DEPARTMENT OF COMMUNITY SAFETY AND ANNUAL REPORT …

1 | KZN Department of Community Safety & Liaison |Annual Report 2019/2020

DEPARTMENT OF COMMUNITY SAFETY AND LIAISON

PROVINCE OF KWAZULU-NATAL

VOTE NO 9

ANNUAL REPORT 2019/2020 FINANCIAL YEAR


Contents

PART A: GENERAL INFORMATION…………………………………………………………..4

I. FOREWORD BY THE MEMBER OF THE EXECUTIVE COUNCIL (MEC)….…….......7

II. REPORT OF THE ACCOUNTING OFFICER………………………………………......11

1. STRATEGIC OVERVIEW….…………………………………………..……………….......14

1.1 Vision…………………………………………………………………………………..14

1.2 Mission………………………………………………………………………………....14

1.3 Values…………………………………………………………………………………..14

2. LEGISLATIVE AND OTHER MANDATES……………………………………………....14

3. ORGANISATIONAL STRUCTURE HIGH LEVEL………………………………………17

4. ENTITIES REPORTING TO THE MEC…………………………………………………..20

PART B: PERFORMANCE INFORMATION…………………………………………………..21

1.AUDITOR GENERAL’S REPORT: PREDETERMINED OBJECTIVES…………….…22

2.OVERVIEW OF DEPARTMENTAL PERFORMANCE………………………………….22

2.1 Service Delivery Environment………………………………………………………...22

2.2 Organisational environment…………………………………………………………..30

2.3 Key policy developments and legislative changes…………………………………30

3. STRATEGIC OUTCOME ORIENTED GOALS………………………………………….33

PROGRAMME 1: ADMINISTRATION……………………………………………………33

PROGRAMME 2: PROVINCIAL SECRETARIAT FOR POLICE SERVICE…….…...34

4. PERFORMANCE INFORMATION BY PROGRAMME…………………………………35

4.1 Programme 1: Administration…………………………………………………………35

4.2 Programme 2: Provincial Secretariat for Police Service.……………..…………...41

5.TRANSFER PAYMENTS…..………………………………………………………….…...48

5.1. Transfer payments to public entities…………………………………………………48

5.2. Transfer payments to all organisations other than public entities………………...48


6. CONDITIONAL GRANTS……...…………………………………………………………..49

6.1. Conditional grants and earmarked funds paid……………………………………49

6.2. Conditional grants and earmarked funds received……………………………….49

7. DONOR FUNDS………………………………………………………………………….50

7.1. Donor Funds Received………………………………………………………………50

7.2. Capital investment, maintenance and asset management plan…….……..……51

PART C: GOVERNANCE……………………………………………………………………...52

1. Introduction………………………….………………………………………………..53

2. Risk Management………………..…………………………………………………..53

3. Fraud And Corruption………………………………………………………………..53

4. Minimising Conflict Of Interest………….…………………………………………..53

5. Code Of Conduct………………………………………...…………………………..54

6. Health Safety And Environmental Issues……………………….…………………54

7. Portfolio Committees………….……………………………………………………..54

8. Scopa Resolutions……..…………………………………………………………….54

9. Prior Modifications To Audit Reports………………….…………………………...63

10. Internal Control Unit………………………………………………………………….64

11. Internal Audit And Audit Committees………………………………………………64

12. B-BBEE Compliance Performance Information…………………………………..65

13. Report Of The Audit And Risk Committee…………...……………………………66

PART D: HUMAN RESOURCE MANAGEMENT……………………………………………70

1. Overview of Human Resource……………………………………………………….…71

PART E: FINANCIAL INFORMATION………………………………………………………..105


PART A: GENERAL INFORMATION


DEPARTMENT GENERAL INFORMATION

PHYSICAL ADDRESS : 179 Jabu Ndlovu Street

Pietermaritzburg

3201

POSTAL ADDRESS : Private Bag X9143

Pietermaritzburg

3200

TELEPHONE NUMBER/S : 033 341 9300

FAX NUMBER : 033 341 9414

EMAIL ADDRESS : [email protected]

WEBSITE ADDRESS : www.kzncomsafety.gov.za

Promotion of Access to Information:

INFORMATION OFFICER : The Head of Department

DEPUTY INFORMATION OFFICER : Mr C. Van Niekerk


LIST OF ABBREVIATIONS/ACRONYMS

AGSA Auditor-General of South Africa

AO Accounting Officer

BBBEE Broad Based Black Economic Empowerment

CFO Chief Financial Officer

MEC Member of Executive Council

HOD Head of Department

PFMA

EXCO

Public Finance Management Act

Executive Committee

TR Treasury Regulations

MTEF

MTSF

PGDS

PGDP

Medium Term Expenditure Framework

Medium Term Strategic Framework

Provincial Growth Development Strategy

Provincial Growth Development Programme

SMME Small Medium and Micro Enterprises

SCM Supply Chain Management

SITA State Information Technology Agency

SDIP

SCOPA

Service Delivery Improvement Plan

Standing Committee on Public Accounts

DEPARTMENT SPECIFIC

BUFAC Building a United Front Against Crime

CIDP Communities in Dialogue Programme

CJS Criminal Justice System

DVA Domestic Violence Act

CPF Community Policing Forum

JCPS Justice, Crime Prevention and Security Cluster

KZN CCPA Kwazulu-Natal Community Crime Prevention Association

SAPS South African Police Services

VFF Victim Friendly Facilities


I. FOREWORD BY THE MEMBER OF THE EXECUTIVE COUNCIL (MEC)

Mr. M.B. Ntuli (MPL) The KZN Department of Community Safety and Liaison is privileged to share 2019/20

Annual Report with the people of KwaZulu-Natal. This Annual Report provides the outline

of performance that took place in the year that ushered in the 6th administration of the

democratic government. In 2019/20, the department participated in a successful

monitoring of safety and police visibility of General Election on the 8th of May 2019. During

the months approaching the elections, the department facilitated a number of

interventions through the Multiparty Party-Political Intervention Committee to ensure

stability and engage on intra-party and inter-political party conflicts.

The Constitution of the Republic asserts the rights of all citizens to be safe and secure,

therefore this department continues to execute its mandate of oversight role over the

functioning of the police. This includes monitoring and evaluation functions over

performance and conduct of the man and women in blue remains core functions for the

department in an effort to realise a transformed and accountable police service. In the

previous years, the department engaged in the census data collection across all 184

police stations in the province to establish the baseline data. As part of our oversight

functions, the department developed improvement plans for 133 police stations focusing

on areas of concern identified during the census project.


The outcomes of civilian oversight functions still point to some serious challenges within

SAPS which contribute immensely to unsuccessful enforcement and crime prevention.

SAPS present an entry to the criminal justice system for ordinary people of the province;

therefore, some of the challenges identified require serious attention for justice to be

served. Some of these findings relate to an appalling state of police infrastructure which

police are operating under, lack of accessibility as result of the location of some police

stations, and inadequate tools of trade including inadequate human resources. Through

monitoring activities including those raised above, the department has issued

recommendations, and held regular engagements with SAPS management at a station,

cluster and provincial level.

In 2019/20 KwaZulu-Natal crime statistics reveals both areas of progress as well as areas

of challenge. According to the national comparisons, a few KZN police stations featured in

the country’s top 30 high crime stations which are Durban Central, Pinetown, Plessislaer

and Phoenix. Cases of burglaries at homes and businesses both increased marginally

while cases of vehicle theft and vehicle break-ins decreased slightly. Murder cases

continue to be among the major crimes in this province with areas such as Inanda and

Umlazi featuring as the top leading stations. Murder cases have increased year-on-year in

KZN over the past five-year period. The present murder figure is the highest figure in the

last 10 years. The problematic areas being Inanda, Umlazi, Plessislaer, KwaMashu E,

Mariannhill, Verulam, KwaMakhutha, KwaDabeka, Ntuzuma, Mountain Rise and

Esikhaleni. Some of the analyses conducted indicate that murders occur mainly over

weekends with alcohol and drugs being a contributing factors in the incidents. The

Department of Community Safety and Liaison as a convener of the Justice, Crime

Prevention and Security (JCPS) Cluster under the banner of “Building a United Front

Against Crime” is working tirelessly through mobilisation of all role-players, strengthening

partnerships and cooperation between key stakeholders in order to enhance police

service delivery and the fight against crime.

One of the most worrying trends evident nationwide, is the scourge of gender based

violence (GBV) that seems to be daringly presenting itself in our communities. The

province of KwaZulu-Natal takes this seriously and the department is part of the provincial

efforts to eradicate this threat, before it begins to shape the outlook of our future

generations. As part of the fight against the scourge of gender based violence in the

province, the Department, working with other stakeholders, has conducted more than 40

awareness programmes in various communities as part of educating them about their

rights and the importance of joining hands in the fight against the scourge.


The department, as part of creating a safer environment at our schools to make them

conducive to learning and teaching, had in 19/20 developed clear working protocols to

address the scourge of violence in schools. The Department has since transferred 320

social crime prevention volunteers to the Department of Education because we are

committed to creating a safe learning and teaching environment in schools.

The Department conducted 26 awareness programmes that included workshops, crime

indaba and izimbizo which specifically focused on issues affecting elderly people and

vulnerable groups. In 19/20, the Communities in dialogue Programme (CiDP) has

continued to prove to be the most effective programme in intervening in areas and

communities that are experiencing conflict and violence. The CiDP programme has

brought together various factions in communities and has achieved tangible results

through signing of peace agreements and other peaceful resolutions reached. There is

notable progress in stabilising the previously notorious hostels in Durban, which are

KwaMashu and Glebelands. Over the last financial year, KwaMashu hostel crime

decreased by 18% while Glebelands decreased by 5% and 17 T-Section by 30%.

In 2019/20 it was demonstrated that the fight against crime without the involvement of

communities cannot be won; the active citizenry demonstrated by our people through

community crime fighting structures must be welcomed and appreciated. The role of the

Community Policing Forums (CPF) and their sub-structures, including the CPF Youth

Desk, was very instrumental in mobilising and organising communities. The role of the

KwaZulu-Natal Crime Prevention Association (KZN CCPA) was equally essential in

fighting crime. The majority of these organisations were instrumental in the fight against

stock theft, particularly in rural communities. The partnership between the police and

communities has helped to reduce the incidents of police killings in the province as there

is an increases awareness by our people that police are the only shield between law-

abiding citizens and heavily armed criminals.

The department is committed to continue in its effort of building a united front against

crime. I would like to assure all citizens of KwaZulu-Natal that it is the department’s

mandate to continue in the fight against crime and create an environment where

communities are and feel safe.


In conclusion, I would like to extend my gratitude to the Head of Department, senior

management and all other staff members for their commitment and dedication during the

year under review. It will also not be proper to ignore the efforts of our partners in the fight

against crime.

____________________

Mr. M.B. Ntuli (MPL)MEC for Transport and Community Safety and Liaison Date:


II. REPORT OF THE ACCOUNTING OFFICER

Mr. BS Gumbi

OVERVIEW OF THE 2019/20 OPERATIONS:

During 2019/20, the country ushered in the sixth administration. As can be expected, this transition found expression from National to Provincial administrations, including departments. As such, certain adjustments had to be implemented, particularly in this case concerning government-planning processes. The year under review, therefore, saw through a transition from planning that highlighted strategic objectives as was the case in the preceding period, 2014/2019 to a focus on Outcomes, which the 2019-2024 plans had to align to. This new adjustment meant adopting planning that is aligned to the new Medium Term Strategic Framework (MTSF).

To this end, the department had an administrative responsibility to craft the five-year strategic plan in consideration of new priorities and outcomes in accordance with the new MTSF. As a direct result of this, the Annual Performance Plan (2019/20) also had to be revised to align with the priorities of the 6th administration outlined in the MTSF (2019-2024). The revision exercise resulted to specific changes in five of the performance indicators within the Annual Performance Plan(APP). The changes particularly affected the quality of policing outcome, which was as result of the new templates which focused on improvement plans and progress reports on stations evaluated and Domestic Violence Act. The administration programme i.e. support programme did not experience any significant challenges against target that were set except the limitations experienced around recruitment targeted timelines. The challenges emanated from the labour dispute on the recruitment processes. During the year under review the department experienced variances of under-performance against the annual set targets. The service delivery programme (Provincial Secretariat for Police Service) saw a significant number of variances which part B of this annual report provides details of reasons for either under/over performance. To this end, the department has commenced the process of reviewing its planning processes including the setting of targets and senior management is closely monitoring the implementation against the set targets.

The year under review had success in the following special areas of performance:


On the 8th May 2019, the department embarked on the monitoring of General Elections to ensure safety and stability of the election process.

