio

nSh

ifti

ng

of

Fun

ds

Vir

emen

tFi

nal

A

pp

rop

riat

ion

Act

ual

Ex

pen

dit

ure

Var

ian

ceEx

pen

dit

ure

as

% o

f fi

nal

ap

pro

pri

atio

n

Fin

al

Ap

pro

pri

atio

nA

ctu

al

exp

end

itu

re

R’0

00R

’000

R’0

00R

’000

R’0

00R

’000

%R

’000

R’0

00

Eco

no

mic

cla

ssifi

cati

on

Cur

rent

pay

men

ts 6

10 2

76

(7 7

72)

(2)

602

503

5

59 9

75

42

528

92.9

% 5

66 3

67

549

292

Co

mp

ensa

tio

n o

f em

plo

yees

418

149

(

11 1

64)

(6)

406

979

396

289

10

690

97.4

% 3

72 2

67

356

292

Sala

ries

and

wag

es 3

63 4

67

(5 8

06)

(2 4

12)

355

249

3

44 5

93

10

656

97.0

% 3

72 2

67

356

292

Soci

al c

ontr

ibut

ions

54

682

(5 3

58)

2 4

06

51

730

51

696

34

99.9

% -

-

Goo

ds a

nd s

ervi

ces

192

127

3

191

419

5 32

216

3 48

4 3

1 83

883

.7%

194

011

1

92 9

11

Adm

inis

trat

ive

fees

100

2

34

-

334

3

34

-

100.

0% 5

43

543

Adv

ertis

ing

7 4

81

3 4

86

(450

) 1

0 51

7 1

0 51

7 -

10

0.0%

10

648

10

648

Min

or a

sset

s 1

78

659

(6

5) 7

72

772

-

10

0.0%

935

9

35

Aud

it co

sts:

Ext

erna

l 5

194

(1

199

) -

3

995

3

995

-

10

0.0%

3 1

81

3 1

81

Burs

arie

s: E

mpl

oyee

s 1

045

(3

00)

-

745

7

45

-

100.

0% 1

025

1

025

Cat

erin

g: D

epar

tmen

tal

activ

ities

7 5

85

1 3

05

(3 1

22)

5 7

68

5 7

68

-

100.

0% 1

0 71

1 1

0 71

1

Com

mun

icat

ion

6 1

48

414

(2

15)

6 3

47

5 6

85

662

89

.6%

6 1

55

6 1

55

Com

pute

r se

rvic

es 2

950

(9

03)

-

2 0

47

2 0

47

-

100.

0% 2

526

2

526

Con

sulta

nts:

Bus

ines

s an

d ad

viso

ry s

ervi

ces

314

1

83

-

497

4

97

-

100.

0% 2

075

2

075

Lega

l ser

vice

s 1

705

9

7 -

1

802

1

802

-

10

0.0%

731

7

31

Con

trac

tors

10

360

(521

) (6

65)

9 1

74

9 17

4 -

10

0.0%

32

525

31

425

Age

ncy

and

supp

ort

/ ou

tsou

rced

ser

vice

s 7

577

1

620

(2

073

) 7

124

7

124

-

10

0.0%

16

271

16

271

Ente

rtai

nmen

t -

-

-

-

-

-

-

8

1 8

1

Flee

t se

rvic

es 6

3 27

1 4

761

-

6

8 03

2 4

6 85

6 2

1 17

6 68

.9%

22

829

22

829

Inve

ntor

y: C

loth

ing

mat

eria

l and

sup

plie

s 1

1 15

2 5

23

-

11

675

1 6

75

10

000

14.3

% 2

015

2

015

Inve

ntor

y: F

arm

ing

supp

lies

-

-

-

-

-

-

-

45

45

Inve

ntor

y: F

ood

and

food

su

pplie

s 6

59

1 1

35

-

1 7

94

1 7

94

-

100.

0% 8

79

879

Inve

ntor

y: F

uel,

oil a

nd g

as 2

37

(201

) -

3

6 3

6 -

10

0.0%

9

9

Inve

ntor

y: L

earn

er a

nd

teac

her

supp

ort

mat

eria

l 1

084

(7

28)

-

356

3

56

-

100.

0% -

-

Inve

ntor

y: M

ater

ials

and

su

pplie

s 7

24

(388

) -

3

36 3

36

-

100.

0% 7

82

782

Inve

ntor

y: M

edic

al s

uppl

ies

418

(2

38)

-

180

1

80

-

100.

0% 3

09

309

Inve

ntor

y: M

edic

ine

-

-

-

-

-

-

-

40

40

Inve

ntor

y: O

ther

sup

plie

s 2

64

(264

)-

-

-

-

-

68

68

Con

sum

able

sup

plie

s 5

626

(3

6) (2

000

) 3

590

3

590

-

10

0.0%

7 7

97

7 7

97

Con

sum

able

: Sta

tione

ry,

prin

ting

and

offic

e su

pplie

s 4

228

(7

3) (6

04)

3 5

51

3 5

51

-

100.

0% 5

696

5

696

Ope

ratin

g le

ases

23

120

(4 8

80)

11

275

29

515

29

515

-

100.

0% 3

7 97

6 3

7 97

6

Prop

erty

pay

men

ts 5

331

6

007

-

1

1 33

8 1

1 33

8 -

10

0.0%

4 2

28

4 2

28

Tran

spor

t pr

ovid

ed:

Dep

artm

enta

l act

ivity

-

-

-

-

-

-

-

127

1

27



Ap

pro

pri

atio

n p

er e

con

om

ic c

lass

ifica

tio

n

2015

/16

2014

/15

Ad

just

ed

Ap

pro

pri

atio

nSh

ifti

ng

of

Fun

ds

Vir

emen

tFi

nal

A

pp

rop

riat

ion

Act

ual

Ex

pen

dit

ure

Var

ian

ceEx

pen

dit

ure

as

% o

f fi

nal

ap

pro

pri

atio

n

Fin

al

Ap

pro

pri

atio

nA

ctu

al

exp

end

itu

re

R’0

00R

’000

R’0

00R

’000

R’0

00R

’000

%R

’000

R’0

00

Trav

el a

nd s

ubsi

sten

ce 1

5 73

1 (8

016

) (7

08)

7 0

07

7 0

07

-

100.

0% 7

489

7

489

Trai

ning

and

dev

elop

men

t 3

452

(1

927

) (1

44)

1 3

81

1 3

81

-

100.

0% 3

863

3

863

Ope

ratin

g pa

ymen

ts 1

31

306

-

4

37

437

-

10

0.0%

396

3

96

Venu

es a

nd f

acili

ties

3 6

82

(555

) (9

00)

2 2

27

2 2

27

-

100.

0% 5

284

5

284

Rent

al a

nd h

iring

2 3

80

2 6

90

(325

) 4

745

4

745

-

10

0.0%

6 7

72

6 7

72

Inte

rest

and

ren

t on

land

-

201

-

201

201

-

100.

0% 8

9 8

9

Inte

rest

-

20

1 -

20

120

1 -

10

0.0%

20

20

Rent

on

land

-

-

-

-

-

-

-

69

69

Tran

sfer

s an

d s

ub

sid

ies

50

971

3 4

69

-

54

440

54

440

-

100.

0% 7

225

7

225

Prov

ince

s an

d m

unic

ipal

ities

-

1 8

19

-

1 8

19

1 8

19

-

100.

0% 3

83

383

Prov

ince

s -

-

-

-

-

-

-

1

61

161

Prov

inci

al a

genc

ies

and

fund

s -

-

-

-

-

-

-

1

61

161

Mun

icip

aliti

es -

1

819

-

1

819

1

819

-

10

0.0%

222

2

22

Mun

icip

al b

ank

acco

unts

-

-

-

-

-

-

-

-

-

Mun

icip

al a

genc

ies

and

fund

s -

1

819

-

1

819

1

819

-

10

0.0%

222

2

22

Dep

artm

enta

l age

ncie

s an

d ac

coun

ts -

-

-

-

-

-

-

1

1

Dep

artm

enta

l age

ncie

s an

d ac

coun

ts -

-

-

-

-

-

-

1

1

Non

-pro

fit in

stitu

tions

5

0 00

0 -

-

5

0 00

0 5

0 00

0 -

10

0.0%

6 0

07

6 00

7

Hou

seho

lds

971

1

650

-

2

621

2

621

-

10

0.0%

834

8

34

Soci

al b

enefi

ts 9

71

1 4

00

-

2 3

71

2 3

71

-

100.

0% 1

1

Oth

er t

rans

fers

to

hous

ehol

ds -

2

50

-

250

2

50

-

100.

0% 8

33

833

Paym

ents

fo

r ca

pit

al a

sset

s 7

4 76

7 42

94 2

79

063

79 0

63 -

10

0.0%

75

910

73

081

Build

ings

and

oth

er fi

xed

stru

ctur

es 1

000

(5

60)

-

440

440

-

100.

0% 8

8 8

8

Build

ings

1 0

00

(560

) -

44

044

0 -

10

0.0%

-

-

Oth

er fi

xed

stru

ctur

es -

-

-

-

-

-

-

8

8 8

8

Mac

hine

ry a

nd e

quip

men

t 7

3 76

7 4

854

2

7

8 62

3 7

8 62

3 -

10

0.0%

75

812

72

983

Tran

spor

t eq

uipm

ent

72 3

703

394

2

75 7

6675

766

-

100.

0% 5

2 04

7 4

9 21

8

Oth

er m

achi

nery

and

eq

uipm

ent

1 39

71

460

-

2 85

72

857

-

100.

0% 2

3 76

5 2

3 76

5

Inta

ngib

le a

sset

s -

-

-

-

-

-

-

1

0 1

0

Paym

ents

fo

r fi

nan

cial

ass

ets

66

9 -

75

75

-

100.

0% 8

8

Tota

l 7

36 0

80

-

-

736

080

6

93 5

52

42

528

94.2

% 6

49 5

10

629

606



Pro

gra

mm

e 1:

AD

MIN

ISTR

ATI

ON

2015

/16

2014

/15

Ad

just

ed

Ap

pro

pri

atio

nSh

ifti

ng

of

Fun

ds

Vir

emen

tFi

nal

A

pp

rop

riat

ion

Act

ual

Ex

pen

dit

ure

Var

ian

ceEx

pen

dit

ure

as

% o

f fi

nal

ap

pro

pri

atio

n

Fin

al

Ap

pro

pri

atio

nA

ctu

al

exp

end

itu

re

R’0

00R

’000

R’0

00R

’000

R’0

00R

’000

%R

’000

R’0

00

Sub

pro

gra

mm

e

1.

Offi

ce o

f th

e M

EC 7

670

7

62

(165

) 8

267

8

267

-

10

0.0%

6 4

83

6 4

83

2.

Offi

ce o

f th

e H

OD

23

877

(573

) (4

583

) 1

8 72

1 1

8 72

1 -

10

0.0%

9 3

84

9 3

84

3.

Fin

anci

al M

anag

emen

t 2

1 76

8 7

16

(979

) 2

1 50

5 20

843

66

2 96

.9%

20

688

20

688

4.

Co

rpo

rate

Ser

vice

s 4

6 45

2 (9

05)

(1 1

56)

44

391

44

391

-

100.

0% 4

2 34

8 4

2 34

8

T ota

l fo

r su

b p

rog

ram

mes

99

767

-

(6

883)

92

884

92

222

662

99.3

% 7

8 90

3 7

8 90

3

Eco

no

mic

cla

ssifi

cati

on

Cu

rren

t p

aym

ents

98

233

(2

390)

(7

572)

88

271

87

609

662

99.3

% 7

6 82

2 7

6 82

2

Com

pens

atio

n of

em

ploy

ees

72

762

(1 0

81)

(7 5

75)

64

106

64

106

-

100.

0% 5

7 43

0 5

7 43

0

Sala

ries

and

wag

es 6

5 78

1 (1

312

) (7

153

) 5

7 31

6 5

7 31

6 -

10

0.0%

57

430

57

430

Soci

al c

ontr

ibut

ions

6 9

81

231

(4

22)

6 7

90

6 7

90

-

100.

0% -

-

Goo

ds a

nd s

ervi

ces

25

471

(1 3

67)

3 2

4 10

7 2

3 44

566

2 97

.3%

19

372

19

372

Adm

inis

trat

ive

fees

94

81

-

175

1

75

-

100.

0% 1

18

118

Adv

ertis

ing

240

(2

04)

-

36

36

-

100.

0% 2

54

254

Min

or a

sset

s -

5

-

5

5 -

10

0.0%

129

1

29

Aud

it co

sts:

Ext

erna

l 5

194

(1

199

) -

3

995

3

995

-

10

0.0%

3 1

81

3 1

81

Burs

arie

s: E

mpl

oyee

s 1

045

(3

00)

-

745

7

45

-

100.

0% 9

23

923

Cat

erin

g: D

epar

tmen

tal

activ

ities

328

(2

59)

1 70

7

0 -

10

0.0%

204

2

04

Com

mun

icat

ion

2 0

75

780

-

2

855

2

193

662

76.8

% 2

654

2

654

Com

pute

r se

rvic

es 2

750

(7

03)

-

2 0

47

2 0

47

-

100.

0% 2

526

2

526

Con

sulta

nts:

Bus

ines

s an

d ad

viso

ry s

ervi

ces

164

2

59

-

423

4

23

-

100.