The transfer of Social Crime Prevention Volunteers whose contracts were ending with this department to Department of Education, thereby ensuring they were able to continue working, whilst assisting to ensure safety in schools.

Monitoring of Forensic laboratory. The delays in forensic outcomes contribute negatively on arrests and prosecution of serious cases.

During the year under review, the department managed to achieved an overall of 81% of its planned targets. Reasons for the under-achievement in some areas of departmental performance are detailed in the ensuing sections of this report.

OVERVIEW OF THE FINANCIAL RESULTS OF THE DEPARTMENT:

In terms of the budget allocation for 2019/20, there was a 99% spending of the total budget allocated. The 1% that was not spent were due to unfilled vacant posts.

Programme Expenditure

Programme Name2018/2019 2019/2020

FinalAppropri

ation

Actual Expenditur

e

(Over)/ Under

Expenditure

FinalAppropriatio

n

Actual Expenditure

(Over)/Under

Expenditure

R’000 R’000 R’000 R’000 R’000 R’000Administration 83 882 83 882 - 93 568 93 568 -Provincial Secretariat for Police Service

141 067 141 009 58 141 486 140 215 1 271

Total 224 949 224 891 58 235 054 233 783 1 271

A virement of 2 090 000 was made from programme 2 to programme 1 for communication services relating to safety month.

Supply chain management No unauthorised, fruitless and wasteful expenditure were incurred in year under

review. There were no unsolicited bid proposals concluded for the year under review. Department incurred irregular expenditure for year under review. SCM processes

and systems are under review to prevent irregular expenditure. Training will also be provided to SCM officials to ensure irregular expenditure is prevented in future years.

Challenges experienced in SCM are the issue of limited capacity of the SCM unit.

OVERVIEW OF THE DEPARTMENTAL PLANS

This annual report is presented at the backdrop of coronavirus pandemic which has shrunken the entire world. During March 2020 His Excellency President Ramaphosa announced the National State of Disaster Act and Lockdown Regulations. These regulations had significant impact on operations of department. Outcome 2: Improved


Community Police relation which is mobilisation of communities in the promotion of safety and fight against crime has been mostly affected by the lockdown regulations which prohibits gatherings. The announcement of budget cuts necessitated that the department reprioritise the performance activities and feasibility of targets for 2020-2021 and these are reflected in the revised APP for 2020-2021.

As part of strategy formulation the department has embarked on the rigorous process of ensuring alignment with the MTSF i.e.2019-2024 and other national frameworks such as Gender Responsive Planning, Budgeting, Monitoring, Evaluation and Auditing Framework(GRBPMEA). There are no significant changes in the civilian oversight activities other than the approach that is placing emphasis on engagement through follow-ups interventions where areas of concerns were previously identified. As part of building institutional capacity the department is in the process of reviewing its organisational structure. The outcome of the process will produce a structural configuration that is best suited to support the strategic plan. This process is will ensure a review of the Service Delivery Model(SDM), Service Delivery Charter and Service Delivery Improvement Plan(SDIP).

As an Accounting Officer my commitment is to continue building a capable institution committed to operational excellence which is able to execute the constitutional and legislative mandate. Administratively the focus will be on improved governance and accountability across all the aspects of the Department’s work. The Department has an audit improvement plan to strengthen its internal control environment and ensure that the shortcomings raised in the current audit are addressed. The department across all its functions is committed to delivery on the Radical Economic Transformation agenda focusing on women, youth and people with disability.

I would like to express my gratitude to the governance and accountability oversight structures i.e. Portfolio Committee on Community Safety and Liaison, Cluster Audit and Risk Committee and Auditor-General for the continuous guidance and support that contributes towards strengthening Departmental control environment.

__________________

Mr. B.S Gumbi

Accounting Officer: Department of Community Safety and Liaison

Date: _____________

1. STRATEGIC OVERVIEW


1.1 Vision

The people of KwaZulu-Natal live in a safe and secure environment.

1.2 Mission

“Be the lead Department in driving the integration of community safety initiatives, towards a crime free KwaZulu-Natal”.

1.3 Values

In fulfilment of its mission and towards the attainment of its vision, the Department is committed to:

Uphold, respect and protect the Constitution of the Republic of South Africa;

Display leadership, honesty and integrity in its dealings with the people of KwaZulu-Natal;

Provide impartial, fair and equitable services;

Provide transparent, accountable, professional, ethical financial and administrative services;

Promote efficient, effective and economic resource utilisation; and

Maintain appropriate and responsive organisational structure.

2. LEGISLATIVE AND OTHER MANDATES

CONSTITUTIONAL MANDATE

Section 206(1) The Provincial Executive must determine the policing needs and

priorities of the province for purposes of the national policing policy

Section 206(3) Each province is entitled-

a) to monitor police conduct;

b) to oversee the effectiveness and efficiency of the police service,

including receiving reports on the police service;

c) to promote good relations between the police and the community;

d) to assess the effectiveness of visible policing; and

e) to liaise with the Cabinet member responsible for policing with

respect to crime and policing in the province.

LEGISLATIVE MANDATES


The Civilian Secretariat

of Police Services Act,

2011 (Act No. 2 of 2011)

a) The Act establishes the Civilian Secretariat for Police, as required

by section 208 of the Constitution, as a designated department at

national level and requires provinces to establish provincial

secretariats, which must assist the Civilian Secretariat to achieve its

objectives and perform functions and exercise powers of the

Civilian Secretariat in the provincial sphere of government.

b) The functions of the Provincial Secretariats in terms of the Act must:

-

• align plans and operations with the plans, policies and operations

of the Civilian Secretariat;

• integrate strategies and systems at the provincial sphere with the

strategies and systems of the Civilian Secretariat;

c) In order to perform these functions, the Provincial Secretariats must

establish competencies and capabilities in its operations to:-

• Monitor and evaluate implementation of policing policy in the

Province;

• Evaluate and monitor police conduct in the province;

• Develop and evaluate safety models and monitoring tools to

ensure alignment with the functions of the Civilian Secretariat;

• Promote community relations;

• Establish and promote partnerships; and

• Manage the enhancement of community safety structures with

the province.

LEGISLATION GOVERNING OPERATIONSThe salient legislations governing the operations of the department are the following:

Criminal Procedure Act, 1977;

Domestic Violence Act, 1998;

Firearms Control Act, 2000;

Independent Police Investigative Directorate Act, 2011;

Second-Hand Goods Act, 2009;

The South African Police Service Act, 1995.

POLICY FRAMEWORKS


The National Crime Prevention Strategy, 1996

White Paper on Safety and Security, 1998

The South African National Development Plan, 2012

Provincial Growth and Development Plan, 2011

Green Paper on Policing, 2013

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4. ENTITIES REPORTING TO THE MINISTER/MEC

There are no entities reporting to the MEC.


PART B: PERFORMANCE INFORMATION


OVERALL PERFORMANCE

During the year under review the Department remained with two programme

budget structures. The activities of the Department during the 2019/2020 financial

year were implemented through the programme structure depicted below:

•Programme 1: Administration

•Programme 2: Provincial Secretariat for Police Service

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 planned indicators

Total number of indicators achieved

Total number of indicators not achieved

Percentage % Achieved

1. Administration 37 36 1 97%

2. Provincial Secretariat for Police Service

29 18 11 62%

Overall Performance 66 54 12 81%

1. AUDITOR GENERAL’S REPORT: PREDETERMINED OBJECTIVESThe AGSA performed audit procedures on the performance information to provide reasonable assurance in the form of an audit conclusion. The audit conclusion on the performance against predetermined objectives is included in the report to management. The Audit Report on paragraph 12 to 22 has specific items that were identified by AGSA which impacts on the audit outcome.

2. OVERVIEW OF DEPARTMENTAL PERFORMANCE

2.1 Service Delivery Environment

2.1.1 Police Performance Monitoring

The 2019/20 financial year is the first year after the census project, which evaluated

all 184 police stations in the province of KwaZulu-Natal with the purpose of

establishing a national baseline in terms of status of all police stations across the

country. The main purpose of the basslines was to assist the National Secretariat to

determine and identify areas of concern or areas of focus in terms service delivery for

each of the 184 police stations within the province of KwaZulu Natal. The 2019/2020

station evaluation was designed in such a way that priority stations with regard to

service delivery were targeted. This approach helped the Department to develop an


improvement plan for the 130 police stations with substandard of service delivery.

These police stations were targeted as result of the concerning red flag areas. Some

of the red flag areas that were identified were depleted state of buildings, shortage of

functional vehicles, unequal distribution of tools of trade, including human resources,

and poor police performance in terms of enforcement in the fight against crime (as

presented by the national crime statistics of 2018).

In addition to the improvement plans that were signed by the Station Commanders

and Cluster Commanders for legitimacy and ownership, the department through

monitoring function made follow-ups in line with the timelines stipulated in the

improvement plans. Some challenges that were identified during follow-ups were lack

of strong managerial will on the side of the police to address issues identified by the

Department during evaluation. Service delivery gaps recorded by the Department

during evaluation included functions repairing of fault vehicles, poor procurement of

goods and services, poor state of buildings and recruitment procedures were

questionable.

The Department also made specific follow-ups on SAPS compliance against Domestic

Violence Act(DVA), which includes mainly the availability and functionality of Victim

Friendly Facilities(VFFs), proper filling of DVA registers and other records in relation to

DVA.

SAPS Specialised units and Head Office MonitoringThe Department has another responsibility of monitoring SAPS specialised units for

functionality and performance. The specialised units includes Stock Theft Units

(STUs) and Family Violence, Child Protection and Sexual Offences Units (FCS).,

SAPS Gararge. The Department managed to monitor 16 specialized during the year

under review. FCS and STU Units findings included the limitations of resources

(human and tools of trade), lack of specialised skills and expertise and backlog in

case management processing. The Provincial FCS Office was also monitored by the

Department including its Coordinator. Findings in this institution (FCS) included were

shortage and suitability of vehicles, shortage of human resources, shortage of

specialist sexual offences courts and shortage of specialist sexual offences

prosecutors

Durban Metro Police Monitoring

The Department through executing the civilian oversight mandates extends the

monitoring function to Durban Metro Police, which is a strategic law enforcement over


the EThekwini Metro area. The following areas of concern were identified during

monitoring; shortage of resources (human resource and vehicles), delays in the filling

of vacancies and centralised procurement.

National Special Project (Forensic laboratory)The National Minister commissioned a special project of monitoring and evaluating

forensic laboratories countrywide. The Department participated in this project in the

province of KwaZulu Natal. The following findings were identified; Shortage of Buccal

Swab Kits at stations, backlogs at FSL which contributes to delays in providing DNA

reports and failure by FSL to adhere to 90 days’ turnaround time that delays the

receipt of DNA reports which results in cases struck off the roll or provisionally

withdrawn.

Service delivery complaints against SAPSThe Department continued through its police oversight function to manage complaints

received against SAPS. The complaints against the police arise as the result of the

following root causes; lack of feedback, poor service, poor investigation, poor

response and poor police conduct.

2.1.2 Safety Promotion, Partnerships and Community Police Relations

Establishment and Support of Community Safety Structure

The 2019/20 annual planning was inclusive of departmental plans and specific targets

to continue galvanising and mobilising KwaZulu-Natal communities to participate in

fighting crime. The Department played a central role in the establishment of these

structures by increasing the number of Community Safety Forums (CSF) to 34 out of

the total number of 43 municipalities. The Department has further managed to

establish 63 ward safety committees, which exceeded the planned target for 2019/20.

South African Police Service Act outlines the responsibility of establishing Community

Policing Forums (CPFs) and it indicates that this responsibility resides in SAPS areas

of operation, however, the Department still takes central position with regard to the

establishment and support of CPFs in closing this gap.

Assessment of Community Safety Structures

Functionality and performance of community safety structures are assessed by using

specific tools. During the 2019/20 the Department through assessment function

completed 16 CSFs assessment and 123 CPFs assessments. The transversal


findings from the assessments are the failure of community structures to meet

regularly in accordance with the constitution or terms of reference, lack of planning,

misunderstanding the mission or purpose, lacking tools of trade, lack of general

support and buy-in. The formation of structures is based on voluntarism by community

members and as the result of that the effectiveness and sustainability remains

threatened.

Maintenance and support of Community Safety Structure

Capacity building initiatives for community safety structures continued during 2019/20.

Under budgetary limitations in the year under review the Department was able to

discharge more 140 initiatives to support community safety structures. The initiatives

entailed trainings, workshops and launches of established structures across the

province.

Crime Prevention Programmes

The Department continued to stage crime prevention programmes across the province as

part crime prevention machinery which puts the citizens in partnership with law

enforcement agencies in creating safer communities. The Department staged the crime

prevention programmes under 6 categories; Rural Safety, Communities in Dialogue

Programme(CiDP), Youth Safety, Volunteerism, Vulnerable Groups, and Public

Participation.

2.2 Service Delivery Improvement PlanThe Department has completed a service delivery improvement plan. The tables below highlight the service delivery plan and the achievements to date.

Main services and standards

Main services Beneficiaries Actualachievement

(2018/2019)

Desired standard of service

(2019/2020)

Actual achievement

(2019/2020)

Improved

partnerships in the

fight against crime

External Clients:

KZN Communities,

SAPS

77 Ward

Safety

Committees

to be

established

AllCommunity Safety Forum including the district

Additional

Community

Safety

Forums

established


Civilian Secretariat for Police

Community crime fighting structures;

Community Policing Forums (including the Youth Desk);

National and Provincial Departments

Justice, Crime Prevention and Security cluster (JCPS)

Traditional Authorities

Local and district municipalities

Community Based Organizations

Non-governmental organizations

Faith based organizations

Operation Sukuma Sakhe

Oversight bodies (Council Against Crime, Portfolio


Committee)

Business Sector

Internal Clients:

MEC-Community Safety and Liaison

Management

Staff

Batho Pele arrangements with beneficiaries

Batho Pele Principles

Current/actual arrangements

Desired arrangements

Actualachievements

Consultation Consultation with

councillors , local

mayors, community

members and traditional

leaders

Establishment of MECs Coordinating Forum

Assessment of functionality of CSFs and put in place remedial plans

16 Community

Safety Forums

were assessed

Access Safer communities

through the established

safety structures from

voting district level to

provincial level

Half yearly

review sessions

with CSFs

Community

Safety Forums

were assessed





Actualachievements

Courtesy Trained community

safety structures and

Provincial Youth Desk

Support CSFs in

the

implementation

of the

constitution and

terms of

reference

16 Community

Safety Forums

were assessed

for functionality

which includes

maintenance of

CSFs.Openness and Transparency

Invited representatives

from Community Crime

Fighting structures to

strategic planning

sessions and Crime

Summits

Invite

representatives

from Community

Safety Forums to

Regional

meetings during

the last quarter

to present their

achievements

and plans for the

upcoming

financial year

Invited

representatives

from Community

Crime Fighting

structures to

strategic

planning

sessions and

Crime Summits





Actualachievements

Information The department

conducted workshops,

crime awareness, crime

imbizos, station

evaluations and

complaints

management

Convene annual

stakeholders’

forums at a

Regional level

The department

conducted

workshops,

crime

awareness,

crime imbizos,

station

evaluations and

complaints

management

Service Delivery Impact

Assessed departmental

services by research

and information

management directorate

Put in place

feedback

mechanisms

from members

of CSFs on the

effectiveness of

the structure

17 Community

Safety Forums

were assessed

for functionality

which includes

maintenance of

CSFs.

Redress Volunteers are

deployed per ward have

volunteers

Annual consultative meetings will be used to address complaints

Representation

of Community

Safety Structures

at departmental

strategic

planning session.





Actualachievements

Value for Money Regular strict

compliance with the

provincial cost cutting

measures released by

the provincial cabinet.

Develop a

funding model for

CSFs activities

that will commit

municipalities on

the budgeting for

CSFs

programmes as

per the policy

Mayors chairing

CSFs, however

there are still

serious gaps in

the actual

owning of CSFs

by the councils.

2.3 Organisational environment

The Department has a total of 13 district offices namely; Durban South, Durban

North, Durban West, UMgungundlovu, ILembe, King Cetshwayo, UMkhanyakude,

Zululand, UThukela, UMzinyathi, ILembe, UGu, Harry Gwala.

The Department managed in the year under review to fill vacant posts, which puts

the Department to 12,44% vacancy rate. These appointments include the post of

Director: Coastal Region and Director: IGR and Special projects, which filled during

the year under review. Currently the departmental staff complement is sitting at

163 with only 20 interns.

2.4 Key policy developments and legislative changes

The KwaZulu-Natal Justice, Crime Prevention and Security Cluster played a role in

ensuring that departments are aligned with the Medium Term Strategic Framework

(MTSF) of 2019 in addressing crime in the province. The following items are relevant

for the Department of Community Safety & Liaison:

Programme of Action Indicator

Implement Victim Empowerment Employed volunteers at victim friendly facilities

Monitoring Police's Domestic Violence Act Compliance

Monitor CPFs’ functionality No. of CPFs monitored

Capacitation programme for safety structures

Capacitation programme for safety structures implemented


Assessed CSFs No. CSFs assessed

Youth Crime Prevention Programme Youth crime prevention programme implemented

Collaborate with community crime prevention associations

Implemented CCPA collaboration programme

Identify pilot cities for implementation of Safer City Framework

No. of pilot cities identified

Monitor and implement the KZN Provincial Safety Strategy through identified implementation programmes

a) Monitored police stations on school safety enforcementb) Implemented campus safety programme

c) Crime Prevention Campaigns led by the Premierd) Rural safety crime prevention programme implementede) Implementation of the crime prevention volunteer programme

Monitor perception of police visibility in top 30 high crime police stations

No. of surveys conducted

Integrated law enforcement operations during peak holiday periods

Coordination of implementation of festive season operations

Implement the Communities-in-Dialogue Programme

Peaceful resolution of inter- and intra-community conflicts

Implement Rapid Response Public Protest Management

Coordination of rapid response public protest management

Community engagements on service delivery issues

No. of community engagements

Employ service provider for the resolution of election disputes

Tender awarded and contract concluded

Multi-party Political Intervention Committee be decentralized to districts and local municipalities in order to solve inter- and intra-political conflicts

Decentralised MPPC committees

Strengthening M&E of police stations and services.

a) Evaluated of police stations.b) Research projects undertakenc) Reports on complaints against police investigatedd) Investigations monitorede) Victim satisfaction with police service survey conducted

Support cross-border traditional policing No. of crime prevention volunteers deployed along the borderline


Legislative Developments

The Public Administration Management Act, 2014 (Act No. 11 of 2014), came into

effect on 1 April 2019. The Act provides for –

1. the transfer and secondment of employees in the public administration;

2. capacity development and training and the establishment of the National

School of Government;

3. the use of information and communication technologies in the public

administration;

4. the prohibition of conducting business with the State

5. the Public Administration Ethics, Integrity and Disciplinary Technical

Assistance Unit; and

6. the Office of Standards and Compliance to ensure compliance with minimum

norms and standards.

8. The draft Public Administration Management Regulations on Conducting Business

with the State, Disclosure of Financial Interest and Ethics, Integrity and Discipline,

Technical Assistance Unit, 2019 were also published for comment.

9. The following Treasury Instructions were issued during the year:

1. No. 2 of 2019/2020 - Irregular Expenditure Framework;

2. No. 3 of 2019/2020 - Fruitless & Wasteful Expenditure Framework;

3. No. 5 of 2019/2020 - Revised Framework on Strategic Plans and APP.

10. The Independent Police Investigative Directorate Amendment Bill has been

passed by parliament and sent to the President for assent. The bill aims to provide

parliamentary oversight over the suspension, discipline or removal of the head of

the Independent Police Investigative Directorate.

11. On 20 November 2019, the State President assented to the Critical Infrastructure

Act, 2019 (Act No. 8 of 2019), which provides for the identification and declaration

of infrastructure as critical infrastructure. The Act repeals the National Key Points

Act, 1980 (Act No. 102 of 1980).

12. The Minister of Police declared an amnesty under section 139(2)(b) of the

Firearms Control Act, 2000, from 1 December 2019 to 31 May 2020.

13. On 28 February 2020, the Minister of Justice and Correctional Services invited

comments on the Criminal Matters Amendment Bill (the Bill). The proposed

legislation aims to further regulate the granting of bail as well as placement of


persons on parole, in respect of offences that have been committed against

vulnerable persons and matters connected therewith.

On 2 March 2020, the Department of Justice & Constitutional Development published

the draft Domestic Violence Amendment Bill for comment. The aim of the Bill is to

strengthen the Act by –

1. further facilitating the obtaining of protection orders against acts of domestic

violence;

2. introducing obligations on relevant functionaries in the Department of Social

Development and the Department of Health to provide certain services to

victims of domestic violence; and

3. aligning the provisions of the Domestic Violence Act, 1998 with the provisions

of the Protection from Harassment Act, 2011.

In March 2020, Parliament passed the Border Management Authority Bill, 2016 and

referred it to the State President for assent. The Border Management Authority Bill

seeks to integrate and coordinate border management under one authority and in a

manner that facilitates secure travel and legitimate trade in accordance with the

Constitution, international and domestic law.

The Minister of Cooperative Governance and Traditional Affairs declared a national

state of disaster in respect of the COVID-19 pandemic and issued Regulations in

terms of the Disaster Management Act, 2002 (Act No. 57 of 2002), in GN 318 in

Government Gazette 43107 on 18 March 2020. These regulations were amended in

GN R398 in Government Gazette 43148 of 25 March 2020 in order to provide for

the nationwide lockdown.

3. STRATEGIC OUTCOME ORIENTED GOALS

PROGRAMME 1: ADMINISTRATION

Strategic goal 1 Improved administrative support to the department

Goal Statement To ensure internal excellence in practices supporting the department

in effectively delivering on its mandate through provision of efficient

and effective strategic planning, internal monitoring and evaluation,

intergovernmental relations and special project management,

financial, legal, corporate and security services

Justification This aims to ensure that the Department functions optimally through

effective business processes and resource support services.


Links Good Governance, cooperative government, efficient administration

and elimination of fraud and corruption.

MTSF Outcome 12: An efficient, effective and development oriented

public service and an empowered, fair and inclusive citizenship.

PGDS/PGDP strategic goal

PROGRAMME 2: PROVINCIAL SECRETARIAT FOR POLICE SERVICE

Strategic goal 1 Improved police service delivery

Objective statement To monitor and evaluate police conduct, oversee the effectiveness

and efficiency of the police service and to investigate complaints

alleging to police inefficiency in the province

Baseline The baselines in the annual performance plan have reference

Justification Communities rely on effective policing to be and feel safe

Links Government outcome 3

Provincial Growth and Development Plan: Goal 3

National Development Plan

State of the Province Address

State of the Nation Address

Civilian Secretariat for Police Act

All other policies applicable to the department

Strategic goal 2 Good relations between the police and the community

Objective statement To establish and mobilise community safety structures, promote good

community-police relations, strengthen crime prevention partnerships

and ensure effective conflict resolution within and/or between

communities


Justification The provincial government recognises that it is not possible to prevent

crime without community involvement

Links South African Constitution

Holistic community liaison framework

SAPS Act

White Paper on Safety and Security

The Civilian Secretariat for Police Act


Government outcome 3

Provincial Growth and Development Plan: Goal 3



Strategic objective 3 To provide research services on policing policies

Objective statement To determine provincial policing needs and priorities and conduct best

practice research into safety and security matters


Justification This aims to promote continuous improvements in the quality of

policing and effective community crime prevention

Links Government outcome 3

Provincial Growth and Development Plan: Goal 3 and 6



4. PERFORMANCE INFORMATION BY PROGRAMME

The activities of the Department were organized according to the following

programmes for the financial year under review:

Programme 1: Administration

Programme 2: Provincial Secretariat for Police Service

1.1 Programme 1: Administration

Purpose of the Programme: The programme is responsible for providing strategic

leadership, management, administrative, financial management, human resource and

information technology services to enable the department to achieve its strategic and

operational goals.