0% 1

224

1

224

Lega

l ser

vice

s 1

705

9

7 -

1

802

1

802

-

10

0.0%

727

7

27

Con

trac

tors

1 8

12

(791

) -

1

021

1

021

-

10

0.0%

757

7

57

Age

ncy

and

supp

ort

/ ou

tsou

rced

ser

vice

s 3

40

271

-

6

11

611

-

10

0.0%

264

2

64

Flee

t se

rvic

es 1

282

(1

82)

-

1 1

00

1 1

00

-

100.

0% 4

35

435

Hou

sing

-

-

-

-

-

-

-

-

-

Inve

ntor

y: C

loth

ing

mat

eria

l and

sup

plie

s -

-

-

-

-

-

-

5

5

Inve

ntor

y: F

ood

and

food

sup

plie

s 9

9 (9

6) -

3

3

-

10

0.0%

-

-

Inve

ntor

y: F

uel,

oil

and

gas

216

(2

14)

-

2

2

-

100.

0% -

-

Inve

ntor

y: M

ater

ials

and

su

pplie

s 5

2

-

7

7

-

10

0.0%

92

92

Inve

ntor

y: M

edic

al

supp

lies

-

-

-

-

-

-

-

60

60

Con

sum

able

sup

plie

s 1

010

2

69

-

1 2

79

1 2

79

-

100.

0% 6

35

635



Pro

gra

mm

e 1:

AD

MIN

ISTR

ATI

ON

2015

/16

2014

/15

Ad

just

ed

Ap

pro

pri

atio

nSh

ifti

ng

of

Fun

ds

Vir

emen

tFi

nal

A

pp

rop

riat

ion

Act

ual

Ex

pen

dit

ure

Var

ian

ceEx

pen

dit

ure

as

% o

f fi

nal

ap

pro

pri

atio

n

Fin

al

Ap

pro

pri

atio

nA

ctu

al

exp

end

itu

re

R’0

00R

’000

R’0

00R

’000

R’0

00R

’000

%R

’000

R’0

00

Con

sum

able

: Sta

tione

ry,

prin

ting

and

offic

e su

pplie

s

1 3

40

(243

) -

1

097

1

097

-

10

0.0%

1 3

63

1 3

63

Ope

ratin

g le

ases

2 1

21

(1 6

79)

-

442

4

42

-

100.

0% 7

72

772

Prop

erty

pay

men

ts 1

190

4

305

-

5

495

5

495

-

10

0.0%

348

3

48

Tran

spor

t pr

ovid

ed:

Dep

artm

enta

l act

ivity

--

--

--

--

-

Trav

el a

nd s

ubsi

sten

ce 9

52

(343

) 2

6

11

611

-

10

0.0%

665

6

65

Trai

ning

and

de

velo

pmen

t 1

381

(1

135

) -

2

46

246

-

10

0.0%

818

8

18

Ope

ratin

g pa

ymen

ts 2

1

2 -

1

4 1

4 -

10

0.0%

40

40

Venu

es a

nd f

acili

ties

126

(1

00)

-

26

26

-

100.

0% 4

90

490

Rent

al a

nd h

iring

-

-

-

-

-

-

-

688

6

88

Inte

rest

and

ren

t on

land

-

58

-

58

58

-

100.

0% 2

0 2

0

Inte

rest

-

58

-

58

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1. Detail of transfers and subsidies as per Appropriation Act (after Virement):

Detail of these transactions can be viewed in the note on Transfers and subsidies, disclosure notes and Annexure 1 (A-H) to the Annual Financial Statements.

2. Detail of specifically and exclusively appropriated amounts voted (after Virement):

Detail of these transactions can be viewed in note 1 (Annual Appropriation) to the Annual Financial Statements.

3. Detail on payments for financial assets

Detail of these transactions per programme can be viewed in the note on Payments for financial assets to the Annual Financial Statements.

4. Explanations of material variances from Amounts Voted (after Virement):

4.1 Per programme Final Appropriation Actual Expenditure Variance R’000 Variance as a % of Final Appropriation

Programme 1 : Administration 92 884 92 222 662 1%

Programme 2 : Civilian Oversight 188 120 167430 20 690 11%

Programme 3 : Traffic Management 455 076 455 076 - 0%

TOTAL 736 080 714 728 21 352 3%

The underspending is programme one Administration is due to a Cell C transaction which was authorised for payment but was never paid, the BAS system recorded the amount as an expense and a payable, the transaction needs to be reversed as it not an expense for the department. Civilian Oversight has spent 89% of its budget as at 31 March 2016, the underspending is as a result of • A R 10 million for the procurement of patroller uniform, an application for a roll – over has been forwarded to treasury• An incapacitated Civilian Secretariat unit due to an organisational structure not being finalised.

4.2 Per economic classification Final Appropriation Actual Expenditure Variance Variance as a % of Final Appropriation

R’000 R’000 R’000 R’000

Current payments 602 184 559 974 42 528 7%

Compensation of employees 406 979 396 289 10 690 3%

Goods and services 195 323 163 484 31 838 16%

Interest and rent on land 201 201 - 0%

Transfers and subsidies 54 440 54 440 - 0%

Provinces and municipalities 1 819 1 819 - 0%

Non-profit institutions 50 000 50 000 - 0%

Households 2 621 2 621 - 0%

Payments for capital assets 79 063 79 063 - 0%

Buildings and other fixed structures 440 440 - 0%

Machinery and equipment 78 623 78 623 - 0%

Payments for financial assets 75 75 - 0%

Please note that the current payment amount does not include the unauthorised expenditure approved without funding or R 21.2 million.

4.3 Per conditional grant Final Appropriation Actual Expenditure Variance Variance as a % of Final Appropriation

R’000 R’000 R’000 R’000

Expanded Public Works Program (EPWP) 1 345 1 345 - 0%

noteS to tHe aPPRoPRiation Statementfor the year ended 31 March 2016


Note 2015/16 2014/15

R’000 R’000

REVENUE

Annual appropriation 1 736 080 649 510

Departmental revenue 3 44 210 42 755

TOTAL REVENUE 780 290 692 265

EXPENDITURE

Current expenditure

Compensation of employees 4 396 288 356 294

Goods and services 5 163 483 192 910

Interest and rent on land 6 201 90

Total current expenditure 559 972 549 294

Transfers and subsidies

Transfers and subsidies 8 54 442 7 227

Total transfers and subsidies 54 442 7 227

Expenditure for capital assets

Tangible assets 9 79 063 73 067

Intangible assets 9 - 10

Total expenditure for capital assets 79 063 73 077

Unauthorised expenditure approved without funding 10 21 176 -

Payments for financial assets 7 75 8

TOTAL EXPENDITURE 714 728 629 606

SURPLUS/(DEFICIT) FOR THE YEAR 65 562 62 659

Reconciliation of Net Surplus/(Deficit) for the year

Voted funds 21 352 19 904

Annual appropriation 21 352 19 904

Departmental revenue and NRF Receipts 14 44 210 42 755

SURPLUS/(DEFICIT) FOR THE YEAR 65 562 62 659

Statement of finanCiaL PeRfoRmanCefor the year ended 31 March 2016


Note 2015/16 2014/15

R’000 R’000

ASSETS

Current assets 27 976 34 951

Unauthorised expenditure 10 1 322 22 498

Cash and cash equivalents 11 20 604 9 801

Receivables 12 6 050 2 652

TOTAL ASSETS 27 976 34 951

LIABILITIES

Current liabilities 27 893 34 889

Voted funds to be surrendered to the Revenue Fund 13 22 999 21 551

Departmental revenue and NRF Receipts to be surrendered to the Revenue Fund 14 4 073 11 545

Payables 15 821 1 793

TOTAL LIABILITIES 27 893 34 889

NET ASSETS 83 62

Note 2015/16 2014/15

R’000 R’000

Represented by:

Recoverable revenue 83 62

TOTAL 83 62

Statement of finanCiaL PoSitionas at 31 March 2016


Note 2015/16 2014/15

R’000 R’000

Recoverable revenue

Opening balance 62 55

Transfers: 21 7

Debts raised 21 7

Closing balance 83 62

TOTAL 83 62

Statement of CHanGeS in net aSSetSfor the year ended 31 March 2016


Note 2015/16 2014/15

R’000 R’000

CASH FLOWS FROM OPERATING ACTIVITIES

Receipts 780 290 692 265

Annual appropriated funds received 1.1 736 080 649 510

Departmental revenue received 3 44 193 42 752

Interest received 3.3 17 3

Net (increase)/decrease in working capital 16 806 (23 922)

Surrendered to Revenue Fund (71 586) (43 557)

Current payments (580 947) (549 204)

Interest paid 6 (201) (90)

Payments for financial assets (75) (8)

Transfers and subsidies paid (54 442) (7 227)

Net cash flow available from operating activities 16 89 845 68 257

CASH FLOWS FROM INVESTING ACTIVITIES

Payments for capital assets 9 (79 063) (73 077)

Net cash flows from investing activities (79 063) (73 077)

CASH FLOWS FROM FINANCING ACTIVITIES

Increase/(decrease) in net assets 21 -

Net cash flows from financing activities 21 -

Net increase/(decrease) in cash and cash equivalents 10 803 (4 820)

Cash and cash equivalents at beginning of period 9 801 14 621

Unrealised gains and losses within cash and cash equivalents

Cash and cash equivalents at end of period 17 20 604 9 801

CaSH fLoW Statementfor the year ended 31 March 2016


Summary of significant accounting policies

The financial statements have been prepared in accordance with the following policies, which have been applied consistently in all material aspects, unless otherwise indicated. Management has concluded that the financial statements present fairly the department’s primary and secondary information.

The historical cost convention has been used, except where otherwise indicated. Management has used assessments and estimates in preparing the annual financial statements. These are based on the best information available at the time of preparation.

Where appropriate and meaningful, additional information has been disclosed to enhance the usefulness of the financial statements and to comply with the statutory requirements of the Public Finance Management Act (PFMA), Act 1 of 1999 (as amended by Act 29 of 1999), and the Treasury Regulations issued in terms of the PFMA and the annual Division of Revenue Act.

1 Basis of preparation

The financial statements have been prepared in accordance with the Modified Cash Standard.

2 Going concern

The financial statements have been prepared on a going concern basis.

3 Presentation currency

Amounts have been presented in the currency of the South African Rand (R) which is also the functional currency of the department.

4 Rounding

Unless otherwise stated financial figures have been rounded to the nearest one thousand Rand (R’000).

5 Comparative information

5.1 Prior period comparative information

Prior period comparative information has been presented in the current year’s financial statements. Where necessary figures included in the prior period financial statements have been reclassified to ensure that the format in which the information is presented is consistent with the format of the current year’s financial statements.

5.2 Current year comparison with budget

A comparison between the approved, final budget and actual amounts for each programme and economic classification is included in the appropriation statement.

6 Revenue

6.1 Appropriated funds

Appropriated funds comprises of departmental allocations as well as direct charges against the revenue fund (i.e. statutory appropriation).Appropriated funds are recognised in the statement of financial performance on the date the appropriation becomes effective. Adjustments made in terms of the adjustments budget process are recognised in the statement of financial performance on the date the adjustments become effective.The net amount of any appropriated funds due to / from the relevant revenue fund at the reporting date is recognised as a payable / receivable in the statement of financial position.

6.2 Departmental revenue

Departmental revenue is recognised in the statement of financial performance when received and is subsequently paid into the relevant revenue fund, unless stated otherwise.

Any amount owing to the relevant revenue fund at the reporting date is recognised as a payable in the statement of financial position.

6.3 Accrued departmental revenue

Accruals in respect of departmental revenue (excluding tax revenue) are recorded in the notes to the financial statements when:

• it is probable that the economic benefits or service potential associated with the transaction will flow to the department; and• the amount of revenue can be measured reliably.

The accrued revenue is measured at the fair value of the consideration receivable.

Accrued tax revenue (and related interest and / penalties) is measured at amounts receivable from collecting agents.

7 Expenditure

7.1 Compensation of employees

Salaries and wages

Salaries and wages are recognised in the statement of financial performance on the date of payment.

aCCountinG PoLiCieSfor the year ended 31 March 2016


Social contributions

Social contributions made by the department in respect of current employees are recognised in the statement of financial performance on the date of payment.

Social contributions made by the department in respect of ex-employees are classified as transfers to households in the statement of financial performance on the date of payment.

7.2 Other expenditure

Other expenditure (such as goods and services, transfers and subsidies and payments for capital assets) is recognised in the statement of financial performance on the date of payment. The expense is classified as a capital expense if the total consideration paid is more than the capitalisation threshold.

7.3 Accrued expenditure payable

Accrued expenditure payable is recorded in the notes to the financial statements when the goods are received or, in the case of services, when they are rendered to the department or in the case of transfers and subsidies when they are due and payable.

Accrued expenditure payable is measured at cost.

7.4 Leases

Operating leases

Operating lease payments made during the reporting period are recognised as current expenditure in the statement of financial performance on the date of payment.

The operating lease commitments are recorded in the notes to the financial statements.

Finance leases

Finance lease payments made during the reporting period are recognised as capital expenditure in the statement of financial performance on the date of payment.

The finance lease commitments are recorded in the notes to the financial statements and are not apportioned between the capital and interest portions.

Finance lease assets acquired at the end of the lease term are recorded and measured at the lower of:

• cost, being the fair value of the asset; or• the sum of the minimum lease payments made, including any payments made to acquire ownership at the end of the lease term, excluding interest.

8 Cash and cash equivalents

Cash and cash equivalents are stated at cost in the statement of financial position.

Bank overdrafts are shown separately on the face of the statement of financial position as a current liability.

For the purposes of the cash flow statement, cash and cash equivalents comprise cash on hand, deposits held, other short-term highly liquid investments and bank overdrafts.

9 Prepayments and advances

Prepayments and advances are recognised in the statement of financial position when the department receives or disburses the cash.

Prepayments and advances are initially and subsequently measured at cost.

<Indicate when prepayments are expensed and under what circumstances.>

10 Loans and receivables

Loans and receivables are recognised in the statement of financial position at cost plus accrued interest, where interest is charged, less amounts already settled or written-off. Write-offs are made according to the department’s write-off policy.

11 Financial assets

11.1 Financial assets (not covered elsewhere)

A financial asset is recognised initially at its cost plus transaction costs that are directly attributable to the acquisition or issue of the financial.

At the reporting date, a department shall measure its financial assets at cost, less amounts already settled or written-off, except for recognised loans and receivables, which are measured at cost plus accrued interest, where interest is charged, less amounts already settled or written-off.

11.2 Impairment of financial assets

Where there is an indication of impairment of a financial asset, an estimation of the reduction in the recorded carrying value, to reflect the best estimate of the amount of the future economic benefits expected to be received from that asset, is recorded in the notes to the financial statements.



12 Payables

Loans and payables are recognised in the statement of financial position at cost.

13 Capital Assets

13.1 Immovable capital assets

Immovable capital assets are initially recorded in the notes to the financial statements at cost. Immovable capital assets acquired through a non-exchange transaction is measured at fair value as at the date of acquisition.

Where the cost of immovable capital assets cannot be determined reliably, the immovable capital assets are measured at R1 unless the fair value of the asset has been reliably estimated, in which case the fair value is used.

All assets acquired prior to 1 April 2002 (or a later date as approved by the OAG) may be recorded at R1.

Immovable capital assets are subsequently carried at cost and are not subject to depreciation or impairment.

Subsequent expenditure that is of a capital nature is added to the cost of the asset at the end of the capital project unless the immovable asset is recorded by another department in which case the completed project costs are transferred to that department.

13.2 Movable capital assets

Movable capital assets are initially recorded in the notes to the financial statements at cost. Movable capital assets acquired through a non-exchange transaction is measured at fair value as at the date of acquisition.

Where the cost of movable capital assets cannot be determined reliably, the movable capital assets are measured at fair value and where fair value cannot be determined; the movable assets are measured at R1.


Movable capital assets are subsequently carried at cost and are not subject to depreciation or impairment.

Biological assets are subsequently carried at fair value. Subsequent expenditure that is of a capital nature is added to the cost of the asset at the end of the capital project unless the movable asset is recorded by another department/entity in which case the completed project costs are transferred to that department.

13.3 Intangible assets

Intangible assets are initially recorded in the notes to the financial statements at cost. Intangible assets acquired through a non-exchange transaction are measured at fair value as at the date of acquisition.

Internally generated intangible assets are recorded in the notes to the financial statements when the department commences the development phase of the project.

Where the cost of intangible assets cannot be determined reliably, the intangible capital assets are measured at fair value and where fair value cannot be determined; the intangible assets are measured at R1.


Intangible assets are subsequently carried at cost and are not subject to depreciation or impairment.

Subsequent expenditure that is of a capital nature is added to the cost of the asset at the end of the capital project unless the intangible asset is recorded by another department/entity in which case the completed project costs are transferred to that department.

14 Provisions and Contingents

14.1 Provisions

Provisions are recorded in the notes to the financial statements when there is a present legal or constructive obligation to forfeit economic benefits as a result of events in the past and it is probable that an outflow of resources embodying economic benefits or service potential will be required to settle the obligation and a reliable estimate of the obligation can be made. The provision is measured as the best estimate of the funds required to settle the present obligation at the reporting date.

14.2 Contingent liabilities

Contingent liabilities are recorded in the notes to the financial statements when there is a possible obligation that arises from past events, and whose existence will be confirmed only by the occurrence or non-occurrence of one or more uncertain future events not within the control of the department or when there is a present obligation that is not recognised because it is not probable that an outflow of resources will be required to settle the obligation or the amount of the obligation cannot be measured reliably.

14.3 Contingent assets

Contingent assets are recorded in the notes to the financial statements when a possible asset arises from past events, and whose existence will be confirmed by the occurrence or non-occurrence of one or more uncertain future events not within the control of the department.



14.4 Commitments

Commitments are recorded at cost in the notes to the financial statements when there is a contractual arrangement or an approval by management in a manner that raises a valid expectation that the department will discharge its responsibilities thereby incurring future expenditure that will result in the outflow of cash.

15 Unauthorised expenditure

Unauthorised expenditure is recognised in the statement of financial position until such time as the expenditure is either:

• approved by Parliament or the Provincial Legislature with funding and the related funds are received; or• approved by Parliament or the Provincial Legislature without funding and is written off against the appropriation in the statement of financial

performance; or• transferred to receivables for recovery.

Unauthorised expenditure is measured at the amount of the confirmed unauthorised expenditure.

16 Fruitless and wasteful expenditure

Fruitless and wasteful expenditure is recorded in the notes to the financial statements when confirmed. The amount recorded is equal to the total value of the fruitless and or wasteful expenditure incurred.

Fruitless and wasteful expenditure is removed from the notes to the financial statements when it is resolved or transferred to receivables for recovery.

Fruitless and wasteful expenditure receivables are measured at the amount that is expected to be recoverable and are de-recognised when settled or subsequently written-off as irrecoverable.

17 Irregular expenditure

Irregular expenditure is recorded in the notes to the financial statements when confirmed. The amount recorded is equal to the value of the irregular expenditure incurred unless it is impracticable to determine, in which case reasons therefor are provided in the note.

Irregular expenditure is removed from the note when it is either condoned by the relevant authority, transferred to receivables for recovery or not condoned and is not recoverable.

Irregular expenditure receivables are measured at the amount that is expected to be recoverable and are de-recognised when settled or subsequently written-off as irrecoverable.

18 Changes in accounting policies, accounting estimates and errors

Changes in accounting policies that are effected by management have been applied retrospectively in accordance with MCS requirements, except to the extent that it is impracticable to determine the period-specific effects or the cumulative effect of the change in policy. In such instances the department shall restate the opening balances of assets, liabilities and net assets for the earliest period for which retrospective restatement is practicable.

Changes in accounting estimates are applied prospectively in accordance with MCS requirements.

Correction of errors is applied retrospectively in the period in which the error has occurred in accordance with MCS requirements, except to the extent that it is impracticable to determine the period-specific effects or the cumulative effect of the error. In such cases the department shall restate the opening balances of assets, liabilities and net assets for the earliest period for which retrospective restatement is practicable.

19 Events after the reporting date

Events after the reporting date that are classified as adjusting events have been accounted for in the financial statements. The events after the reporting date that are classified as non-adjusting events after the reporting date have been disclosed in the notes to the financial statements.

20 Recoverable revenue

Amounts are recognised as recoverable revenue when a payment made in a previous financial year becomes recoverable from a debtor in the current financial year. Amounts are either transferred to the National/Provincial Revenue Fund when recovered or are transferred to the statement of financial performance when written-off.

21 Related party transactions

A related party transaction is a transfer of resources, services or obligations between the reporting entity and a related party. Related party transactions within the Minister’s portfolio are recorded in the notes to the financial statements when the transaction is not at arm’s length.

Key management personnel are those persons having the authority and responsibility for planning, directing and controlling the activities of the department. The number of individuals and their full compensation is recorded in the notes to the financial statements.



23 Inventories (Effective from 1 April 2017)

At the date of acquisition, inventories are recorded at cost price in the notes to the financial statements

Where inventories are acquired as part of a non-exchange transaction, the cost of inventory is its fair value at the date of acquisition.

Inventories are subsequently measured at the lower of cost and net realisable value or the lower of cost and current replacement value.



1. Annual Appropriation

1.1 Annual AppropriationIncluded are funds appropriated in terms of the Appropriation Act (and the Adjustments Appropriation Act) for National Departments (Voted funds) and Provincial Departments:

2015/16 2014/15

Final Appropriation

Actual Funds Received

Funds not requested/not

received

Final Appropriation

Appropriation received

R’000 R’000 R’000 R’000 R’000

Administration 92 884 92 884 - - 77 150

Civilian Oversight 188 120 188 120 - - 172 297

Traffic Management 455 076 455 076 - - 400 063

Total 736 080 736 080 - - 649 510

1.2 Included in the final Appropriation above is the following:

2015/16 2014/15

R’000 R’000

Total funds received from RTMC 25 000 95 000

Total amount surrendered to the revenue fund 25 000 95 000

Amount appropriated to the department 50 000 56 000

The department received R 25 million from RTMC the funds were for the following projects:

Road Safety campaign (National Roll – out) R 25 million

The amount appropriated to the department was the R 50 million for road safety campaigns (there other R 25 million was received in the prior year).

2. Conditional grants Note

2015/16 2014/15R’000 R’000

Total grants received 32 1 345 -

The conditional grant is included in the final appropriation disclosed in note 1.1 above