Sub-programmes:

Administrative support to the Head of Department

Internal Control and Risk Management

Financial Management


Corporate Services

Integrated Planning and Internal Monitoring and Evaluation

Security Services

Legal Services

Intergovernmental Relations and Special Projects

Strategic objectives, performance indicators, planned targets and actual achievements

4.1.1 Sub-programme: Office of the Head of Department

Strategic objectives: Effective and efficient administrative support

Performance Indicator

Actual Achievement2018/2019

Planned Target2019/2020


Deviation from planned target to Actual Achievement for 2019/2020

Comment ondeviations

Number of provincial executive council resolutions implementation reports produced

4 4 4 - Target

Achieved

Number of departmental EXCO and MANCO resolutions implementation reports produced

4 4 4 - Target

Achieved

Number of SCOPA / portfolio committee resolutions implementation reports

4 4 4 - Target

Achieved


produced

Number of risk management services report

4 1 1 - Target

Achieved

Number of internal audit reports produced as per audit plan

1 1 1 - Target

Achieved

4.1.2 Sub-programme: Corporate Management

Strategic objectives: Effective and efficient administrative support







Number of budget approved

2 2 2 - Target

Achieved

Number of annual financial statements produced within prescribed time

1 1 1 - Target

Achieved

Number of interim financial statements produced within prescribed time

3 3 3 - Target

Achieved

Number of in-year monitoring reports produced

12 12 12 - Target

Achieved

Number of tax reconciliation reports produced

2 2 2 - Target

Achieved

Number of creditor age analysis reports produced

12 12 12 - Target

Achieved

Number of asset 12 12 12 - Target


register reconciliations performed

Achieved

Number of supply chain management reports produced

4 4 4 - Target

Achieved

Number of procurement plan developed

1 1 1 - Target

Achieved

Number of consolidated strategic performance plans submitted for approvalwithin prescribed time

1 1 1 - Target

Achieved

Number of consolidated annual performance plans submitted for approval within prescribed time

1 1 1 - Target

Achieved

Number of departmental performance reports produced

4 4 4 - Target

Achieved

Number of annual performance reports produced

1 1 1 - Target

Achieved

Number of internal communications services reports produced

4 4 4 - Target

Achieved

Number of media services reports produced

4 4 4 - Target

Achieved

Number of departmental marketing and outreach campaigns conducted

4 4 4 - Target

Achieved

Average days from recruitment requisition received until appointment

180 90 180 -90 Departmental

internal

delays,


recommendation made

lengthy finger

prints and

other

verification

process

Number of work place skills plan implementation reports produced

1 1 1 - Target

Achieved

Number of labour relation reports produced

4 4 4 - Target

Achieved

Number of wellness session conducted

4 4 4 - Target

Achieved

Number of HR management support reports(New)

- 1 1 - Target

Achieved

Number of HR management support reports

4 4 4 - Target

Achieved

Number of back-up tests conducted

0 12 12 - Target

Achieved

Number of LAN/WAN availability reports produced

12 12 12 - Target

Achieved

Number of software license renewal reports produced

1 1 1 - Target

Achieved

Number of SLA reports produced

12 12 12 - Target

Achieved

Number of IGR performance reports produced

4 4 4 - Target

Achieved

Number of shared services reports produced

4 4 4 - Target

Achieved

Number of special projects performance reports produced

4 4 4 - Target

Achieved


Number of legal services performance reports produced

4 4 4 - Target

Achieved

Number of security services reports produced

4 4 4 - Target

Achieved

Number of security policy developed

1 1 1 - Target

Achieved

Strategy to overcome areas of under performance

Performance Dashboard with all activities monitored and followed within the Directorates

Changes to planned targets

There were no changes to the planned targets during the financial year.

Linking performance with budgets

Sub-Programme Name

2018/2019 2019/2020

FinalAppropriation

ActualExpenditure

(Over)/Under Expenditure

FinalAppropriation

ActualExpenditure


R’000 R’000 R’000 R’000 R’000 R’000Office of

the HoD6,852 6,852 0

6 110 6 1100

Financial

Manageme

nt

11,639 11,639 0

13 188 13 188

0

Corporate

Services51,722 51,722 0

57 477 57 477 0

Legal 3,477 3,477 0 3 354 3 354 0

Security 10,192 10,192 0 13 437 13 437 0

Total 83,882 83,882 0 93 568 93 568 0


4.1 Programme 2: Provincial Secretariat for Police Service

Purpose of the Programme: The programme is responsible for performing the

functions of the Provincial Secretariat for Police for the Province of KwaZulu-Natal

which includes the following functions:

To provide research, information analysis and conceptualisation services to the

Provincial Secretary.

Monitor and evaluate the service delivery of all police service units in the

province to determine their level of efficiency and effectiveness.

Address complaints against police service delivery;

Develop and maintain community safety structures;

Conducting crime prevention programmes

Represent the Provincial Secretariat for Police Service at the KZN Justice,

Crime Prevention and Security Cluster.

Provincial Secretariat for Police Service programme has three strategic objectives:

1. Effective and efficient police service and improved police conduct

2. Effective and efficient community safety partnerships and implemented crime

prevention initiatives

3. Effective and efficient police policies, practices, methodologies, safety models,

monitoring tools and accurate policing needs.

Strategic objectives, performance indicators, planned targets and actual achievements

The table below provide the details of achievements of targets for the strategic objectives,

outputs and performance indicators for the programme for the financial year under review.

4.2.1 Strategic Objective 1: To improve the quality of policing.

Programme: Provincial Secretariat for Police Service






Comment on deviations

Number of - 130 130 - -


follow up intervention reports on station evaluated (new)

Number of reports compiled on police stations monitored

184 26 - -26 Post-elections this indicator was replaced by new indicator in line with the new MTSF.

Number ofreports on follow up intervention on Domestic Violence Act Audit (DVA) (New)

- 130 133 3 Target Achieved:Additional improvement plans were developed for 14 more police stations over and above the target due to domestic violence being a priority area of concern within the province.

Number of quarterly report on the implementation National Monitoring Tool (NMT)


Number of reports compiled on implementation of IPID recommendations by SAPS

4 4 4 - Target Achieved

Number of Domestic Violence Act (DVA) compliance

184 26 - -26 Post-elections this indicator was replaced by new indicator in line


reports produced (district per annum)

with the new MTSF.

Number of reports on M&E special projects compiled (Forensic Laboratory)

- 1 1 - Target Achieved

Number of Customer Satisfaction Survey Reports per year (New indicator)


Number of specialised units monitored


Number of reports on police visibility during major events / public protest / community conflicts


Number of evaluations on targeted SAPS HQ components produced


Number of management reports compiled on service delivery complaints against SAPS


Number of metro police region monitored

2 4 2 -2 Target Not Achieved: The last two monitoring sessions were


planned for the later part of March 2020 which were halted due to lockdown regulations.

Number of reports on implementation of school safety crime prevention protocol

71 52 69 17 Target Achieved: The additional monitoring was based on district school safety issues.

Number of Police & Community Service Excellence Awards

1 1 - -1 Target not achieved: Community Service Excellence Awards are held on yearly basis in the last quarter of the financial year (March). The outbreak of COVID-19 in March made it difficult for the Department to achieve this target

Number of report on court watching brief conducted (new)

- 78 - -78 Target not achieved: The recruitment process of court watching brief and docket audits personnel is not finalised,

Strategy to overcome areas of under performance Although reporting is quarterly, monthly reporting at regional level will be

emphasised so that the Department is warned at an early stage if there is a

potential of underperformance


Changes to planned targetsThe revision exercise resulted to specific changes in five of the performance indicators

during the financial year (New MTSF alignment changes).

4.2.2 Strategic Objective 2: To mobilise communities in the fight against crime.







Comment on deviations

Number of

Community

Safety

Committee

established

(Local and

District

Municipality)

- 11 1 -10 Target not

achieved: The

shortage of

personnel in

KCD had an

impact in the

achievement of

this target.

Number of Community Safety Forums assessed on functionality (Local and District Municipality)

16 30 16 -14 Non availability of relevant stakeholders for CSF operations contributed to this poor performance

Number of functional CPFs assessed

133 141 123 -18 The Lockdown had an impact in finalising the assessment because they were planned for the last quarter of the year. COVID-19


started disturbing operations as early as mid-February 2020

Number of ward safety committee structures established

55 30 63 33 Target Achieved: The department has backlog in the establishment of ward safety committee across all wards provincial.

Number of reports on interventions to support provincial community safety structures

4 4 3 -1 Target Not achieved. The Council Against Crime(CAC) did not convene during year as targeted.

Number of reports on interventions to support district community safety structures


Number of crime prevention programmes implemented


Number of reports on deployment of crime prevention volunteers


Number of reports on targeted Integrated Law EnforcementInitiatives produced



Strategy to overcome areas of under performance

Review annual planning process to ensure appropriateness in setting of

targets.

Strengthen partnerships through formal Memorandum of Understanding.

Changes to planned targetsThere were no changes to the planned targets during the financial year

4.2.3 Strategic Objective 3: To conduct research into safety and security matters.








Number of consolidated provincial safety priorities research reports produced

1 1 1 - TargetAchieved

Number of research reports on special projects compiled


Number of reports on policing policies and directives reviewed


Number of reports on monitoring tools and safety models developed


Changes to planned targetsThere were no changes to the planned targets during the financial year.


Linking performance with budgets

2018/2019 2019/2020

Sub-Programme Name

FinalAppropriation

ActualExpenditure


FinalAppropriation

ActualExpenditure

(Over)/UnderExpenditure

R’000 R’000 R’000 R’000 R’000 R’000Policy and

Research 3,091 3,091 04 131 4 131

Monitoring

and

Evaluation9,224 9,166 58 9 779 9 265 514

Safety

Promotion 91,272 91,272 0

83 511 83 580 190

Community

Police

Relations7,724 7,724 0

10 175

10 175 0

Programme

Support 29,756 29,756 0 33 631

33 064 567

Total 141,067 141,009 58 140 214 141 486 1 271

5. TRANSFER PAYMENTS

5.1. Transfer payments to public entities The department had no transfer payments to public entities

5.2. Transfer payments to all organisations other than public entities

The only transfer payments that were incurred during the financial year relate to

vehicle licences that are paid over to the department of transport.

The table below reflects the transfer payments made for the period 1 April 2019 to 31

March 2020

Name of -transferee

Type oforganisation

Purpose for which the

Did the dept. comply

Amount transferred

Amount spent by the

Reasons for the funds


funds were used

with s 38 (1) (j) of the PFMA

entity unspent by the entity

Department

of

Transport

Provincial

Department

Vehicle

Licences

n/a

R45,000

n/a n/a

Households

-

Employees

Social

Benefits –

Leave

gratuity

6. CONDITIONAL GRANTS

6.1. Conditional grants and earmarked funds paid

The department did not pay or earmarked funds paid during the year under review.

6.2. Conditional grants and earmarked funds receivedThe department received a conditional grant to the tune of R 7 007 000 from the Department of Public Works. This grant was for the Extended Public Works Programme (EPWP). The grant was used for workshops, training and payment of Social Crime Volunteers

The table below details the conditional grants received during for the period 1 April 2019 to 31 March 2020.

Department who transferred the grant

Department of Public Works


Purpose of the grant

The Expanded Public Works Programme (EPWP) is one element within a broader government strategy to reduce poverty through the alleviation and reduction of unemployment. The Programme involves creating work opportunities for unemployed persons, and so allowing them to participate economically and contribute to the development of their communities and country as a whole. other economic and social infrastructure

Expected outputs of the grant

Number of people employed and receiving income through the VSCCP.

Increased average duration of the workopportunities created.

Actual outputs achieved

Amount per amended DORA

7,007,000

Amount received 7,007,000

Reasons if amount as per DORA was not received

-

Amount spent by the department

7,007,000

Reasons for the funds unspent by the entity

-

Reasons for deviations on performance

-

Measures taken to improve performance

-

Monitoring mechanism by the receiving department

Volunteer time sheets, monthly and quarterly reports

7. DONOR FUNDS

7.1. Donor Funds Received

The department did not receive donor funding for the period under review.


8. CAPITAL INVESTMENT

8.1. Capital investment, maintenance and asset management plan

Department has no infrastructure project.


PART C: GOVERNANCE


1. INTRODUCTION

Commitment by the department to maintain the highest standards of

governance is fundamental to the management of public finances and

resources. Users want assurance that the department has good governance

structures in place to effectively, efficiently and economically utilize the state

resources, which is funded by the tax payer.

2. RISK MANAGEMENT

To accomplish the set risk appetite statement, the Departmental Risk Management Unit communicated the risk appetite through risk assessment workshops. The process of risk assessment aided the development of the departmental risk profile for the financial year 2019/20. The risk profile comprised of 52 risks with a total of 130 mitigation plans identified to manage such risks. The Risk Management Directorate monitored the risk profile on a regular basis and produced reports for the Department’s Risk Management Committee and the Cluster Audit and Risk Committee (CARC) on a quarterly basis who advises the department on risk management and independently monitors the effectiveness of the system of risk management.

3. FRAUD AND CORRUPTION

The department has an approved fraud prevention policy. The Whistle Blowing Policy and Code of Conduct form part of the Fraud Prevention Policy and includes how cases can be reported and the procedures followed by the department in dealing with the reported incidents.

4. MINIMISING CONFLICT OF INTEREST

In April 2020, 100% of all SMS members declared their financial interests electronically for the 2019/20 financial year and the MEC submitted the disclosure forms to the Public Service Commission timeously. All MMS members and Finance/SCM officials will disclose their financial interests electronically for the 2019/20 financial year as per DPSA’s circular entitled “Determination on other categories of designated employees to disclose their financial interest and directive on the form, date and financial interests to be disclosed” issued by the Minister of the Department of Public Service and Administration in terms of the Public Service Regulations, 2016, by the stipulated dates during the 2020/21 financial year. Also, all officials engaged with decision making processes, such as tender adjudications and personnel appointments, are obliged to sign declarations in this regard.