3. Departmental revenue

Note 2015/16 2014/15

R’000 R’000

Sales of goods and services other than capital assets 3.1 8 753 7 951

Fines, penalties and forfeits 3.2 27 993 18 101

Interest, dividends and rent on land 3.3 17 3

Transactions in financial assets and liabilities 3.4 7 447 16 700

Departmental revenue collected 44 210 42 755

3.1 Sales of goods and services other than capital assets

Note 2015/16 2014/15

3 R’000 R’000

Sales of goods and services produced by the department 8 753 7 951

Other sales 8 753 7 951

Total 8 753 7 951

noteS to tHe annuaL finanCiaL StatementSfor the year ended 31 March 2016


3.2 Fines, penalties and forfeits

Note 2015/16 2014/15

3 R’000 R’000

Fines 27 993 18 101

Total 27 993 18 101

3.3 Interest, dividends and rent on land

Note 2015/16 2014/15

3 R’000 R’000

Interest 17 3

Total 17 3

3.4 Transactions in financial assets and liabilities

Note 2015/16 2014/15

3 R’000 R’000

Other Receipts including Recoverable Revenue 7 447 16 700

Total 7 447 16 700

4. Compensation of employees

4.1 Salaries and Wages

Note 2015/16 2014/15

R’000 R’000

Basic salary 278 931 212 560

Performance award 4 682 3 327

Service Based 18 430 17 175

Compensative/circumstantial 19 552 38 908

Periodic payments 2 522 1 375

Other non-pensionable allowances 20 472 38 857

Total 344 589 312 202

4.2 Social contributions

Note 2015/16 2014/15

R’000 R’000

Employer contributions

Pension 29 461 27 244

Medical 22 145 16 760

UIF 22 20

Bargaining council 71 68

Total 51 699 44 092

Total compensation of employees 396 288 356 294

Average number of employees 1 583 1 770

5. Goods and services Note 2015/16 2014/15

R’000 R’000

Administrative fees 338 211

Advertising 10 518 10 975

Minor assets 5.1 772 933

Bursaries (employees) 745 944

Catering 5 766 10 521

Communication 5 677 6 423

Computer services 5.2 2 047 2 526

Consultants: Business and advisory services 497 2 075

Legal services 1 802 731

Contractors 9 174 31 433



Note 2015/16 2014/15

R’000 R’000

Agency and support / outsourced services 7 125 16 271

Audit cost – external 5.3 3 995 3 181

Fleet services 46 856 22 911

Inventory 5.4 4 377 4 097

Consumables 5.5 7 143 13 543

Operating leases 29 515 37 975

Property payments 5.6 11 337 4 226

Rental and hiring 4 746 6 856

Travel and subsistence 5.7 7 006 8 364

Venues and facilities 2 227 5 229

Training and development 1 382 3 115

Other operating expenditure 5.8 438 370

Total 163 483 192 910

5.1 Minor assets

Note 2015/16 2014/15

5 R’000 R’000

Tangible assets 772 933

Machinery and equipment 772 933

Total 772 933

5.2 Computer services

Note 2015/16 2014/15

5 R’000 R’000

External computer service providers 2 047 2 526

Total 2 047 2 526

5.3 Audit cost – External Note 2015/16 2014/15

5 R’000 R’000

Regularity audits 3 995 3 181

Total 3 995 3 181

5.4 Inventory

Note 2015/16 2014/15

5 R’000 R’000

Clothing material and accessories 1 675 2 015

Farming supplies - 45

Food and food supplies 1 795 880

Fuel, oil and gas 35 9

Learning, teaching and support material 356 -

Materials and supplies 516 811

Medical supplies - 337

Total 4 377 4 097

5.5 Consumables

Note 2015/16 2014/15

5 R’000 R’000

Consumable supplies 3 591 9 948

Uniform and clothing 26 5 618

Household supplies 1 962 1 073

Building material and supplies 30 5

IT consumables - 418

Other consumables 1 573 2 834

Stationery, printing and office supplies 3 552 3 595

Total 7 143 13 543



5.6 Property payments

Note 2015/16 2014/15

5 R’000 R’000

Municipal services 6 918 1 328

Property maintenance and repairs 2 356 46

Other 2 063 2 852

Total 11 337 4 226

5.7 Travel and subsistence

Note 2015/16 2014/15

5 R’000 R’000

Local 6 735 8 345

Foreign 271 19

Total 7 006 8 364

5.8 Other operating expenditure

Note 2015/16 2014/15

5 R’000 R’000

Professional bodies, membership and subscription fees2 4

Resettlement costs - 19

Other 436 347

Total 438 370

6. Interest and rent on land

Note 2015/16 2014/15

R’000 R’000

Interest paid 201 90

Total 201 90

7. Payments for financial assets

Note 2015/16 2014/15

R’000 R’000

Debts written off 75 8

Total 75 8

Other debt written off – Ex employees 75 8

Total 75 8

Total debt written off 75 8

8. Transfers and subsidies

2015/16 2014/15

R’000 R’000

Note

Provinces and municipalities Annex 1A 220 161

Departmental agencies and accounts Annex 1B 1 599 222

Public corporations and private enterprises Annex 1D - 1

Non-profit institutions Annex 1F 50 000 6 000

Households Annex 1G 2 623 843

Total 54 442 7 227



9. Expenditure for capital assets

Note 2015/16 2014/15

R’000 R’000

Tangible assets 79 063 73 067

Buildings and other fixed structures 30 440 88

Machinery and equipment 28 78 623 72 979

Intangible assets - 10

Software 29 - 10

Total 79 063 73 077

9.1 Analysis of funds utilised to acquire capital assets – 2015/16

Voted funds Aid assistance Total

R’000 R’000 R’000

Tangible assets 79 063 - 79 063

Buildings and other fixed structures 440 - 440

Machinery and equipment 78 623 - 78 623

Total 79 063 79 063

9.2 Analysis of funds utilised to acquire capital assets – 2014/15

Voted funds Aid assistance Total

R’000 R’000 R’000

Tangible assets 73 067 - 73 067

Buildings and other fixed structures 88 - 88

Machinery and equipment 72 979 - 72 979

Intangible assets 10 - 10

Software 10 - 10

Total 73 077 - 73 077

9.3 Finance lease expenditure included in Expenditure for capital assets

Note 2015/16 2014/15R’000 R’000

Tangible assetsMachinery and equipment 71 762 32 441

Total 71 762 32 441

10. Unauthorised expenditure

10.1 Reconciliation of unauthorised expenditure

Note 2015/16 2014/15

R’000 R’000

Opening balance 22 498 22 498

Less: Amounts approved by Parliament/Legislature without funding (21 176) -

Current (21 176) -

Closing balance 1 322 22 498

Analysis of awaiting authorisation per economic classification

Current 1 322 22 498

Total 1 322 22 498



10.2 Analysis of unauthorised expenditure awaiting authorisation per economic classification

2015/16 2014/15

R’000 R’000

Current 1 322 22 498

Total 1 322 22 498

10.3 Analysis of unauthorised expenditure awaiting authorisation per type

2015/16 2014/15

R’000 R’000

Unauthorised expenditure relating to overspending of the vote or a main division within a vote 1 322 22 498

Total 1 322 22 498

10.4 Prior period error

Note 2014/15

R’000

Relating to 2014/15 837

Reclassification from capital to current

837

Total prior period errors 837

11. Cash and cash equivalents

Note 2015/16 2014/15

R’000 R’000

Consolidated Paymaster General Account 20 549 9 746

Cash on hand 55 55

Total 20 604 9 801

12. Receivables

2015/16 2014/15

Current Non-current Total Current Non-current Total

Note R’000 R’000 R’000 R’000 R’000 R’000

Claims recoverable 12.1 4 041 - 4 041 363 - 363

Staff debt 12.2 576 - 576 468 - 468

Fruitless and wasteful expenditure

12.4 326 - 326 326 - 326

Other debtors 12.3 1 107 - 1 107 1 495 - 1 495

Total 6 050 - 6 050 2 652 - 2 652

12.1 Claims recoverable

Note 2015/16 2014/15

12 and Annex 4 R’000 R’000

National departments 94 61

Provincial departments 3 947 20

Public entities - 282

Total 4 041 363

12.2 Staff debt

Note 2015/16 2014/15

12 R’000 R’000

Employee 11 26

Ex – employee 565 442

Total 576 468



12.3 Other debtors

Note 2015/16 2014/15

12 R’000 R’000

Sal : deduction Disall Acc: CA - 2

Sal : Tax debt 1 1

Sal : Reversal Control Acc 61 20

Receipt Control Account : Dom - 47

Rec : Dom: Clms : p/dept : GP Claim rec 1 045 1 425

Total 1 107 1 495

12.4 Fruitless and wasteful expenditure

Note 2015/16 2014/15

12 R’000 R’000


Less amounts recovered - (437)

Duplicate payment - 437

Total 326 326

13. Voted funds to be surrendered to the Revenue Fund

Note 2015/16 2014/15

R’000 R’000


As restated 21 551 3 678

Transfer from statement of financial performance (as restated) 21 352 19 904

Paid during the year (19 904) (2 031)


14. Departmental revenue and NRF Receipts to be surrendered to the Revenue Fund

Note 2015/16 2014/15

R’000 R’000


As restated 11 545 10 316

Transfer from Statement of Financial Performance (as restated) 44 210 42 755

Paid during the year (51 682) (41 526)


15. Payables – current

Note 2015/16 2014/15

R’000 R’000

Clearing accounts 15.1 - 36

Other payables 15.2 821 1 757

Total 821 1 793

15.1 Clearing accounts

Note 2015/16 2014/15

15 R’000 R’000

Reciept Deposit Control:Dom

- 36

Total - 36

15.2 Other payables

Note 2015/16 2014/15

15 R’000 R’000

Cheque payable : Dom - 4

Sal : ACB Recalls : CA 68 21

Sal : Income Tax: CL 254 1 628

Sal:Pension Fund:CL 6; Outstanding Payments 3 499 104

Total 821 1 757



16. Net cash flow available from operating activities

Note 2015/16 2014/15

R’000 R’000

Net surplus/(deficit) as per Statement of Financial Performance 65 562 62 659

Add back non cash/cash movements not deemed operating activities 24 283 5 598

(Increase)/decrease in receivables – current (3 398) (619)

(Increase)/decrease in other current assets 21 176 -

Increase/(decrease) in payables – current (972) (23 303)

Expenditure on capital assets 79 063 73 077

Surrenders to Revenue Fund (71 586) (43 557)

Net cash flow generated by operating activities 89 845 68 257

17. Reconciliation of cash and cash equivalents for cash flow purposes

Note 2015/16 2014/15R’000 R’000

Consolidated Paymaster General account 20 549 9 746Cash on hand 55 55Total 20 604 9 801

18. Contingent liabilities and contingent assets18.1 Contingent liabilities

Note 2015/16 2014/15

R’000 R’000

Liable to Nature

Housing loan guarantees Employees Annex 3A 48 48

Claims against the department Annex 3B 18 881 11 573

Intergovernmental payables (unconfirmed balances) Annex 5 52 40

Other Annex 3B 33 630 -

Total 52 611 11 661

The prior year claims against the department was adjusted by R 1 578 000, this was a contingent liability that existed as at 31 March 2015, it however did not form part of the R 9 995 000 balance disclosed in the financial statements.

18.2 Contingent assets

Note 2015/16 2014/15

R’000 R’000

Nature of contingent asset

Breach of contract by the service provider 7 200 7 200

Claims for the Rental deposit 1 011 1 011

Motor Vehicle Accident 113 113

Total 8 324 8 324

R7.2 million is for a claim by the department against the service provider for a breach of contract on training of contractors. R1.0 million is for a rental deposit paid by Department. There is currently a claim by the department to recoup the rental deposit from the land lord. According to legal is probable that the money will be recovered.

19. Commitments

Note 2015/16 2014/15

R’000 R’000

Current expenditure

Approved and contracted 19 665 45 550

Approved but not yet contracted - 6 349

19 665 51 899

Capital expenditure

Approved and contracted - 216

- 216

Total Commitments 19 665 52 115



Included in the commitment total above, an amount of R 7.4 million which represents commitments for a period longer than a year.

20. Accruals and payables not recognised

20.1 Accruals

2015/16 2014/15

R’000 R’000

Listed by economic classification

30 Days 30+ Days Total Total

Goods and services 299 44 343 2 179

Capital assets - - - 5

Total 299 44 343 2 184

Note 2015/16 2014/15

R’000 R’000

Listed by programme level

Programme 1 : Administration - 404

Programme 2 : Civilian Oversight 239 1 044

Programme 3 : Traffic Management Services 104 736

Total 343 2 184

20.2 Payables not recognised

2015/16 2014/15

R’000 R’000

Listed by economic classification

30 Days 30+ Days Total Total

Goods and services 10 412 6 411 16 823 55 772

Capital assets 1 736 1 965 3 701 56 188

Other 24 - 24 -

Total 12 172 8 376 20 548 111 960

Note 2015/16 2014/15

R’000 R’000

Listed by programme level

Programme 1 : Administration 4 133 15 252

Programme 2 : Civilian Oversight 8 079 24 712

Programme 3 : Traffic Management Services 8 336 71 996

Total 20 548 111 960

Note 2015/16 2014/15

Included in the above totals are the following: R’000 R’000

Confirmed balances with departments - 146

Confirmed balances with other government entities Annex 5 4 122 76 836

Total 4 122 76 982



The following changes were made to the Payables not recognised prior year balance:

Programme Amount

R’000

Administration 1 582

Civilian Oversight 1 616

Traffic Management 1 638

Total 4 836

The above amount represent transactions that were paid for in the current financial period but the related goods and services were received in prior financial periods, the amount was not included in the list of accruals as at 31 March 2015.

21. Employee benefits

Note 2015/16 2014/15

R’000 R’000

Leave entitlement 23 060 21 567

Service bonus (Thirteenth cheque) 10 629 9 703

Performance awards 6 105 5 584

Capped leave commitments 13 744 13 912

Other 317 95

Total 53 855 50 861

22. Lease commitments

Operating leases expenditure

2015/16

Buildings and other fixed structures

Machinery and equipment

Total

Not later than 1 year 20 640 582 21 222

Later than 1 year and not later than 5 years 8 408 826 9 234

Total lease commitments 29 048 1 408 30 456

2014/15

Buildings and other fixed structures


Total

Not later than 1 year 29 277 474 29 751

Later than 1 year and not later than 5 years 28 850 205 29 055

Total lease commitments 58 127 679 58 806

The operating leases consists of the following assets and lease conditions

Lease asset Conditions of the lease

Buildings and other fixed structures The department lease a building to be used as a pound for a period of 60 months from September 2012 with an escalation rate of 9% p.a.

Machinery and equipment The department has leased 24 photocopy machines for a period of 36 months from October 2015. The lease does not have an escalation clause.

22.2 Finance leases expenditure

2015/16


Total

Not later than 1 year 8 948 8 948

Later than 1 year and not later than 5 years 8 377 8 377

Total lease commitments 17 325 17 325



2014/15


Total

Not later than 1 year 11 050 11 050

Later than 1 year and not later than 5 years 4 548 4 548

Later than five years - -

Total lease commitments 15 598 15 598

The finance leases consists of the following assets and lease conditions

Lease asset Conditions of the lease

Vehicles The department leased vehicles under a finance lease, the lease agreement does not have an escalation clause and the period is determined per leased vehicle

23. Accrued departmental revenue

Note 2015/16 2014/15

R’000 R’000

Fines, penalties and forfeits 35 929 108 114

Total 35 929 108 114

23.1 Analysis of accrued departmental revenue

Note 2015/16 2014/15

R’000 R’000


Less: amounts received (13 039) (7 260)

Add: amounts recognised 54 631 45 134

Less: Impairment (113 777) (29 228)


23.2 Impairment of accrued departmental revenue

Note 2015/16 2014/15R’000 R’000

Estimate of impairment of accrued departmental revenue 113 777 29 228

Total 13 777 29 228

24. Irregular expenditure

24.1 Reconciliation of irregular expenditure

Note 2015/16 2014/15

R’000 R’000


Add: Irregular expenditure – relating to current year 5 043 40 119


Analysis of awaiting condonation per age classification

Current year 5 043 40 119

Prior years 64 735 24 616

Total 69 778 64 735



24.2 Details of irregular expenditure – current year

Incident Disciplinary steps taken/criminal proceedings 2015/16R’000

Irregular expenditure as a result of not following proper procurement processes (Sister sister)

No disciplinary steps taken 732

Irregular expenditure as a result of not following proper procurement processes (Cloudceed)

No disciplinary steps taken 1 995

Expenditure not in accordance with PSR 4d No disciplinary steps taken 896

Irregular expenditure as a result of not following proper procurement processes (Total Client Services (Pty) Ltd)


Irregular expenditure as a result of not following proper procurement processes ( Manoko Attorneys)


Overtime worked prior written approval was obtained No disciplinary steps taken 15

Total 5 043

25. Fruitless and wasteful expenditure

25.1 Reconciliation of fruitless and wasteful expenditure

Note 2015/16 2014/15

R’000 R’000


Fruitless and wasteful expenditure – relating to current year 302 90

Less: Amounts resolved (138) -

Less: Amounts transferred to receivables for recovery 15.6 - (437)

Closing balance 302 138

25.2 Analysis of awaiting resolution per economic classification

2015/16 2014/15

R’000 R’000

Current 302 138

Total 302 138

25.3 Analysis of Current year’s fruitless and wasteful expenditure Incident Disciplinary steps taken/criminal proceedings 2015/16

R’000

Interest on overdue payments No disciplinary steps taken 201

Additional copies of the annual report printed No disciplinary steps taken 101

Total 302

25.4 Prior period error

Note 2014/15

R’000

Nature of prior period error

Relating to 2014/15 437

Amount recovered in the prior year 437

-

Total prior period errors 437

26. Related party transactions

Payments made Note 2015/16 2014/15

R’000 R’000

Goods and services 29 717 15 632

Expenditure for capital assets 71 762 32 441

Total 101 479 48 073

Note 2015/16 2014/15

R’000 R’000

Year end balances arising from revenue/payments

Receivables from related parties (3 947) (20)

Payables to related parties 4 122 76 808

Total 175 76 788



The department has a related party transaction with the below Department • Department of Infrastructure and Development (DID) relating to payment of rental for the building occupied by the department at 64 Pritchard Street. This

building is on the asset register of DID because they are the custodian of building across Gauteng Province. • G-fleet for vehicles that are leased by the department. The Department has vehicles on lease on the Full maintenance model, which is classified as a fin-

ance lease. These vehicles are used as a tool of trade by the Department in dispensing its mandate.