5. CODE OF CONDUCT

All officials have been provided with copies of the new Public Service Code of Conduct as well as workshopped on the same. An ethics manual was produced and distributed to employees. Ongoing training is conducted on these matters.

6. HEALTH SAFETY AND ENVIRONMENTAL ISSUES

The Department has an employee health and wellness programme and conducts workshops on a regular basis. The post of Employee Health and Wellness Practitioner is currently vacant due to the incumbent transferring to another Department as from 31 December 2019; this has created a challenge in SHEQ implementation as the SHEQ functions are now shared between a number of other employees. The Department will continue to implement DPSA’s Employee Health and Wellness Strategy Framework for the Public Service.

7. PORTFOLIO COMMITTEES

The Portfolio Committee on Community Safety and Liaison performed oversight over the functioning of the department. The Committee scrutinised the departmental budget, expenditure and service delivery performance in order to ensure that the lives of the citizens of the Province are improved. Portfolio Committee meetings were held quarterly and matters raised by the committee were addressed by the department.

8. SCOPA RESOLUTIONS

Resolution No.

Subject Details Response by the department Resolved (Yes/No)

50/2019 Irregular expenditure

Department of Community Safety and Liaison incurred irregular expenditure amounting to R3,863 million in the 2018/19 financial year and the cumulative value as at 31 March 2019 was R19,545 million.

The main reasons

(i) In 2018/19 to resolve cases of conflict that arose in the communities, the department followed the competitive bidding process to appoint a panel of 8 service providers however for each case of conflict the department selected only one service provider whose particular competency profile most closely matched the nature of the conflict to be resolved. We are now obtaining 3 quotes at a time from the

In progress


for the irregular expenditure were fewer than 3 quotations obtained; not following the competitive bidding process, incorrect allocation of B-BBEE points and non-adherence to local content prescripts.

panel of service providers and appointment is done on a rotational basis.

Preference points are applied for all purchases above R30 000 and calculations arecompiled, checked and reviewed by 3 SCM officials.

The department’s “Request for Quotation” form was amended to include the declaration certificate for local production and content (SBD6.2). SCM Manager reviews the declaration certificates for completeness.

(ii) The findings mentioned in (i) above were not repeat findings when compared to the previous financial year. The outcome of the investigations will reveal whether it was an act of financial misconduct or not.

(iii) During the latter part of the 2018/19 financial year, the department restructured the Internal Control and Risk Management Unit by separating the two functions into separate units. The Internal Control Unit has since commenced with investigating all cases of irregular expenditure including the backlog which are cases prior to 2018/19. Disciplinary action were taken against officials as per the recommendations made by Provincial Internal Audit’s Forensics Section for those investigations done by them. As cases of irregular expenditure are being finalized the department is applying to Provincial Treasury for condonation.


(iv) Of the total of 18 cases, 2 cases to the value of R2, 087 million have been investigated and disciplinary processes are in progress. One case amounting to R198 000 was finalized and application to Treasury to condone has been made. Investigation for one case to the value of R4,320 million was completed and is in the reporting phase. The report will be submitted to Treasury in this quarter to condone.

(v) To date no steps have been taken to recover losses from any official.

(vi) To date the department had one case of irregular expenditure related to fraud and corruption which was investigated by Provincial Internal Audit’s Forensics Section. The department was reporting progress on recommendations made in Report FR26/2011. In future if there are any such cases the department will refer them to the Forensics Section for investigation.

52/2019 Fruitless and wasteful expenditure

Department of Community Safety and Liaison reported fruitless and wasteful expenditure in the 2018/19 financial year to the value of R4 000 relating to no shows for accommodation.

The amount of R4 000 refers to no shows for hotel accommodation for 3 staff. The matter has been referred to Legal Services for recovery.

In progress

53/2019 Procurement and contract management

The audit findings on procurement and contract management emanating from

(i) Provincial Internal Audit Services conducted a review of the audit action plans and assessed the action plans as adequate to eliminate the audit

Resolved


non-compliance with legislation, which overlap with the findings on irregular expenditure are as follows:

Goods and services of a transaction value above R500 000were procured without following the competitive bidding process.

A minimum of three quotations were not obtained.

Non-compliance with Preferential Procurement Regulation 8(2) of 2017 on local content and production. Bid documentation did not stipulate the minimum threshold for local content and production.

Contracts were awarded to bidders based on preferential points not calculated in accordance with the Preferential Procurement Policy Framework Act, 2000.

findings.

(ii) In 2018/19 to resolve cases of conflict that arose in the communities, the department followed the competitive bidding process to appoint a panel of 8 service providers however for each case of conflict the department selected only one service provider whose particular competency profile most closely matched the nature of the conflict to be resolved. We are now obtaining 3 quotes at a time from the panel of service providers and appointment is done on a rotational basis.

Preference points are applied for all purchases above R30 000 and calculations are compiled, checked and reviewed by 3 SCM officials.

The department’s “Request for Quotation” form was amended to include the declaration certificate for local production and content (SBD6.2). The SCM Manager reviews the declaration certificates for completeness.

54/2019 Forensic Investigations

The Provincial Internal Audit Services has completed the forensic

(i) FR23/2014: Chief Directors took disciplinary steps against officials and are implementing remedial measures. The legal opinion from the Department of

In progress


investigations listed below and has made recommendations which are either still in progress or are yet to be implemented. The report numbers are as follows:

FR23/2014 –Disciplinary action yet to be instituted

FR21/2018 –Disciplinary action yet to be instituted

Transport on reversing the appointments has been received and is pending presentation to the MEC.

(ii) FR21/2018: Investigation into alleged irregularities in the recruitment and selection process in respect of the position of an Assistant Director. The report was received by the department and a decision on the way forward is pending.

56/2019 Risk Management

(a)The report of the Provincial Audit and Risk Committee on the lack of adequate risk management in some departments and the slow progress made in the implementation of risk mitigation plans, particularly in addressing risks classified as critical and major

(i) There were 8 outstanding risk mitigation plans as at the end of 2018/19 financial year in the departmental risk register. The outstanding mitigation plans were the following:

Development of Records Management Policy

Development of Records Management Procedures

Review and finalization of organizational structure

Review the Head of Department support structure (Filling of vacant posts)

Development of Business Continuity Management (BCM) Plan

Development of Business Continuity Plan Strategy

Non-existence of SHEQ Officer

Lack of Debt Management Policy

(ii) During the 2019/20 financial year, the following action plans

In progress


were fully mitigated:

Records Management Policy was developed and approved.

Records Management Procedures are in place (developed and approved).

Filling of the SHEQ officer was done.

The department has adopted the Provincial Instruction Note on Debt Management.

The following mitigation plansare yet to be finalized:

The review and finalization of organizational structure – The department has embarked in a process of appointing a consultant to review and finalize the departmental organizational structure. Once the structure is finalized, filling of vacant position will be done. The department has advertised 23 posts that will be filled during the current and next financial years.

The department has consulted KZN Provincial Treasury to assist with the development of the Business Continuity Planand Strategy; this will be finalized during the 2020/21 financial year.

(iii) The department has not filled the position of the Chief Risk Officer (CRO), the accounting officer of the department requested for the secondment of human resource to fill Risk Management Officer vacant position from Provincial Treasury. Two officials were seconded as from 01 April 2019 until the department appoints


the Chief Risk Officer. The organogram of the department is under review and has not been finalized. With regard to training of the Risk Committee Members, e-learning training has been provided, members have not completed e-Learning and slow progress has been reported to the Cluster Audit and Risk Committee (only 30% completion rate).

(iv) The department has started linking risks to the performance indicators (only TOP 20 risks have been linked and reported to the Cluster Audit and Risk Committee. Provincial Treasury has committed to provide departments with the template and the process to be followed by all Provincial Departments. The department is still awaiting guidance and the template before finalizing the process of linking the entire risk register.

57/2019 Consequence Management

During the prior year audit (2017/18 financial year), the Auditor-General reported on findings relating to transgressions by officials or other role players for management to investigate.

During the current year audit (2018/19 financial year) the Auditor-General reported that some Departments had not investigated all of some of

All cases of transgressions which led to irregular expenditure are currently under investigation. The department anticipates to complete the investigations by 30 November 2020.

In progress


those matters or had not done so properly.

(c)In the current year audit (2018/19 financial year), the Auditor-General identified further transgressions for management to investigate.

58/2019 Predetermined Objectives

(a)The Auditor-General was unable to obtain sufficient appropriate audit evidence to support the reason for the variances between the following planned targets and the achievements reported in the Annual Performance Report.

(b)The Auditor-General was unable to obtain sufficient appropriate audit evidence for the reported achievements for some planned targets.

(i) Regional Managers have checked and reviewed quarters 1-3 performance reports and have issued findings to district managers where there are variances.

The Internal M&E has written to Director and District managers to provide evidence for variance against planned target for quarters 1-3.

The internal M&E have conducted quarters 1-3validation for performance information across 13 district including soliciting documents for variances.

(ii) Integrated Planning, Monitoring and evaluation facilitated a review of performance indicators and technical data descriptions, this was to ensure alignment. The session consisted of Departmental Senior and Middle Management in a Strategic Planning Session in July 2019.

The Internal M&E have conducted quarters 1-3 validation for performance information across 13 district to ensure that supporting documents are in line with the

Resolved


technical data descriptions and performance indicators.

59/2019 Filling of critical posts

(a) That vacancies exist in criticalmanagement posts within departments and the adverse effect this is having on audit findings, particularly on compliance with legislation, internal controls and financial and performance management.

(i) The Department currently has 160 permanent posts thathave been filled and 26 vacant posts.

(ii) The delay in the filling of posts was as a result of the allegations that were made by organised labour as from October 2018. Organised labour alleged what they called irregularities in the recruitment process. This warranted an investigation into those alleged irregularities. The investigation was conducted and found nothing irregular with the recruitment process. Presently short-listing and interviews are underway.

In progress

61/2019 Non-payment of invoices within 30 days

(a) The findings of the Auditor-General that some departments are not making payment within 30 days or within an agreed upon period after receipt of invoices, as required by Treasury Regulation 8.2.3.

(b)This constitutes a contravention of section 38(1)(f) of the PFMA which provides that the accounting officer must pay all money owing by the department within the prescribed or

(i) Finance endeavours to pay suppliers within 30 days. Department’s record for the previous and current financial years is indicative of this endeavour as statistics show that approximately 2% of ourexpenditure is paid after 30 days. Invoice tracking register and payment checklist are in place and reasons are being recorded for late payments. The most common reason for the late payments is due to discrepancies of supplier details between the Central Supplier Database (CSD) and the BAS database.

In progress


9. PRIOR MODIFICATIONS TO AUDIT REPORTS

Matters of non-compliance

Financial year in which it first arose

Progress made in clearing / resolving the matter

Performance information not presented anddisclosed as per the requirements contained in legislation, frameworks, circulars and guidance

2018/19 Regional Managers have checked and reviewed quarterly performance reports and have issued findings to district managers where there were variances. Directors and District Managers were requested to provide evidence to the Internal M&E Unit for variances against planned targets. The Internal M&E conducted quarterly validation for performance information across 13 district including soliciting documents for variances.

Planned and reported indicators were not measureable

2018/19 Integrated Planning, Monitoring and Evaluation facilitated a review of performance indicators and technical data descriptions, this was to ensure alignment. The session consisted of Departmental Senior and Middle Management in a Strategic Planning Session in July 2019. The Internal M&E conducted quarterly validation for performance information across 13 district to ensure that supporting documents are in line with the technical datadescriptions and performance indicators.

Using a panel to procure services

2018/19 In 2018/19 to resolve cases of conflict that arose in the communities, the department followed the competitive bidding process to appoint a panel of 8 service providers however for each case of conflict the department selected only one service provider whose particular competency profile most closely matched the nature of the conflict to be resolved. After the

agreed period.

(c) An accounting officer commits an act of financial misconduct if she/he wilfully or negligently fails to comply with a requirement of section 38 of the PFMA.


finding was raised by the Auditor-General, the department started obtaining 3 quotes at a time from the panel of service providers and appointment is done on a rotational basis.

Incorrect allocation of Broad Based Black Economic Empowerment (B-BBEE) preference points

2018/19 Preference points are applied for all purchases above R30 000 and calculations are compiled, checked and reviewed by 3 SCM officials.

Specific conditions for local content not specified

2018/19 The department’s “Request for Quotation” form was amended to include the declaration certificate for local production and content (SBD6.2). The SCM Manager reviews the declaration certificates for completeness.

10. INTERNAL CONTROL UNIT

The Internal Control Unit is a component within the Financial Management Directorate. The unit co-ordinated the internal audit assignments that were undertaken by Provincial Internal Audit Services as per the annual internal audit operational plan. From April 2019 to July 2019, the unit coordinated the external audit for the 2018/19 financial year which was conducted by the Office of the Auditor-General in respect of the PFMA audit and audit of Information Technology General Controls. Then from January 2020 to March 2020 the unit coordinated the planning phase for the 2019/20 audit by the Auditor-General.

11. INTERNAL AUDIT AND AUDIT COMMITTEES

The department’s internal audit requirements are being serviced by the Provincial Internal Audit Services (PIAS) located within Provincial Treasury, a function that was set up under sections 38(1)(a)(i) and 76(4) of the PFMA, as a shared function for the KwaZulu-Natal Provincial Administration (KZNPA), and in terms of paragraph 3.2.3 of the Treasury Regulations. The strategic objective of PAIS is to provide an independent and objective assurance and consulting service designed to add value and improve KwaZulu-Natal Provincial Administration operations through evaluations of the systems of internal control, risk management and corporate governance processes. PIAS consists of three sub-programmes viz. assurance services that is responsible for conducting internal audit assignments in terms of the identified risk areas; risk and advisory services that provides risk management support and consulting services; and forensic services which is responsible for conducting forensic investigations.

Internal audit work was carried out in line with the Operational and Strategic Internal Audit Plan. Provincial Treasury is responsible for the appointment of members and management of the Audit Committee. The Provincial Audit and


Risk Committee (PARC) was established by KwaZulu-Natal Provincial Government (KZNPG) in terms of section 77(a)(ii) of the Public Finance Management Act (PFMA) No. 1 of 1999 as amended, read together with Chapter 3 of the Treasury Regulations. KZNPG also established three Cluster Audit and Risk Committees (CARC) which report directly to the PARC. The abovementioned committees were established to assist the KZNPG in fulfilling their oversight responsibilities for the integrity of Government’s financial reporting process, system of internal controls, audit process, process for monitoring compliance with laws and regulations and KZNPG’s code of conduct, fraud prevention, the risk management process and any other good governance processes.

12. B-BBEE COMPLIANCE PERFORMANCE INFORMATION

The following table has been completed in accordance with the compliance to the BBBEE requirements of the BBBEE Act of 2013 and as determined by the Department of Trade and Industry.

Has the Department / Public Entity applied any relevant Code of Good Practice (B-BBEE Certificate Levels 1 – 8) with regards to the following:

Criteria

ResponseYes / No

Discussion(include a discussion on your response and indicate what measures have been

taken to comply)

Determining qualification criteria for the issuing of licences, concessions or other authorisations in respect of economic activity in terms of any law?

N/A N/A

Developing and implementing a preferential procurement policy?

Yes The department is using National Treasury’s Preferential Procurement Policy Framework Act, 2000: Preferential Procurement Regulations, 2017

Determining qualification criteria for the sale of state-owned enterprises?

N/A N/A

Developing criteria for entering into partnerships with the private sector?

N/A N/A

Determining criteria for the awarding of incentives, grants and investment schemes in support of Broad Based Black Economic Empowerment?

N/A N/A


13. AUDIT COMMITTEE REPORT

The Committee reports that it has complied with its responsibilities arising from the Public Finance Management Act, No.1 of 1999 (PFMA), Treasury Regulations 3.1, including all other related prescripts, and is pleased to present its report for the financial year ended 31 March 2020.

The Provincial Audit and Risk Committee (PARC) is the shared audit and risk committee for the provincial departments, and is further sub-divided into three Cluster Audit & Risk Committees (CARC’s) that provide oversight of key functions to the KZN Provincial Government Departments. The Department of Community Safety & Liaison is served by theGovernance State Capacity and Institutional Development (GSCID) Cluster Audit & Risk Committee. The Committee has adopted appropriate formal terms of reference contained in its Audit and Risk Committee Charter and has regulated its affairs in compliance with this charter; and reports that it has discharged all of its responsibilities as contained therein.

1. Audit Committee Members and Attendance

The PARC and GSCID CARC is comprised of the members listed hereunder who have met as reflected below, in line with the approved terms of reference.

* refers to PARC members who did not serve on the GSCID CARC

2. The Effectiveness of Internal Control

The reports of the Provincial Internal Audit Service (PIAS), as well as the Auditor General were reviewed by the Committee during the period under review, and weaknesses in controls in the following areas were noted:

Procurement and Contract Management

Asset Management

Supply Chain Management

# Name of Member PARC Meetings Attended

G&A CARC Meetings Attended

1. Mr S Simelane (Acting Chairman of PARC and Economic CARC)

10 of 10 4 of 4

2 Mr V Ramphal 10 of 10 4 of 4

3. Mr P Christianson 9 of 10 N/A*

4. Ms T Njozela 9 of 10 N/A*

5. Mr D O’Connor 10 of 10 N/A*

6. Ms N Sithole (Resigned in July 2019) 3 of 10 N/A*

7. Mr M Tarr 10 of 10 4 of 4


Irregular expenditure due to non-compliance with SCM Prescripts

Expenditure Management

The Committee considered the appropriateness of management’s planned interventions to improve the overall control environment and advised management to implement these measures timeously, to avoid the recurrence of audit findings.

3. Effectiveness of Internal Audit

PIAS activities were reviewed by the Committee during the PARC and CARC monitoring processes. The Committee evaluated PIAS’ reports detailing the assessment of the adequacy and effectiveness of controls designed to mitigate the risks associated with the operational and strategic activities of the Department.

The PIAS planned to conduct twelve (12) audit assignments for the period under review, of which all twelve were finalised by 31 March 2020. The Committee is satisfied that PIAS performed effectively during the period under review and applauded PIAS for their good work. During the 2020/21 financial year, the Committee will continue monitoring PIAS against its operational plans in order to ensure that it continues to fulfil its mandate and add value to the department.

4. Risk Management

The responsibilities of the Committee with respect to risk management are formally defined in its Charter. For the period under review, the Committee’s responsibilities have been focused, amongst other things, on the quarterly review of the Department’s risk register and monitoring progress against the Risk Management Operational Plan.

As at the end of the 19/20 financial year, the Department’s risk register status was as follows:

Risk Grouping Total

Critical Major Moderate Minor Insignificant

Number of Identified Risks 2 11 16 12 0 41

Number of Identified Action Plans

5 14 41 11 0 71

Number of Completed Action Plans.

5 10 38 11 0 69

Completed Action Plans in % 100% 71% 100% 100% 0 94%

The Committee notes the progress made by the Department on the implementation of its risk mitigation plans with a 94% completion rate. The Department is, however, urged to implement the outstanding risk mitigation plans, particularly for risks classified as critical and major. The Department is further urged to update its risk register with the strategic risks which should be identified and assessed as part of the Department’s 2020/25 strategic plan and 2020/21 annual performance plan processes.

The Department is commended for having a functional risk management committee, which is held and chaired by the Accounting Officer on a regular quarterly basis. The Department is, however, urged to address the following: 1) ensure completion of the long outstanding risk management e-learning course prescribed for risk management committee members; 2)


ensure completion of both the Occupational Health and Safety (OHS) and Fraud Prevention improvement plans, which are currently at 56% and 75% completion, respectively; and 3) ensure the development and implementation of a department-wide Business Continuity Plan.

With regard to the current COVID-19 pandemic, the Department is urged to ensure continued compliance with prescribed COVID-19 and OHS control measures in all of its offices and to put the necessary contingency measures to minimise the negative impact the pandemic might have on the achievement of the Department’s service delivery obligations.

5. Quality of in year management and monthly/quarterly reports

The Committee noted the content of quarterly reports in respect of in year management and quarterly performance, prepared and issued by the Accounting Officer of the Department during the year under review, in terms of the PFMA and the Division of Revenue Act. The Committee is of the view that the quality of these reports can be improved to reflect information more accurately.

Based on the reports of the PIAS and the Auditor General, the Committee notes with concern the deficiencies identified in the accuracy of reported performance information in the Annual Performance Report, which resulted in material misstatements due to the failure of the Department to implement adequate systems to properly verify information contained in the Annual Performance Report. The management of the Department has been urged to implement the appropriate improvement strategies in order to address the identified shortcomings with immediate effect.

6. Evaluation of Financial Statements

The Committee has:

Reviewed and discussed the Annual Financial Statements, including the audit report, with the Accounting Officer, Auditor General and PIAS;

Reviewed the Auditor General’s Management Report;

Reviewed the Department’s processes for compliance with legal and regulatory provisions, where concerns have been noted around the accuracy of performance information reported, failure to prevent irregular expenditure as a result of non-compliance to supply chain management prescripts; and failure to implement consequence management;

Reviewed the conclusion on the usefulness and reliability of performance information resulting from the external audit of the Department.

7. Forensics Investigations

During the period under review, the Committee noted that there were four (4) forensic investigations from 1 April 2018 to 31 March 2019, all relating to alleged supply chain management, procurement irregularities, mismanagement of funds and nepotism which the department has referred to the PIAS for investigation.

Forensic reports were drafted and issued to the department in respect of all of these investigations, ie. Phase 1 investigations were completed and they were referred to the department for the implementation of the recommendations made in the report. In respect of the abovementioned completed investigations, all had disciplinary actions recommended which are either currently in progress or still to be initiated.

The Committee further noted that additionally one (1) of these investigations had criminal recommendations and this matter is currently under criminal investigation by the South African Police Service (SAPS) and a further case is still to be registered.


The department and the PIAS are urged to promptly finalize the outstanding investigations and work together to implement the recommendations made in the completed Phase 1 investigations.

8. Auditor-General’s Report

The Committee has monitored the implementation of corrective action plans to address the audit issues raised by the Auditor General in the prior year. The Committee has met with the Auditor General of South Africa to discuss and evaluate the major issues that emanated from the current regulatory audit. The Committee will ensure that corrective actions in respect of the detailed findings emanating from the current regulatory audit continue to be monitored on a quarterly basis through the CARC processes.

The Committee agrees with and accepts the Auditor General’s unqualified opinion 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 Auditor General.

9. Appreciation

The Committee wishes to express its appreciation to the management of the Department, the Auditor General of South Africa, and the Provincial Internal Audit Service for the co-operation and support they have provided to enable us to compile this report.

_________________________

Mr SP Simelane

Acting Chairman: Provincial Audit and Risk Committee

12 October 2020

-


PART D: HUMAN RESOURCE MANAGEMENT


1. INTRODUCTION

The information contained in this part of the annual report has been prescribed by the Minister for the Public Service and Administration for all departments in the public service.

2. OVERVIEW OF HUMAN RESOURCES

The status of human resources in the department.

As at 1 April 2019, the total number of funded posts in the Department was 208 (187 permanent, 1 Additional to the establishment and 20 Intern) 182 filled post (161 permanent, 1 Additional to the establishment and 20 Intern) and 26 vacant (12.5%.). As at 31 Mar2020 these totals were 208 funded posts (190 permanent, 1 Additional to the establishment and 17 Intern) 178 filled post (160 permanent, 1 Additional to the establishment and 17 Intern) and 30 vacant (14,42%.

Women at SMS level accounted for 6 (40%); and men 9 (60%). The number of people with a disability was 2 (1.09%).

Human resource priorities for the year under review and the impact of these.

Ongoing improvement of compliance with PMDS/EPMDS system in the Department by providing training on the new EPMDS and PMDS systems that was implemented from 1 April 2018.

Training and development of staff continued to be successfully implemented with more and more employees studying through the Department’s bursary scheme.

Workforce planning and key strategies to attract and recruit a skilled and capable workforce.

A clear and responsive Human Resource Plan is central in ensuring that the Department is fully supported in its course to deliver effectively and efficiently to its mandate. The environment of safety and security is dynamic and full of challenges, red tapes and bottlenecks. This requires the Department to continuously remodel its focus and approach through ongoing adjustment of systems and processes in order to fully support its staff in delivering on its mandate.

Human Resource is a vital instrument through which the Department can realize its short term and long-term objectives. In this light, the Human Resource Plan gives the Department a clear roadmap on how it can achieve the following:

structure its organogram in a manner that is responsive to the changing nature of challenges;

recruit suitable and competent personnel that will competently deliver towards the achievement of the Department’s goals;

manage the performance and conduct of personnel, and continuously develop the skills of personnel on an ongoing basis using

performance management system as a measure of individuals’ performance.

Employee performance management.


The Department ensured that systems and processes to plan monitor and assess the performance of individual employees as well as the provision of capacitation programmes to bridge any performance gaps that can be addressed through training and development.