The following is a list of departments that Community Safety has a related party relationship with: • Office of the Premier, Gauteng Provincial Legislature, Economic Development, Health;• Education, Social Development, Cooperative Governance and Traditional Affairs,• Human Settlements, Roads and Transport, Agriculture and Rural Development, • Sports, Arts, Culture and Recreation, Education, Finance, Gauteng Provincial Treasury, • Infrastructure Development

The following is a list of entities that Community Safety has a related party relationship with: • Medical Supplies Depot (MSD), Gauteng Growth and Development Agency (GGDA), • Gauteng Partnership Fund (GPF), Gauteng Film Commission (GFC), • Gauteng Liquor Board (GLB), Housing Fund, Gauteng Funding Agency (GFA), • Gauteng Gambling Board (GGB), G-Fleet Management, Gauteng Tourism Authority (GTA) , Cradle of Humankind, Gautrain Management Agency (GMA),

Gauteng Enterprise Propeller (GEP), Dinokeng and Cost Recovery

27. Key management personnel

No. of Individuals

2015/16 2014/15

R’000 R’000

Political office bearers (provide detail below) 1 1 740 1 921

Officials:

Level 15 to 16 3 2 969 4 195

Level 14 (incl. CFO if at a lower level) 5 6 449 4 572

Total 11 158 10 688

28. Movable Tangible Capital Assets

MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2016

Opening balance Value adjustments Additions Disposals Closing Balance

R’000 R’000 R’000 R’000 R’000

MACHINERY AND EQUIPMENT 111 779 - 14 239 (1 044) 124 974

Transport assets 55 174 - 1 481 - 56 655

Computer equipment 16 979 - 487 (980) 16 486

Furniture and office equipment 8 105 - 19 (46) 8 078

Other machinery and equipment 31 521 - 12 252 (18) 43 755

TOTAL MOVABLE TANGIBLE CAPITAL ASSETS 111 779 - 14 239 (1 044) 124 974

28.1 Additions

ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2016

Cash Non-cash (Capital Work in Progress current costs and finance lease payments)

Received current, not paid

(Paid current year, received

prior year)

Total

R’000 R’000 R’000 R’000 R’000

MACHINERY AND EQUIPMENT 78 623 (62 253) - (2 131) 14 239

Transport assets 75 767 (71 762) - (2 524) 1 481

Computer equipment 348 - - 139 487

Furniture and office equipment 9 - - 10 19

Other machinery and equipment 2 499 9 509 - 244 12 252

TOTAL ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS 78 623 (62 253) - (2 131) 14 239



28.2 Disposals

DISPOSALS OF MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2016

Sold for cash Non-cash disposal

Total disposals Cash Received Actual

R’000 R’000 R’000 R’000

MACHINERY AND EQUIPMENT - 1 044 1 044 -

Computer equipment - 980 980 -

Furniture and office equipment - 46 46 -

Other machinery and equipment - 18 18 -

TOTAL DISPOSAL OF MOVABLE TANGIBLE CAPITAL ASSETS - 1 044 1 044 -

28.3 Movement for 2014/15

MOVEMENT IN TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015

Opening balance Prior period error Additions Disposals Closing Balance

R’000 R’000 R’000 R’000 R’000

MACHINERY AND EQUIPMENT 84 047 (554) 33 219 (4 933) 111 779

Transport assets 33 499 (992) 22 667 - 55 174

Computer equipment 20 149 269 1 249 (4 688) 16 979

Furniture and office equipment 8 222 (15) 143 (245) 8 105

Other machinery and equipment 22 177 184 9 160 - 31 521

TOTAL MOVABLE TANGIBLE CAPITAL ASSETS 84 047 (554) 33 219 (4 933) 111 779

Prior period error

Note 2014/15

R’000


Relating to 2014/15 (554)

Duplicate Transport assets (992)

Computer equipment that was not included in the asset register 269

Furniture, Office and other machinery and equipment that was included in the asset register 169

Total prior period errors (554)

28.4 Minor assets

MOVEMENT IN MINOR ASSETS PER THE ASSET REGISTER FOR THE YEAR ENDED AS AT 31 MARCH 2016

Specialised military assets

Intangible assets Heritage assets Machinery and equipment

Biological assets Total

R’000 R’000 R’000 R’000 R’000 R’000

Opening balance - - - 21 417 - 21 417

Additions - - - 712 - 712

Disposals - - - 4 - 4

TOTAL MINOR ASSETS - - - 22 125 - 22 125

MOVEMENT IN MINOR ASSETS PER THE ASSET REGISTER FOR THE YEAR ENDED AS AT 31 MARCH 2015

Specialised military assets

Intangible assets Heritage assets Machinery and equipment

Biological assets Total

R’000 R’000 R’000 R’000 R’000 R’000

Opening balance - - - 20 829 - 20 829

Additions - - - (345) - (345)

Disposals - - - 933 - 933

TOTAL MINOR ASSETS - - - 21 417 - 21 417



Prior period error

Note 2014/15

R’000


Relating to 2014/15 [affecting the opening balance] (345)

Duplicate Machinery and equipment in the fixed asset register (345)

Total prior period errors (345)

29. Intangible Capital Assets

MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2016


R’000 R’000 R’000 R’000 R’000

SOFTWARE 3 887 - - - 3 887

TOTAL INTANGIBLE CAPITAL ASSETS 3 887 - - - 3 887


MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015


R’000 R’000 R’000 R’000 R’000

SOFTWARE 14 983 - 10 11 106 3 887

TOTAL INTANGIBLE CAPITAL ASSETS 14 983 - 10 11 106 3 887

30. Immovable Tangible Capital Assets

MOVEMENT IN IMMOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2016


R’000 R’000 R’000 R’000

BUILDINGS AND OTHER FIXED STRUCTURES 88 - - - 528

Dwellings 440 440

Other fixed structures 88 88

TOTAL IMMOVABLE TANGIBLE CAPITAL ASSETS 88 - 440 - 528

30.1 Additions

ADDITIONS TO IMMOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2016

Cash Non-cash (Capital Work in Progress current

costs and finance lease

payments)

Received current, not paid

(Paid current year, received

prior year)

Total

R’000 R’000 R’000 R’000 R’000

BUILDING AND OTHER FIXED STRUCTURES 440 - - - 440

Dwellings 440 440

TOTAL ADDITIONS TO IMMOVABLE TANGIBLE CAPITAL ASSETS 440 - - - 440




MOVEMENT IN IMMOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015


R’000 R’000 R’000 R’000 R’000

BUILDINGS AND OTHER FIXED STRUCTURES - - 88 - 88

Other fixed structures - - 88 - 88

TOTAL IMMOVABLE TANGIBLE CAPITAL ASSETS - - 88 - 88

31. Prior period errors

Note 2015/16

R’000

Liabilities:

Payables (62)

Assets:

Recoverable asset 62

Net effect -



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4Part Human Resource Management


PaRt 4: Human ReSouRCe manaGement

Human ReSouRCe oVeRSiGHt StatiStiCS

4. 1 Personnel related expenditure

Table 4.1.1 Personnel expenditure by programme for the period 1 April 2015 and 31 March 2016 Programme Total Voted

Expenditure (R’000)

Compensation of Employees Expenditure

(R’000)

Training Expenditure

(R’000)

Professional and Special

Services (R’000)

Compensation of Employees as percent of Total

Expenditure

Average Employment

Administration 92 881 64 106 0,00 0,00 69,00 57,00 1123

Civilian oversight 188 126 76 601 0,00 0,00 39,40 59,00 1123

Traffic management 455 073 266 275 0,00 0,00 58,90 241,00 1123

Total as on Financial Systems (BAS) 736 080 406 982 0,00 0,00 55,60 356,00 1123

Table4.1.2 Personnel costs by salary band for the period 1 April 2015 to 31 March 2016Salary Bands Compensation

of Employees Cost including

Transfers (R’000)

Percentage of Total Personnel

Cost for Department

Average Compensation

Cost per Employee

(R’000)

Total Personnel Cost fo

Department including Goods

and Services (R’000)

Number of Employees

Lowerr skilled (Levels 1-2) 4 586 1,10 131 029 422 317 35

Skilled (Levels 3-5) 21 632 5,10 189 754 422 317 114

Highly skilled production (Levels 6-8) 230 334 54,50 285 774 422 317 806

Highly skilled supervision (Levels 9-12) 72 279 17,10 535 400 422 317 135

Senior management (Levels 13-16) 24 630 5,80 1 026 250 422 317 24

Contract (Levels 3-5) 664 0,20 332 000 422 317 2

Contract (Levels 6-8) 259 0,10 259 000 422 317 1

Contract (Levels 9-12) 2 194 0,50 731 333 422 317 3

Contract (Levels 13-16) 2 592 0,60 864 000 422 317 3

Periodical remuneration 2 384 0,60 8 336 422 317 286

Abnormal Appointment 54 362 12,90 72 676 422 317 748

TOTAL 415 916 98,50 192 822 422 317 2157

Table 4.1.3 Salaries, Overtime, Home Owners Allowance and Medical Aid by programme for the period 1 April 2015 to 31 March 2016Programme Salaries

(R’000)Salaries as % of

Personnel Cost

Overtime (R’000)

Overtime as % of

Personnel Cost

HOA (R’000)

HOA as % of

Personnel Cost

Medical Ass. (R’000)

Medical Ass. as % of

Personnel Cost

Total Personnel Cost per

Programme (R’000)

Grl: promotion of safety

R 5 760,00 R 81,90 R 3,00 R 0,00 R 87,00 R 1,20 R 136,00 R 1,90 R 7 037,00

Grl:crm prvntn & comty polc rlts

R 1 126,00 R 83,50 R 0,00 R 0,00 R 14,00 R 1,00 R 18,00 R 1,30 R 1 349,00

Pr1: management & administration

R 51 016,00 R 81,00 R 149,00 R 0,20 R 1 212,00 R 1,90 R 1 548,00 R 2,50 R 62 963,00

Pr2: safety promotion

R 32 540,00 R 79,10 R 1 088,00 R 2,60 R 916,00 R 2,20 R 1 457,00 R 3,50 R 41 152,00

Pr3: civilian & oversight R 24 546,00 R 79,50 R 0,00 R 0,00 R 427,00 R 1,40 R 828,00 R 2,70 R 30 892,00


Programme Salaries (R’000)

Salaries as % of

Personnel Cost

Overtime (R’000)

Overtime as % of

Personnel Cost

HOA (R’000)

HOA as % of

Personnel Cost

Medical Ass. (R’000)


Personnel Cost

Total Personnel Cost per

Programme (R’000)

Pr4: traffic management R 185 526,00 R 66,50 R 22 105,00 R 7,90 R 8 692,00 R 3,10 R 13 883,00 R 5,00 R 278 924,00

TOTAL R 300 514,00 R 71,20 R 23 345,00 R 5,50 R 11 348,00 R 2,70 R 17 870,00 R 4,20 R 422 317,00

Table 4.1.4 Salaries, Overtime, Home Owners Allowance and Medical Aid by salary band for the period 1 April 2015 to 31 March 2016Salary bands Salaries

(R’000)Salaries as % of

personnel Cost

Overtime (R’000)

Overtime as % of

personnel Cost

HOA (‘000)

HOA as % of

personnel Cost

Medical Ass.