The Department has implemented the Provincial Employee Performance Management and Development System for all employee from salary level 1 to 12 and the is using the Department of Public Service and Administration (DPSA) Performance Management System for Senior Management. However compliance with time frames in the policy is still a challenge.

Workshops on the performance management and development was conducted throughout the Department on the EPMDS for levels 1 to 12 as well as on the SMS PMDS was done during this year.

Employee wellness programmes.

Employee Wellness is given a priority because if the wellness of employee is not looked after this would result in stressed and poorly performing workforce. A comprehensive Employee Wellness Programme has been developed and the Employee Health and Wellness practitioner was appointed in October 2018.

The Department considered contracting the external service provider to render Employee Health and Wellness services, particularly the counselling function. The aim was to, amongst other things, provide employees and their immediate families with a range of counselling services on issues that are personal, work-related, legal, relations, family problems. This is done to ensure that the Department cares about all employees’ health and wellbeing.

Intangible and tangible factors of safety, health, environment and risk and quality (SHERQ) management in order to optimise the occupational and safety of employees is also very important. The Department has a SHERQ officer post, which is currently not filled. There are projects in place aimed at building theinstitutional capacity to respond to hazardous situations that may threaten the health and safety of employees.

Highlight achievements and challenges faced by the department, as well as future human resource plans /goals.

Some of the highlights have been as follows:

Quick turnaround time for processing service conditions and benefits Increased number of Interns intake to 23 (7.3% of the total establishment) 8 bursary holders completed their studies Timely processing of performance related incentives Increased number of new bursary intake to 24

Some of the challenges have been as follows:

Lack of common interpretation of various Human Resource Policies such as Recruitment and Selection as well as Relocation and Resettlement;

Poor turnaround time for the filling of posts due to non-availability of panel members, vetting of employees and verification of qualifications;


Poor attendance of training and development programmes and failure to meet the requirements for NQF-aligned courses such as portfolio of evidence (POE);

Withdrawal of staff from training programmes due to the ever demanding nature of safety and security working environment;

Slow pace in the implementation of Compulsory Induction Programme due to lack of facilitators;

Failure to meet Employment Equity targets such as 50% target for women in SMS level and employment of 2% people with disability;

Poor implementation of Performance Management Systems; Deteriorating levels of discipline amongst staff;

In addition, the Department will focus on the improved adherence to timeframes in the implementation of performance management.

3. HUMAN RESOURCES OVERSIGHT STATISTICS

The department must provide the following key information on its human resources. All the financial amounts must agree with the amounts disclosed in the annual financial statements. Provide reasons for any variances.

3.1. Personnel related expenditure

The following tables summarises the final audited personnel related expenditure by programme and by salary bands. In particular, it provides an indication of the following:

amount spent on personnel amount spent on salaries, overtime, homeowner’s allowances and medical aid.

Table 3.1.1 Personnel expenditure by programme for the period 1 April 2019 and 31 March 2020

Programme Total expenditure (R’000)

Personnel expenditure (R’000)

Training expenditure(R’000)

Professional and special services expenditure (R’000)

Personnel expenditure as a % of total expenditure

Average personnel cost per employee (R’000)

Administration 93 565 37 249 0 0 39,80 525

Provincial Secretary for Police Services

140 228 60 840 0 0 43,40 35

Total 233 792 98 088 0 0 42 54


Table 3.1.2 Personnel costs by salary band for the period 1 April 2019 and 31 March 2020

Salary bandPersonnel expenditure (R’000)

% of total personnel cost

No. of employees

Average personnel cost per employee (R’000)

01 Lower skilled (Levels 1-2) 1330,10

1 133 00002 Skilled (Levels 3-5) 7 415 5,50 29 255 690

03 Highly skilled production (Levels 6-8) 15 049 11,10 39 385 872

04 Highly skilled supervision (Levels 9-12) 54 784 40,40 76 720 842

05 Senior management (Levels >= 13) 15 571 11,50 13 1 197 769

11 Contract (Levels 3-5) 253 0,20 1 253 000

14 Contract (Levels >= 13) 3 019 2,20 2 1 509 500

18 Contract Other 1 246 0,90 17 73 294

19 Periodical Remuneration 29 765 22 1 649 18 050

Total 127 236 93,90 1 827 69 642

Table 3.1.3 Salaries, Overtime, Home Owners Allowance and Medical Aid by programme for the period 1 April 2019 and 31 March 2020

Programme

Salaries Overtime Home Owners Allowance

Medical Aid

Amount(R’000

Salaries as a % ofpersonnel costs

Amount(R’000)

Overtime as a % of personnel costs

Amount(R’000)

HOA as a % of personnel costs

Amount(R’000)

Medical aid as a % of personnel costs

Administration 31 498 79,80 50 0,10 830 2,10 1 455 3,70

Provincial Secretary for Police Services

80 810 84,20 210 0,20 961 1 1 975 2,10

Total 112308 82,90 261 0,20 1 791 1,30 3 430 2,50

Table 3.1.4 Salaries, Overtime, Home Owners Allowance and Medical Aid by salary band for the period 1 April 2019 and 31 March 2020

Salary Band

Salaries Overtime Home Owners Allowance

Medical Aid

Amount(R’000

Salaries as a % of

Amount(R’000

Overtime as a % of

Amount(R’000

HOA as a % of person

Amount(R’000

Medical aid as a % of


personnel costs

) personnel costs

) nel costs

) personnel costs

01 Lower Skilled (Levels 1-2)

104 78,20 0 0 15 11,30 0 0

02 Skilled (Levels 3-5)

5 580 72 11 0,10 353 4,60 779 10,10

03 Highly Skilled Production (Levels 6-8)

11 912 76,30 30 0,20 538 3,40 972 6,20

04 Highly Skilled Supervision (Levels 9-12)

46 805 77,60 219 0,40 683 1,10 1 562 2,60

05 Senior Management (Levels >= 13)

13 900 81,40 0 0 184 1,10 117 0,70

11 Contract (Levels 3-5)

252 99,60 0 0 0 0 0 0

14 Contract (Levels >= 13)

2 743 82,40 0 0 18 0,50 0 0

18 Contract Other 1 246 96,40 0 0 0 0 0 0

19Periodical Remuneration

29 765 100 0 0 0 0 0 0

Total112308 82,90 261 0,20 1 791 1,30 3 430 2,50

3.2. Employment and Vacancies

The tables in this section summarise the position with regard to employment and vacancies.

The following tables summarise the number of posts on the establishment, the number of employees, the vacancy rate, and whether there are any staff that are additional to the establishment.

This information is presented in terms of three key variables:

programme


salary band critical occupations (see definition in notes below).

Table 3.2.1 Employment and vacancies by programme as on 31 March 2020

Programme Number of posts on approved establishment

Number of posts filled Vacancy Rate

Number of employees additional to the establishment

Administration, Permanent 83 71 14,50 8

Administration, Contract

125 107 14,40 10

Total 208 178 14,40 18

Table 3.2.2 Employment and vacancies by salary band as on 31 March 2020

Salary band Number of posts on approved establishment

Number of posts filled

Vacancy Rate


01 Lower Skilled (Levels 1-2), Permanent 1 1 0 0

02 Skilled (Levels 3-5),Permanent 34 29 14,70 0

03 Highly Skilled Production (Levels 6-8), Permanent 47 39 17 0

04 Highly Skilled Supervision (Levels 9-12), Permanent 91 76 16,50 0

05 Senior Management (Levels >= 13), Permanent 15 13 13,30 0

09 Other, Permanent 17 17 0 17

11 Contract (Levels 3-5),Permanent 1 1 0 1

14 Contract (Levels >= 13), Permanent

2 2 0 0

TOTAL 208 178 14,40 18

Table 3.2.3 Employment and vacancies by critical occupations as on 31 March 2020

Critical occupation Number of posts on approved establishment


Vacancy Rate


Administrative Related, Permanent

107 89 16,80 18

Communication And Information Related,

4 3 25 0


Critical occupation Number of posts on approved establishment


Vacancy Rate


Permanent

Finance And Economics Related, Permanent 5 3 40 0

Financial And Related Professionals, Permanent 3 3 0 0

Financial Clerks And Credit Controllers, Permanent 2 2 0 0

Food Services Aids And Waiters, Permanent 1 1 0 0

Head Of Department/Chief Executive Officer, Permanent

1 1 0 0

Human Resources & Organisat Developm & Relate Prof, Permanent

8 7 12,50 0

Human Resources Clerks, Permanent

2 1 50 0

Human Resources Related, Permanent 2 2 0 0

Information Technology Related, Permanent 2 2 0 0

Legal Related, Permanent 2 2 0 0

Messengers Porters And Deliverers, Permanent 2 2 0 0

Other Administrat & Related Clerks And Organisers, Permanent

12 12 0 0

Other Administrative Policy And Related Officers, Permanent

22 21 4,50 0

Secretaries & Other Keyboard Operating Clerks, Permanent 17 13 23,50 0

Senior Managers, Permanent 16 14 12,50 0

Total 208 178 14,40 18

3.3. Filling of SMS Posts


The tables in this section provide information on employment and vacancies as it relates to members of the Senior Management Service by salary level. It also provides information on advertising and filling of SMS posts, reasons for not complying with prescribed timeframes and disciplinary steps taken.

Table 3.3.1 SMS post information as on 31 March 2020

SMS Level Total number offunded SMS posts

Total number of SMS posts filled

% of SMS posts filled

Total number of SMS posts vacant

% of SMS posts vacant

Director-General/ Head of Department

1 1 6,25 0 0

Salary Level 16Salary Level 15Salary Level 14

2 2 12,5 0 0

Salary Level 13

13 11 81,25 2 12,5

Total 16 14 100 2 12,5

Table 3.3.2 SMS post information as on 30 September 2019

SMS Level Total number offunded SMS posts

Total number of SMS posts filled

% of SMS posts filled

Total number of SMS posts vacant

% of SMS posts vacant


1 1 6,25 0 0

Salary Level 16Salary Level 15Salary Level14

2 2 12,5 0 0

Salary Level 13

13 11 81,25 2 12,5

Total 16 14 100 2 12,5


Table 3.3.3 Advertising and filling of SMS posts for the period 1 April 2019 and 31 March 2020

SMS Level Advertising Filling of PostsNumber of vacancies per level advertised in 6 months of becoming vacant

Number of vacancies per level filled in 6 months of becoming vacant

Number of vacancies per level not filled in 6 months but filled in 12 months

Director-General/ Head of DepartmentSalary Level 16Salary Level 15Salary Level 14Salary Level 13

2

Total 2 0 0

Table 3.3.4 Reasons for not having complied with the filling of funded vacant SMS -Advertised within 6 months and filled within 12 months after becoming vacant for the period 1 April 2019 and 31 March 2020

Reasons for vacancies not advertised within six monthsN/A

Reasons for vacancies not filled within twelve monthsN/A

Table 3.3.5 Disciplinary steps taken for not complying with the prescribed timeframes for filling SMS posts within 12 months for the period1 April 2019 and 31 March 2020

Reasons for vacancies not advertised within six monthsN/A

Reasons for vacancies not filled within six monthsN/A

3.4. Job Evaluation

Within a nationally determined framework, executing authorities may evaluate or re-evaluate any job in his or her organisation. In terms of the Regulations all vacancies on salary levels 9 and higher must be evaluated before they are filled. The following table summarises the number of jobs that were evaluated during the year under review. The table also provides statistics on the number of posts that were upgraded or downgraded.