(R’000)


personnel Cost

Total personnel

Cost per salary Band (R’000)

Lower skilled (Levels 1-2) 2 972 64,70 8 0,20 437 9,50 445 9,70 4 592

Skilled (Levels 3-5) 14 495 66,80 284 1,30 1 365 6,30 1 726 8,00 21 697

Highly skilled production (Levels 6-8) 149 022 63,90 20 767 8,90 8 219 3,50 13 529 5,80 233 235

Highly skilled supervision (Levels 9-12) 54 660 72,40 2 287 3,00 945 1,30 1 983 2,60 75 474

Senior management (Levels 13-16) 20 777 84,40 0,00 0,00 177 0,70 169 0,70 24 630

Contract (Levels 3-5) 584 87,70 0,00 0,00 23 3,50 0,00 0,00 666

Contract (Levels 6-8) 211 80,80 0,00 0,00 14 5,40 18,00 6,90 261

Contract (Levels 9-12) 1 688 76,40 0,00 0,00 49 2,20 0,00 0,00 2 209

Contract (Levels 13-16) 1 977 76,30 0,00 0,00 120 4,60 0,00 0,00 2 592

Periodical remuneration 196 8,20 0,00 0,00 0,00 0,00 0,00 0,00 2 385

Abnormal Appointment 53 933 98,80 0,00 0,00 0,00 0,00 0,00 0,00 54 575

TOTAL 300 515 71,20 23 346 5,50 11 349 2,70 17 870 4,20 422 317

4.2. Employment and Vacancies

Table 4.2.1 Employment and vacancies by programme as on 31 March 2016Programme Number of Posts Number of Posts

FilledVacancy Rate Number of Posts

Filled Additional to the Establishment

Grl: Promotion of safety, Permanent 13 11 15,4 0

Grl: Crime Prevention & Community Police Relations, Permanent 2 2 0 0

Pr1: Management & Administration, Permanent 138 107 22,5 0

Pr2: safety promotion, Permanent 110 82 25,5 0

Pr3: civilian & oversight, Permanent 62 46 25,8 0

Pr4: traffic management, Permanent 948 875 7,7 1

TOTAL 1273 1123 11,8 1

Table 4.2.2 Employment and vacancies by salary band on 31 March 2016Salary Band Number of Posts Number of Posts



Lower skilled (Levels 1-2), Permanent 51 35 31,4 0

Skilled (Levels 3-5), Permanent 146 114 21,9 0

Highly skilled production (Levels 6-8), Permanent 877 806 8,1 0

Highly skilled supervision (Levels 9-12), Permanent 164 135 17,7 0

Senior management (Levels 13-16), Permanent 26 24 7,7 0

Contract (Levels 3-5), Permanent 2 2 0 0


Salary Band Number of Posts Number of Posts Filled

Vacancy Rate Number of Posts Filled Additional to the Establishment




TOTAL 1273 1123 11,8 1

Table 4.2.3 Employment and vacancies by critical occupations as on 31 March 2016Critical Occupations Number of Posts Number of Posts



Administrative related, Permanent 91 66 27,5 0

Building and other property caretakers, Permanent 18 13 27,8 0

Cleaners in offices workshops hospitals etc., Permanent 38 25 34,2 0

Client inform clerks(switch recept inform clerks), Permanent 18 10 44,4 0

Communication and information related, Permanent 8 7 12,5 0

Computer programmers., Permanent 2 2 0 0

Computer system designers and analysts., Permanent 5 5 0 0

Finance and economics related, Permanent 8 8 0 0

Financial and related professionals, Permanent 5 5 0 0

Financial clerks and credit controllers, Permanent 12 11 8,3 0

Food services aids and waiters, Permanent 5 4 20 0

Head of department/chief executive officer, Permanent 2 2 0 0

Health sciences related, Permanent 1 1 0 0

Housekeepers laundry and related workers, Permanent 11 11 0 0

Human resources & organisational development & relate prof, Permanent 30 27 10 0

Human resources clerks, Permanent 3 3 0 0

Human resources related, Permanent 4 4 0 0

Information technology related, Permanent 2 2 0 0

Language practitioners interpreters & other commun, Permanent 8 8 0 0

Legal related, Permanent 4 4 0 0

Library mail and related clerks, Permanent 5 5 0 0

Light vehicle drivers, Permanent 1 1 0 0

Logistical support personnel, Permanent 14 6 57,1 0

Material-recording and transport clerks, Permanent 7 5 28,6 0

Messengers porters and deliverers, Permanent 6 4 33,3 0

Other administrative & related clerks and organisers, Permanent 118 93 21,2 0

Other administrative policy and related officers, Permanent 53 42 20,8 0

Other information technology personnel., Permanent 7 6 14,3 0

Other occupations, Permanent 18 18 0 0

Regulatory inspectors, Permanent 684 660 3,5 0

Risk management and security services, Permanent 35 24 31,4 0

Secretaries & other keyboard operating clerks, Permanent 28 21 25 0

Security guards, Permanent 1 1 0 0

Senior managers, Permanent 20 18 10 1

Social sciences related, Permanent 1 1 0 0

TOTAL 1273 1123 11,8 1


4.4. Job Evaluation

Table 4.4.1 Job Evaluation by Salary band for the period 1 April 2015 to 31 March 2016Salary Band Number of

PostsNumber of Jobs

Evaluated

% of Posts Evaluated

Number of Posts

Upgraded

% of Upgraded

Posts Evaluated

Number of Posts

Downgraded

% of Downgraded

Posts Evaluated

Lower skilled (Levels 1-2) 51 0 0 0 0 0 0

Contract (Levels 3-5) 2 0 0 0 0 0 0

Contract (Levels 6-8) 1 0 0 0 0 0 0

Contract (Levels 9-12) 3 0 0 0 0 0 0

Contract (Band A) 1 0 0 0 0 0 0

Contract (Band B) 1 1 100 0 0 0 0

Contract (Band D) 1 0 0 0 0 0 0

Skilled (Levels 3-5) 146 0 0 0 0 0 0

Highly skilled production (Levels 6-8) 877 0 0 0 0 0 0

Highly skilled supervision (Levels 9-12) 164 0 0 0 0 0 0

Senior Management Service Band A 18 0 0 0 0 0 0

Senior Management Service Band B 5 0 0 0 0 0 0

Senior Management Service Band C 2 0 0 0 0 0 0

Senior Management Service Band D 1 0 0 0 0 0 0

TOTAL 1273 1 0.1 0 0 0 0

Table 4.4.2 - Profile of employees whose positions were upgraded due to their posts being upgradedBeneficiaries African Asian Coloured White Total

Female 0 0 0 0 0

Table 4.3 - Employees whose salary level exceed the grade determined by Job Evaluation [i.t.o PSR 1.V.C.3]Occupation Number of

EmployeesJob Evaluation

LevelRemuneration

LevelReason for Deviation

No of Employees in Dept

0 0 0 0 0 0

0 0 0 0 0 0

Total 0 0 0 0 0

Percentage of Total Employment 0 0 0 0 0

Table 4.4 - Profile of employees whose salary level exceeded the grade determined by job evaluation [i.t.o. PSR 1.V.C.3]Beneficiaries African Asian Coloured White Total

Female 0 0 0 0 0

Male 0 0 0 0 0

Total 0 0 0 0 0

Employees with a Disability 0 0 0 0 0

4.5. Employment Changes

Table 4.5.1 Annual turnover rates by salary band for the period 1 April 2015 to 31 March 2016Salary Band Employment at

Beginning of Period (April 2015)

Appointments Terminations Turnover Rate

Lower skilled (Levels 1-2), Permanent 38 1 2 5,3

Skilled (Levels 3-5), Permanent 120 1 4 3,3

Highly skilled production (Levels 6-8), Permanent 760 72 26 3,4


Salary Band Employment at Beginning of Period

(April 2015)


Highly skilled supervision (Levels 9-12), Permanent 135 2 4 3

Senior Management Service Band A, Permanent 17 0 0 0

Senior Management Service Band B, Permanent 5 0 0 0

Senior Management Service Band C, Permanent 2 0 0 0

Senior Management Service Band D, Permanent 1 0 0 0

Contract (Levels 3-5), Permanent 6 1 4 66,7



Contract (Band A), Permanent 1 0 0 0

Contract (Band B), Permanent 0 1 0 0

Contract (Band D), Permanent 1 1 1 100

TOTAL 1091 79 43 3,9

Table 4.5.2 - Annual Turnover Rates by Critical OccupationOccupation Employment at

Beginning of Period (April

2015)


Administrative related, Permanent 67 0 2 3

Building and other property caretakers, Permanent 15 0 2 13,3

Cleaners in offices workshops hospitals etc., Permanent 26 1 2 7,7

Client inform clerks(switchboard reception inform clerks), Permanent 10 0 0 0

Communication and information related, Permanent 8 0 1 12,5

Computer programmers., Permanent 2 0 0 0

Computer system designers and analysts., Permanent 5 0 0 0

Finance and economics related, Permanent 7 0 1 14,3

Financial and related professionals, Permanent 6 0 0 0

Financial clerks and credit controllers, Permanent 11 0 0 0

Food services aids and waiters, Permanent 4 0 0 0

Head of department/chief executive officer, Permanent 2 1 1 50

Health sciences related, Permanent 2 0 1 50

Housekeepers laundry and related workers, Permanent 11 0 0 0

Human resources & organisational development & relate prof, Permanent 27 0 0 0

Human resources clerks, Permanent 2 1 1 50

Human resources related, Permanent 5 0 1 20

Information technology related, Permanent 1 2 0 0

Language practitioners interpreters & other commun, Permanent 8 0 0 0

Legal related, Permanent 2 0 0 0

Library mail and related clerks, Permanent 5 0 0 0

Light vehicle drivers, Permanent 1 0 0 0

Logistical support personnel, Permanent 6 0 0 0

Material-recording and transport clerks, Permanent 5 0 0 0

Messengers porters and deliverers, Permanent 4 0 0 0

Nursing assistants, Permanent 4 0 4 100

Other administration & related clerks and organisers, Permanent 96 1 3 3,1

Other administrative policy and related officers, Permanent 43 0 0 0

Other information technology personnel., Permanent 6 0 0 0

Other occupations, Permanent 19 0 1 5,3

Regulatory inspectors, Permanent 621 72 20 3,2

Risk management and security services, Permanent 19 0 3 15,8

Secretaries & other keyboard operating clerks, Permanent 21 0 0 0


Occupation Employment at Beginning of Period (April

2015)


Security guards, Permanent 1 0 0 0

Senior managers, Permanent 18 1 0 0

Social sciences related, Permanent 1 0 0 0

TOTAL 1091 79 43 3,9

Table 4.5.3 Reasons why staff left the department for the period 1 April 2015 to 31 March 2016Termination Type Number Percentage of

Total ResignationsPercentage of

Total EmploymentTotal Total Employment

Death, Permanent 4 9,3% 0,4 43 1091

Resignation, Permanent 24 55,8% 2,2 43 1091

Expiry of contract, Permanent 6 14% 0,5 43 1091

Retirement, Permanent 9 20,9% 0,8 43 1091

TOTAL 43 100% 3,9 43 1091

Table4. 5.4 - Granting of Employee Initiated Severance PackagesCategory No of applications

receivedNo of applications

referred to the MPSANo of applications

supported by MPSANo of Packages

approved by department

Lower Skilled (Salary Level 1-2) 0 0 0 0

Skilled (Salary Level 3-5) 0 0 0 0

Highly Skilled Production (Salary Level 6-8)

0 0 0 0

Highly Skilled Production (Salary Level 9-12)

0 0 0 0

Senior Management(Salary Level 13 and higher)

0 0 0 0

Total 0 0 0 0

Table 4.5.5 Promotions by critical occupation for the period 1 April 2015 to 31 March 2016Occupation Employment at


Promotions to another Salary

Level

Salary Level Promotions as a %

of Employment

Progressions to another Notch within Salary

Level

Notch progressions as a % of Employment

Administrative related 67 1 1,5 25 37,3

Building and other property caretakers 15 0 0 3 20

Cleaners in offices workshops hospitals etc. 26 0 0 11 42,3

Client inform clerks(switchb recept inform clerks) 10 0 0 6 60

Communication and information related 8 1 12,5 4 50

Computer programmers. 2 0 0 0 0

Computer system designers and analysts. 5 0 0 2 40

Finance and economics related 7 0 0 0 0

Financial and related professionals 6 0 0 0 0

Financial clerks and credit controllers 11 0 0 7 63,6

Food services aids and waiters 4 0 0 1 25

Head of department/chief executive officer 2 0 0 0 0

Health sciences related 2 0 0 1 50

Housekeepers laundry and related workers 11 0 0 9 81,8

Human resources & organisat developm & relate prof 27 0 0 15 55,6

Human resources clerks 2 0 0 0 0


Occupation Employment at Beginning of

Period (April 2015)


Level


of Employment

Progressions to another Notch within Salary

Level


Human resources related 5 0 0 3 60

Information technology related 1 0 0 0 0

Language practitioners interpreters & other commun 8 0 0 3 37,5

Legal related 2 1 50 2 100

Library mail and related clerks 5 0 0 2 40

Light vehicle drivers 1 0 0 1 100

Logistical support personnel 6 0 0 5 83,3

Material-recording and transport clerks 5 0 0 2 40

Messengers porters and deliverers 4 0 0 0 0

Nursing assistants 4 0 0 0 0

Other administrat & related clerks and organisers 96 3 3,1 50 52,1

Other administrative policy and related officers 43 4 9,3 22 51,2

Other information technology personnel. 6 0 0 4 66,7

Other occupations 19 0 0 8 42,1

Regulatory inspectors 621 0 0 311 50,1

Risk management and security services 19 9 47,4 18 94,7

Secretaries & other keyboard operating clerks 21 0 0 11 52,4

Security guards 1 0 0 0 0

Senior managers 18 1 5,6 0 0

Social sciences related 1 0 0 1 100

TOTAL 1091 20 1,8 527 48,3

Table 4.5.6 Promotions by salary band for the period 1 April 2015 to 31 March 2016Salary Band Employment at



Level


of Employment

Progressions to another Notch

within Salary Level


Lower skilled (Levels 1-2), Permanent 38 0 0 8 21,1

Skilled (Levels 3-5), Permanent 120 0 0 57 47,5

Highly skilled production (Levels 6-8), Permanent 760 15 2 403 53

Highly skilled supervision (Levels 9-12), Permanent 135 3 2,2 59 43,7

Senior management (Levels 13-16), Permanent 25 1 4 0 0

Contract (Levels 3-5), Permanent 6 0 0 0 0




TOTAL 1091 20 1,8 527 48,3


4.6. Employment Equity

Table 4.6. 1 Total number of employees (including employees with disabilities) in each of the following occupational categories (SASCO) as at 31 March 2016Occupational Categories

Male, African

Male, Male, Indian

Male, Total

Blacks

Male, White

Female, African

Female, Female, Indian

Female, Total

Blacks

Female, White

Total

Legislators, senior officials and managers, Permanent 9 2 1 12 1 7 0 1 8 0 21

Professionals, Permanent 38 1 1 40 0 36 2 2 40 0 80

Technicians and associate professionals, Permanent 52 0 2 54 5 48 4 2 54 1 114

Clerks, Permanent 36 0 0 36 1 99 3 0 102 9 148

Service and sales workers, Permanent 389 19 4 412 34 243 4 0 247 3 696

Plant and machine operators and assemblers, Permanent 1 0 0 1 0 0 0 0 0 0 1

Elementary occupations, Permanent 29 0 0 29 1 33 0 0 33 0 63

TOTAL 554 22 8 584 42 466 13 5 484 13 1123

Male, African

Male, Coloured

Male, Indian

Male, Total

Blacks

Male, White

Female, African

Female, Coloured

Female, Indian

Female, Total

Blacks

Female, White

Total

Employees with disabilities 8 0 0 8 1 9 0 0 9 0 18

Table 4. 6.2 - Total number of Employees (incl. Employees with disabilities) per Occupational BandsOccupational Bands

Male, African

Male, Coloured

Male, Indian

Male, Total

Blacks

Male, White

Female, African

Female, Coloured

Female, Indian

Female, Total

Blacks

Female, White

Total

Top Management, Permanent 2 0 0 2 0 1 0 0 1 0 3

Senior Management, Permanent 7 2 1 10 1 8 1 1 10 0 21

Professionally qualified and experienced specialists and mid-management, Permanent 71 2 3 76 11 44 1 2 47 1 135

Skilled technical and academically qualified workers, junior management, supervisors, foremen, Permanent 418 18 4 440 30 311 11 2 324 12 806

Semi-skilled and discretionary decision making, Permanent 42 0 0 42 0 72 0 0 72 0 114


Occupational Bands

Male, African

Male, Coloured

Male, Indian

Male, Total

Blacks

Male, White

Female, African

Female, Coloured

Female, Indian

Female, Total

Blacks

Female, White

Total

Unskilled and defined decision making, Permanent 11 0 0 11 0 24 0 0 24 0 35

Contract (Top Management), Permanent 0 0 0 0 0 1 0 0 1 0 1

Contract (Senior Management), Permanent 1 0 0 1 0 1 0 0 1 0 2

Contract (Professionally qualified), Permanent 2 0 0 2 0 1 0 0 1 0 3

Contract (Skilled technical), Permanent 0 0 0 0 0 1 0 0 1 0 1

Contract (Semi-skilled), Permanent 0 0 0 0 0 2 0 0 2 0 2

TOTAL 554 22 8 584 42 466 13 5 484 13 1123

Table 4.6.3 - RecruitmentOccupational

BandsMale,

AfricanMale,

ColouredMale, Indian

Male, Total

Blacks

Male, White

Female, African

Female, Coloured

Female, Indian

Female, Total

Blacks

Female, White

Total






Contract (Senior Management), Permanent 0 0 0 0 0 1 0 0 1 0 1


TOTAL 41 1 0 42 0 37 0 0 37 0 79

Male, African

Male, Coloured

Male, Indian

Male, Total

Blacks

Male, White

Female, African

Female, Female, Indian

Female, Total

Blacks

Female, White

Total



Table 4.6.4 – PromotionsOccupational Bands

Male, African

Male, Coloured

Male, Indian

Male, Total

Blacks

Male, White

Female, African

Female, Coloured

Female, Indian

Female, Total

Blacks

Female, White

Total

Senior Management, Permanent 0 1 0 1 0 0 0 0 0 0 1






TOTAL 258 5 4 267 27 235 7 4 246 7 547

Male, African

Male, Coloured

Male, Indian

Male, Total

Blacks

Male, White

Female, African

Female, Coloured

Female, Indian

Female, Total

Blacks

Female, White

Total


Table 4.6.5 - TerminationsOccupational Bands

Male, African

Male, Coloured

Male, Indian

Male, Total

Blacks

Male, White

Female, African

Female, Coloured

Female, Indian

Female, Total

Blacks

Female, White

Total




Occupational Bands

Male, African

Male, Coloured

Male, Indian

Male, Total

Blacks

Male, White

Female, African

Female, Coloured

Female, Indian

Female, Total

Blacks

Female, White

Total






TOTAL 19 0 0 19 1 21 1 0 22 1 43

Table 4 6.6 - Disciplinary ActionDisciplinary action

Male, African

Male, Coloured

Male, Indian

Male, Total

Blacks

Male, White

Female, African

Female, Coloured

Female, Indian

Female, Total

Blacks

Female, White

Total Not Available

TOTAL 5 0 0 5 0 4 0 0 4 0 9 0

Table 4.6.7 - Skills Development Male,

AfricanMale,

ColouredMale, Indian

Male, Total

Blacks

Male, White

Female, African

Female, Coloured

Female, Indian

Female, Total

Blacks

Female, White

Total

Legislators, Senior Officials and Managers 13 0 1 14 0 16 1 1 18 0 32

Professionals 50 0 0 50 0 80 0 0 0 1 131

Technicians and Associate Professionals 17 0 0 17 0 21 0 0 0 0 38

Clerks 19 0 0 19 0 153 1 0 154 0 173

Service and Sales Workers 165 1 1 167 1 120 0 0 120 0 288

Skilled Agriculture and Fishery Workers 0 0 0 0 0 0 0 0 0 0 0

Craft and related Trades Workers 0 0 0 0 0 0 0 0 0 0 0

Plant and Machine Operators and Assemblers 0 0 0 0 0 0 0 0 0 0 0

Elementary Occupations 9 0 0 9 0 16 0 0 16 0 25

TOTAL 273 1 2 276 1 406 2 1 308 1 687



4.8 Performance Rewards

Table 4.8.1 – Performance Rewards by race, gender and disability for the period 1 April 2015 to 31 March 2016Demographics Number of

BeneficiariesTotal Employment Percentage of Total

EmploymentCost (R’000) Average Cost per

Beneficiary (R)

African, Female 159 457 34,8 1 000 12 459

African, Male 146 546 26,7 1 000 13 561

Asian, Female 2 5 40 27 14 409

Asian, Male 2 8 25 29 14 739

Coloured, Female 5 13 38,5 38 12 873

Coloured, Male 5 22 22,7 75 14 917

Total Blacks, Female 166 475 34,9 980 12 495

Total Blacks, Male 153 576 26,6 880 13 621

White, Female 5 13 38,5 90 12 208

White, Male 21 41 51,2 350 14 803

Employees with a disability 9 18 50 212 11 182

TOTAL 354 1123 31,5 4 681 13 261

Table 4.8.2 – Performance Rewards by salary band for levels below Senior Management Service for the period 1 April 2015 to 31 March 2016Salary Band Number of



Beneficiary (R)

Lower skilled (Levels 1-2) 8 35 22,9 47 5 875

Skilled (Levels 3-5) 46 114 40,4 386 8 391

Highly skilled production (Levels 6-8) 239 806 29,7 3 127 13 084

Highly skilled supervision (Levels 9-12) 60 135 44,4 1 121 18 683

Contract (Levels 3-5) 0 2 0 0 0



Periodical Remuneration 0 286 0 0 0

Abnormal Appointment 0 748 0 0 0

TOTAL 353 2130 16,6 4681 13 261

Table 4.8.3 – Performance Rewards by critical occupation for the period 1 April 2015 to 31 March 2016Critical Occupations Number of



Beneficiary (R)

Administrative related 22 66 33,3 360 16 364

Building and other property caretakers 3 13 23,1 19 6 333

Cleaners in offices workshops hospitals etc. 10 25 40 70 7 000

Client inform clerks(switchboard reception inform clerks) 5 10 50 53 10 600

Communication and information related 1 7 14,3 14 14 000

Computer programmers. 0 2 0 0 0

Computer system designers and analysts. 2 5 40 27 13 500

Finance and economics related 2 8 25 24 12 000

Financial and related professionals 0 5 0 0 0

Financial clerks and credit controllers 8 11 72,7 70 8 750

Food services aids and waiters 0 4 0 0 0

Head of department/chief executive officer 0 2 0 0 0

Health sciences related 0 1 0 0 0


Critical Occupations Number of Beneficiaries

Total Employment Percentage of Total Employment

Cost (R’000) Average Cost per Beneficiary (R)

Housekeepers laundry and related workers 7 11 63,6 47 6 714

Human resources & organisational development & relate prof 14 27 51,9 215 15 357

Human resources clerks 0 3 0 0 0

Human resources related 3 4 75 96 32 000

Information technology related 0 2 0 0 0

Language practitioners interpreters & other commun 3 8 37,5 53 17 667

Legal related 2 4 50 33 16 500

Library mail and related clerks 1 5 20 7 7 000

Light vehicle drivers 1 1 100 7 7 000

Logistical support personnel 3 6 50 43 14 333

Material-recording and transport clerks 3 5 60 26 8 667

Messengers porters and deliverers 0 4 0 0 0

Other administrat & related clerks and organisers 39 93 41,9 417 10 692

Other administrative policy and related officers 24 42 57,1 338 14 083

Other information technology personnel. 2 6 33,3 24 12 000

Other occupations 7 18 38,9 101 14 429

Regulatory inspectors 168 660 25,5 2 315 13 780

Risk management and security services 13 24 54,2 167 12 846

Secretaries & other keyboard operating clerks 9 21 42,9 116 12 889

Security guards 0 1 0 0 0

Senior managers 1 18 5,6 22 22 000

Social sciences related 1 1 100 17 17 000

TOTAL 354 1123 31,5 4681 13261

Table 4.8.4 – Performance related rewards (cash bonus) by band for Senior Management Service for the period 1 April 2015 to 31 March 2016SMS Band Number of

BeneficiariesTotal

EmploymentPercentage

of Total Employment

Cost (R’000) Average Cost per

Beneficiary (R)

% of SMS Wage Bill

Personnel Cost SMS

(R’000)

Band A 0 17 0 0 0 0 0

Band B 1 6 16,7 22 22 000 0,3 6 475

Band C 0 2 0 0 0 0 0

Band D 0 2 0 0 0 0 0

TOTAL 1 27 3,7 22 22000 0,3 6475

4.9 Foreign Workers

Table 4.9.1 – Foreign workers by salary band for the period 1 April 2014 to 31 March 2015Salary Band Employment

at Beginning Period

Percentage of Total

Employment at End of

Period

Percentage of Total

Change in Employment

Percentage of Total

Total Employment at Beginning

of Period

Total Employment

at End of Period

Total Change in

Employment

Abnormal Appointment 1 100 1 100 0 0 1 1 0

TOTAL 1 100 1 100 0 0 1 1 0


Table 4.9.2 – Foreign workers by major occupation for the period 1 April 2015 to 31 March 2016Major Occupation

Employment at

Beginning Period

Percentage of Total

Employment at End of

Period

Percentage of Total

Change in Employment

Percentage of Total

Total Employment

at Beginning of Period

Total Employment

at End of Period

Total Change in

Employment

Other occupations 1 100 1 100 0 0 1 1 0

TOTAL 1 100 1 100 0 0 1 1 0

4.10 Leave Utilisation Table

4.10.1 – Sick leave for the period 1 January 2015 to 31 December 2015Salary Band Total

Days% Days

with Medical

Number of Employees using Sick

Leave

% of Total Employees using Sick

Leave

Average Days per Employee

Estimated Cost

(R’000)

Total number of Employees using Sick

Leave

Total number of days with medical

certification

Lowerr skilled (Levels 1-2) 215 75,3 30 3,6 7 92 831 162

Skilled (Levels 3-5) 673 76,8 96 11,6 7 438 831 517

Highly skilled production (Levels 6-8) 4847 75,3 594 71,5 8 4 665 831 3649

Highly skilled supervision (Levels 9-12) 656 85,4 92 11,1 7 1 269 831 560

Senior management (Levels 13-16) 134 79,9 15 1,8 9 446 831 107

Contract (Levels 3-5) 5 80 1 0,1 5 3 831 4

Contract (Levels 6-8) 9 66,7 2 0,2 5 10 831 6

Contract (Levels 13-16) 4 75 1 0,1 4 17 831 3

TOTAL 6543 76,5 831 100 8 6940 831 5008

Table 4.10.2 – Disability leave (temporary and permanent) for the period 1 January 2015 to 31 December 2015Salary Band Total

Days% Days with

Medical Certification

Number of Employees

using Disability

Leave

% of Total Employees

using Disability

Leave

Average Days per Employee

Estimated Cost

(R’000)

Total number of days with medical

certification

Total number of Employees

using Disability

Leave

Lower skilled (Levels 1-2) 10 100 1 3,2 10 4 10 31

Skilled (Levels 3-5) 29 100 2 6,5 15 19 29 31

Highly skilled production (Levels 6-8) 526 100 21 67,7 25 529 526 31

Highly skilled supervision (Levels 9-12) 141 100 7 22,6 20 246 141 31

TOTAL 706 100 31 100 23 798 706 31

Table 4.10.3 – Annual Leave for the period 1 January 2015 to 31 December 2015Salary Band Total Days Taken Average days per Employee Number of Employees who

took leave

Lower skilled (Levels 1-2) 742 21 36

Skilled (Levels 3-5) 2739,37 25 110

Highly skilled production (Levels 6-8) 15437,34 21 740

Highly skilled supervision (Levels 9-12) 3012,7 23 133

Senior management (Levels 13-16) 450 19 24

Contract (Levels 3-5) 37 9 4




TOTAL 22440,41 21 1051


Table 4.10.4 – Capped leave for the period 1 January 2015 to 31 December 2015Salary Band Total days of

capped leave taken

Average number of

days taken per employee

Average capped leave per

employee as at 31 December

2015

Number of Employees who

took Capped leave

Total number of capped leave available at 31 December 2015

Number of Employees as

at 31 December 2015

Skilled (Levels 3-5) 1 1 21 1 819 39

Highly skilled production (Levels 6-8) 24 4 49 6 8338 169

Highly skilled supervision (Levels 9-12) 1 1 54 1 3322 61

TOTAL 26 3 46 8 12479 269

Table 4.10.5 – Leave payouts for the period 1 April 2015 to 31 March 2016Reason Total Amount (R’000) Number of Employees Average Payment per

Employee (R)

Capped leave payouts on termination of service for 2015/16 1 651 25 66040

Current leave payout on termination of service for 2015/16 285 10 28500

TOTAL 1936 35 55314

4.11 HIV/AIDS & Health Promotion Programmes – Tumi to populate

Table 4.11.1 - Steps taken to reduce the risk of occupational exposureUnits/categories of employees identified to be at high risk of contracting HIV & related diseases (if any)

Key steps taken to

reduce the risk

NA NA

TABLE 10.2 - Details of Health Promotion and HIV/AIDS Programmes [tick Yes/No and provide required information]

Question Yes No Details, if yes

1. Has the department designated a member of the SMS to implement the provisions contained in Part VI E of Chapter 1 of the Public Service Regulations, 2001? If so, provide her/his name and position.

X Vumile Mahaye- Director HR

2. Does the department have a dedicated unit or have you designated specific staff members to promote health and well-being of your employees? If so, indicate the number of employees who are involved in this task and the annual budget that is available for this purpose.

X EHWP, one coordinator and peer educators (10) with a budget of about R1 300 000

3. 3. Has the department introduced an Employee Assistance or Health Promotion Programme for your employees? If so, indicate the key elements/services of the programme.

X Psycho- social counselling, awareness and training campaigns, managerial consultancy, lifestyle and health management program

4. Has the department established (a) committee(s) as contemplated in Part VI E.5 (e) of Chapter 1 of the Public Service Regulations, 2001? If so, please provide the names of the members of the committee and the stakeholder(s) that they represent.

X The people that are on the committee are mostly the peer educators and they are serving on an adhoc basis.

5. Has the department reviewed the employment policies and practices of your department to ensure that these do not unfairly discriminate against employees on the basis of their HIV status? If so, list the employment policies/practices so reviewed.

X The EHWP integrated policy and the Recruitment & Selection Policies

6. Has the department introduced measures to protect HIV-positive employees or those perceived to be HIV-positive from discrimination? If so, list the key elements of these measures.

X Disciplinary Procedures & Anti- Stigma awareness

7. Does the department encourage its employees to undergo Voluntary Counselling and Testing? If so, list the results that you have achieved.

X We have had 6 HCT sessions with about 29% uptake on HIV testing. 2900 condoms were distributed and 8 policy and program awareness sessions conducted

8. Has the department developed measures/indicators to monitor & evaluate the impact of your health promotion programme? If so, list these measures/indicators.

X Monthly, quarterly and annual reports.


4.12 Labour Relations

Table 12.1 - collective agreementsSubject Matter Date

Not applicable Not applicable

Table 12.2 - Misconduct and Discipline Hearings FinalisedOutcomes of disciplinary hearings

Number Percentage of Total Total

TOTAL 8 36% 8

Table 12.3 - Types of Misconduct Addressed and Disciplinary HearingsType of misconduct Number Percentage of Total Total

Victimisation 2 10% 2

Unbecoming behaviour 4 20% 4

Intimidation 2 10% 2

Corruption / bribery 3 15% 3

Negligent of Firearm 1 5% 1

Abscondment 2 10% 2

Absenteeism 1 5% 1

Dishonesty 2 10% 2

Insubordination 1 5% 1

Alcohol Abuse 1 5% 1

Fraud 1 5% 1

TOTAL 20 100 20

4.13 Skills Development

Table 4.13.1 - Training needs identifiedOccupational Categories Gender Employment Learnerships Skills

Programmes & other short

courses

Other forms of training

Total

Legislators, senior officials and managers Female 16 0 16 0 16

Male 12 0 12 0 12

Professionals Female 80 0 80 0 80

Male 50 0 50 0 50

Technicians and associate professionals Female 20 0 20 0 20

Male 17 0 17 0 17

Clerks Female 140 0 140 0 140

Male 20 0 20 0 20

Service and sales workers Female 120 0 120 0 120

Male 162 0 162 0 162

Skilled agriculture and fishery workers Female 0 0 0 0 0

Male 0 0 0 0 0

Craft and related trades workers Female 0 0 0 0 0

Male 0 0 0 0 0

Plant and machine operators and assemblers Female 0 0 0 0 0

Male 0 0 0 0 0

Elementary occupations Female 16 0 16 0 16

Male 9 0 9 0 9

Gender sub totals Female 392 0 392 0 392

Male 270 0 270 0 270

Total 662 0 662 0 662


Table 4.13.2 - Training providedOccupational Categories Gender Employment Learnerships Skills

Programmes & other short

courses

Other forms of training

Total

Legislators, senior officials and managers Female 18 0 18 0 18

Male 14 0 14 0 14

Professionals Female 81 0 81 0 81

Male 50 0 50 0 50

Technicians and associate professionals Female 21 0 21 0 21

Male 17 0 17 0 17

Clerks Female 154 0 154 0 154

Male 19 0 19 0 19

Service and sales workers Female 120 0 120 0 120

Male 168 0 168 0 168

Skilled agriculture and fishery workers Female 0 0 0 0 0

Male 0 0 0 0 0

Craft and related trades workers Female 0 0 0 0 0

Male 0 0 0 0 0

Plant and machine operators and assemblers Female 0 0 0 0 0

Male 0 0 0 0 0

Elementary occupations Female 16 0 16 0 16

Male 9 0 9 0 9

Gender sub totals Female 410 0 410 0 410

Male 277 0 277 0 277

Total 687 0 687 0 687

4.14 Injury on duty

Nature of injury on duty Number % of total

Required basic medical attention only 31 100.00%

Temporary Total Disablement - PD < 31% 0 0.00%

Permanent Disablement – PD > 30% 0 0.00%

Fatal 0 0.00%

Total 31 100.00%

4.15 Utilisation of Consultants

Table 4.15.1 - Report on consultant appointments using appropriated fundsProject Title Total number of

consultants that worked on the

project

Duration: Work days Contract value in Rand

Development of knowledge management strategy 4 180 422 819,00

Measuring law enforcement integrity in the Gauteng Province 3 100 74 490,00

Total number of projects Total individual consultants

Total duration: Work days

Total contract value in Rand

2 7 180 497 309,00


Table 4.15.2 - Analysis of consultant appointments using appropriated funds, i.t.o. HDIsProject Title Percentage ownership

by HDI groupsPercentage

management by HDI groups

Number of Consultants from HDI groups that work on

the projectDevelopment of knowledge management strategy 20 20 2

Measuring law enforcement integrity in the Gauteng Province 100 100 3

Table 4.15.3 - Report on consultant appointments using Donor fundsProject Title Total number of consultants

that worked on the projectDuration: Work days Donor and Contract value in

Rand

N/A N/A N/A N/A


5Part Other Information


PaRt 5: otHeR infoRmationList of abbreviations and acronyms

ABSA Amalgamated Banks of Southern Africa

AARTO Administrative Adjudication of Road Traffic Offences

AFS Annual Financial Statements

AG Auditor General

AIDS Acquired Immune Deficiency Syndrome

ANC African National Congress

APP Annual Performance Plan

BAC Business Against Crime

BAS Budget Administration System

BBBEE Broad Based Black Economic Empowerment

CEO Chief Executive Officer

CCTV Close Circuit Television

CFO Chief Financial Officer

CJS Criminal Justice System

CPF Community Police Forum

CPR Community Police Relations

CSF Community Safety Forum

DCS Department of Community Safety

DID Department of Infrastructure and Development

DLTC Drivers Licence Testing Centre

DPSA Department of Public Service and Administration

DSD Department of Social Development

DVA Domestic Violence Act

ECD Early Childhood Development

EE Employment Equity

EHWP Employee Health and Wellness Programme

EMS Emergency Management Services

ENE Estimates of National Expenditure

EPWP Extended Public Works Programme

ETQA Education and Training Quality Assurer

ERM Enterprise Risk Management

EXCO Executive Council

FBO Faith Based Organisations

FCS Child Protection and Sexual Offences

FMPPI Framework for Managing Programme Performance Information

GAS Gauteng Audit Services

GBN Gauteng Broadband Network

GBV Gender Based Violence


GBVPF Gender Based Violence Prevention Forum

GCOPS Gauteng Co-Created Policing Strategy

GCRA Gauteng City Region Academy

GFA Gauteng Funding Agency

GISCC Gauteng Inter Governmental Safety Coordinating Committee

GLEAF Gauteng Law Enforcement Agency Forum

GPC Gauteng Planning Commission

GPG Gauteng Provincial Government

GTA Gauteng Tourism Authority

HCT HIV Counselling and Testing

HDI Historically Disadvantaged Individual

HEART Honesty, Excellence, Accountability, Respect and Transparency

HIV Human Immunodeficiency Virus

HOD Head of Department

HR Human Resource

ICT Information, Communication and Technology

IFS Interim Financial Statements

IGR Inter-Governmental Relations

IKLT Ikhaya Lethemba

IP Intellectual Property

IPID Independent Police Investigative Directorate

IT Information Technology

IYM In Year Monitoring

LEA Law Enforcement Agency

MASP Men As Safety Promoters

MANCOMM Management Committee

MEC Member of the Executive Council

MISS Management of Information Security Systems

MOU Memorandum of Understanding

MPAT Management of Performance Assessment Tool

MPL Member of the Provincial Legislature

MPD Metropolitan Police Department

MTEC Medium Term Expenditure Council

MTEF Medium Term Expenditure Framework

NACH National Anti-Corruption Hotline

NCPS National Crime Prevention Strategy

NDP National Development Plan

NEHAWU National Education, Health and Allied Workers Union

NGO Non-Governmental Organisation

NMT National Monitoring Tool

NPA National Prosecuting Authority

OHS Occupational Health System


PAIA Promotion of Access to Information Act

PAJA Promotion of Administrative Justice Act

PEC Provincial Executive Committee

PFMA Public Finance Management Act

PMDS Performance Management and Development System

PSETA Public Service Education and Training Authority

POA Programme of Action

POPCRU Police and Prisons Civil Rights Union

PROVJOC Provincial Joint Operations Centre

PSA Public Servants Association

PSCBC Public Service Coordinating Bargaining Chamber

PSL Premier Soccer League

QPR Quarterly Performance Review

QRS Quarterly Review Sessions

RTMC Road Traffic Management Corporation

RVO Regional Victim Offices

SABC South African Broadcasting Corporation

SABRIC South African Banking Risk Information Centre

SAP System Application Programme

SANRAL South African National Road Agency Limited

SAPS South African Police Service

SASSETA Safety Security Sector Education and Training Authority

SCM Supply Chain Management

SCOPA Standing Committee for Public Accounts

SDIP Service Delivery Improvement Plan

SHAP Self Help Association of Paraplegics

SLA Service Level Agreement

SMS Senior Management Service

SOCA Sexual Offences Criminal Act

SPACE Sports, Arts, Culture and Edutainment

SSA State Security Agency

TV Television

VAWAC Violence against women and children

VEC Victim Empowerment Centre

VET Victim Empowerment Training

VTS Vehicle Testing Stations

Celebrating

Years 20of Prudent Financial Management

Annual Report2013/2014

64 Pritchard Street, JohannesburgPrivate Bag X23, Marshalltown, 2107Tel: +27 11 689 3600 | Fax: +27 11 689 3650Web: www.gautsafety.gpg.gov.zaHotline: 08600 11000

PR169/2016 ISBN: 978-0-621-44616-6

Community Safety

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