Table 3.4.1 Job Evaluation by Salary band for the period 1 April 2019 and 31 March 2020

Salary band

Number of posts on approved establishment

Number of Jobs Evaluated

% of posts evaluated by salary bands

Posts Upgraded Posts downgraded

Number

% of posts evaluated

Number



1 0 0 0 0 0 0


Salary band

Number of posts on approved establishment

Number of Jobs Evaluated

% of posts evaluated by salary bands

Posts Upgraded Posts downgraded

Number


Number


02 Skilled (Levels 3-5)

34 0 0 0 0 0 0


47 0 0 0 0 0 0


91 0 0 0 0 0 0

05 Senior Management Service Band A

13 0 0 0 0 0 0

06 Senior Management Service Band B

2 0 0 0 0 0 0

09 Other 17 0 0 0 0 0 0

11 Contract (Levels 3-5)

1 0 0 0 0 0 0

15 Contract Band B 1 0 0 0 0 0 0

16 Contract Band C 1 0 0 0 0 0 0

TOTAL 208 0 0 0 0 0 0

The following table provides a summary of the number of employees whose positions were upgraded due to their post being upgraded, The number of employees might differ from the number of posts upgraded since not all employees are automatically absorbed into the new posts and some of the posts upgraded could also be vacant,

Table 3.4.2 Profile of employees whose positions were upgraded due to their posts being upgraded for the period 1 April 2019 and 31 March 2020

Gender African Asian Coloured White TotalFemale 0 0 0 0 0Male 0 0 0 0 0


Total 0 0 0 0 0

Employees with a disability 0

The following table summarises the number of cases where remuneration bands exceeded the grade determined by job evaluation, Reasons for the deviation are provided in each case,

Table 3.4.3 Employees with salary levels higher than those determined by job evaluation by occupation for the period 1 April 2019 and 31 March 2020

Occupation Number ofemployees

Job evaluation level

Remuneration level

Reason for deviation

Director: Provincial Police Oversight & Community Police Relations

1 13 14 Restructuring as at 1 April 2013

Deputy Director: Statistical Analysis & Research

1 11 12 Restructuring as at 1 April 2013

Deputy Director: Human Resource Management

1 11 12 DPSA circular 4 of 2014

Assistant Director: Asset Management & Logistics

1 9 10 DPSA circular 4 of 2014

Deputy Director: Provincial Commissioner & Specialised Units Oversight

1 11 12 Grade Progression

Deputy Director: HRD Policy Planning & EHW

1 11 12 Grade Progression

Total number of employees whose salaries exceeded the level determined by job evaluation

7

Percentage of total employed 3,93%

The following table summarises the beneficiaries of the above in terms of race, gender, and disability,

Table 3.4.4 Profile of employees who have salary levels higher than those determined by job evaluation for the period 1 April 2019 and 31 March 2020

Gender African Asian Coloured White TotalFemale 1 1 1 3Male 2 1 1 4Total 3 3 1 1 7

Employees with a disability

0 0 0 0 0

3.5. Employment Changes

This section provides information on changes in employment over the financial year, Turnover rates provide an indication of trends in the employment profile of the department, The following tables provide a summary of turnover rates by salary band and critical occupations (see definition in notes below),


Table 3.5.1 Annual turnover rates by salary band for the period 1 April 2019 and 31 March 2020

Salary band Employment at Beginning of Period

Appointments and transfers into the department

Terminations and transfers out of the department

Turnover rate

01 Lower Skilled (Levels 1-2) Permanent

1 0 0 0

02 Skilled (Levels 3-5)Permanent 28 1 0 0

03 Highly Skilled Production (Levels 6-8) Permanent

40 1 1 2,50

04 Highly Skilled Supervision (Levels 9-12) Permanent

77 2 3 3,90

05 Senior Management Service Band A Permanent

12 0 0 0

06 Senior Management Service Band B Permanent

2 0 0 0

09 Other Permanent 20 0 3 15

11 Contract (Levels 3-5) Permanent 1 0 0 0

15 Contract Band B Permanent 1 0 0 0

16 Contract Band C Permanent 1 0 0 0

TOTAL 183 4 7 3,80

Table 3.5.2 Annual turnover rates by critical occupation for the period 1 April 2019 and 31 March 2020

Critical Occupation Employment at Beginning of Period



Turnover rate

Administrative Related Permanent

92 3 6 6,50

Communication And Information Related Permanent

3 0 0 0

Finance And Economics 3 0 0 0


Critical Occupation Employment at Beginning of Period



Turnover rate

Related Permanent

Financial And Related Professionals Permanent 3 0 0 0

Financial Clerks And Credit Controllers Permanent 2 0 0 0

Food Services Aids And Waiters Permanent 1 0 0 0

Head Of Department/Chief Executive Officer Permanent

1 0 0 0

Human Resources & Organisat Developm & Relate Prof Permanent

8 0 0 0

Human Resources Clerks Permanent 1 0 0 0

Human Resources Related Permanent 2 0 0 0

Information Technology Related Permanent 2 0 0 0

Legal Related Permanent 2 0 0 0

Messengers Porters And Deliverers Permanent 2 0 0 0

Other Administrat & Related Clerks And Organisers Permanent

12 0 0 0

Other Administrative Policy And Related Officers Permanent

21 1 0 0

Secretaries & Other Keyboard Operating Clerks Permanent

13 0 1 7,70

Senior Managers Permanent 15 0 0 0

Total 183 4 7 3,80

The table below identifies the major reasons why staff left the department,


Table 3.5.3 Reasons why staff left the department for the period 1 April 2019 and 31 March 2020

Termination Type Number % of Total ResignationsResignation 4 57,10

Expiry of contract 2 20

Dismissal – misconduct 1 14,30

Retirement 1 14,30

Other 1 14,30

Total 7 100

Total number of employees who left as a % of total employment

3,93%

Table 3.5.4 Promotions by critical occupation for the period 1 April 2019 and 31 March 2020

Occupation Employment at Beginning of Period

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

102 1 1 42 41,20

Communication And Information Related

3 1 33,30 0 0

Finance And Economics Related

5 1 20 3 60

Financial And Related Professionals

2 1 50 1 50

Financial Clerks And Credit Controllers

2 0 0 2 100

Food Services Aids And Waiters

1 0 0 0 0

Head Of Department/Chief Executive Officer

1 0 0 2 200


Occupation Employment at Beginning of Period





Human Resources & Organisat Developm & Relate Prof

6 0 0 4 66,70

Human Resources Clerks

2 0 0 2 100

Human Resources Related

2 0 0 1 50

Information Technology Related

2 0 0 2 100

Legal Related 2 0 0 2 100

Messengers Porters And Deliverers

2 0 0 2 100

Other Administrat & Related Clerks And Organisers

9 0 0 8 88,90

Other Administrative Policy And Related Officers

11 5 45,50 3 27,30

Secretaries & Other Keyboard Operating Clerks

15 0 0 13 86,70

Senior Managers

13 0 0 13 100

Total 180 9 5 100 55,60

Table 3.5.5 Promotions by salary band for the period 1 April 2019 and 31 March 2020

Salary Band Employment atBeginning of Period






Salary Band Employment atBeginning of Period





01 Lower Skilled (Levels 1-2), Permanent

1 0 0 0 0

02 Skilled (Levels 3-5), Permanent

28 0 0 19 67,90

03 Highly Skilled Production (Levels 6-8), Permanent

40 0 0 22 55

04 Highly Skilled Supervision (Levels 9-12), Permanent

77 1 1,30 49 63,60

05 Senior Management (Levels >= 13), Permanent

14 0 0 8 57,10

09 Other, Permanent 20 0 0 0 0

11 Contract (Levels 3-5), Permanent

1 0 0 0 0

14 Contract (Levels >= 13), Permanent

2 0 0 0 0

TOTAL 183 1 0,50 98 53,60

3.6. Employment Equity

Table 3.6.1 Total number of employees (including employees with disabilities) in each of the following occupational categories as on 31 March 2018

Occupational category

Male Female TotalAfrica

nColoured

Indian

White

African

Coloured

Indian

White

Legislators, senior officials and managers

8 0 0

1

5 0 0 1 15


Professionals

8 0 3 1 8 1 1 0 22

Technicians andassociate professionals

33 0 2

0

71 0 4 0 110

Clerks 8 0 0 0 19 0 1 0 28

Service and sales workers

0 0 0 0 0 0 0 0 0

Skilled agriculture and fishery workers

0 0 0 0 0 0 0 0 0

Craft and related trades workers

0 0 0 0 0 0 0 0 0

Plant and machine operators andassemblers

0 0 0 0 0 0 0 0 0

Labourers And Related Workers

2 0 0 0 1 0 0 0 3

Total 59 0 5 2 104 1 6 1 178

Employees with disabilities

0 0 0 0 2 0 0 0 2

Table 3.6.2 Total number of employees (including employees with disabilities) in each of the following occupational bands as on 31 March 2018

Occupational band

Male Female TotalAfrican Coloured Indian White African Coloured Indian White

02 Senior Management, Permanent

6 0 0 1 1 1 1 1 13

03Professionally qualified and experienced specialists and mid-management, Permanent

31 0 5 1 1 1 1 0 76

04 Skilled technical and academically qualified workers, junior management, supervisors, foremen,

7 0 0 0 0 0 0 0 39


Table 3.6.3 Recruitment for the period 1 April 2019 and 31 March 2020

Occupational band


nColoured

Indian

White

African

Coloured

Indian

White

03Professionally qualified andexperienced specialists and mid-management, Permanent

1 0 0 0 1 0 0 0 2

04 Skilled technical and academically qualified

0 0 0 0 1 0 0 0 1

Permanent

05 Semi-skilled and discretionary decision making, Permanent

9 0 0 0 0 0 0 0 29

06 Unskilled and defined decision making, Permanent

0 0 0 0 0 0 0 0 1

07 Not Available, Permanent

4 0 0 0 0 0 0 0 17

08 Contract (Top Management), Permanent

1 0 0 0 0 0 0 0 1

09 Contract (Senior Management), Permanent

1 0 0 0 0 0 0 0 1

12 Contract (Semi-Skilled), Permanent

0 0 0 0 0 0 0 0 1

TOTAL 59 0 5 2 2 2 2 1 178


workers, junior management, supervisors, foremen, Permanent

05 Semi-skilled and discretionary decision making, Permanent

1 0 0 0 0 0 0 0 1

TOTAL 2 0 0 0 2 0 0 0 4


0 0 0 0 0 0 0 0 0

Table 3.6.4 Promotions for the period 1 April 2019 and 31 March 2020

Occupational band


nColoured

Indian

White

African

Coloured

Indian

White

02 Senior Management,Permanent

5 0 0 5 0 0 5 0 8

03Professionally qualified andexperienced specialists and mid-management,Permanent

20 0 4 20 0 4 20 0 50

04 Skilled technical andacademically qualified workers, junior management,supervisors, foremen, Permanent

5 0 0 5 0 0 5 0 22

05 Semi-skilled and discretionary decision

6 0 0 6 0 0 6 0 19


making, Permanent

TOTAL 36 0 4 36 0 4 36 0 99


0 0 0 0 0 0 0 0 0

Table 3.6.5 Terminations for the period 1 April 2019 and 31 March 2020

Occupational band


nColoured

Indian

White

African

Coloured

Indian

White

03Professionally qualified andexperienced specialists and mid-management,Permanent

2 0 0 0 1 0 0 0 3

04 Skilled technical andacademically qualified workers, junior management,supervisors, foremen, Permanent

1 0 0 0 0 0 0 0 1

07 Not Available, Permanent

1 0 0 0 2 0 0 0 3

TOTAL 4 0 0 0 3 0 0 0 7

Employees with Disabilities

0 0 0 0 0 0 0 0 0

Table 3.6.6 Disciplinary action for the period 1 April 2019 and 31 March 2020

Disciplinary action


nColoured

Indian

White

African

Coloured

Indian

White

Total 0 0 0 0 0 0 0 0 0

Table 3.6.7 Skills development for the period 1 April 2019 and 31 March 2020


Male Female TotalAfrica Coloure India Whit Africa Coloure India Whit


n d n e n d n eLegislators. senior officials and managers

2

00

02 0

0 04

Professionals

11 0 2 0 11 1 0 0 25

Technicians andassociate professionals

27

0 0 0

30

0

2

0

59

Clerks 5 0 0 0 25 0 1 0 31

Service and sales workers

0 0 0 0 0 0 0 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

Plant and machine operators andassemblers

0 0 0 0 0 0 0 0 0

Elementary occupations

0 0 0 0 0 0 0 0 0

Total 45 0 2 0 68 1 3 0 119


0 0 0 0 2 0 0 0 2

3.7. Signing of Performance Agreements by SMS Members

All members of the SMS must conclude and sign performance agreements within specific timeframes. Information regarding the signing of performance agreements by SMS members. the reasons for not complying within the prescribed timeframes and disciplinary steps taken is presented here.

Table 3.7.1 Signing of Performance Agreements by SMS members as on 31 May 2019

SMS Level Total number of funded SMS posts

Total number of SMS members

Total number of signed performance agreements

Signed performance agreements as % of total number of SMS members


1 1 1 6,67

Salary Level 16

Salary Level 15

Salary Level 14 2 2 2 13,33


Salary Level 13 13 12 12 80

Total 16 15 15 100

Table 3.7.2 Reasons for not having concluded Performance agreements for all SMSmembers as on 31 March 2019

Reasons N/A

Table 3.7.3 Disciplinary steps taken against SMS members for not having concluded Performance agreements as on 31 March 2019

Reasons N/A

3.8. Performance Rewards

To encourage good performance. the department has granted the following performance rewards during the year under review. The information is presented in terms of race. gender. disability. salary bands and critical occupations (see definition in notes below).

Table 3.8.1 Performance Rewards by race. gender and disability for the period 1 April 2018 to 31 March 2019

Race and Gender Beneficiary Profile CostNumber of beneficiaries

Number of employees

% of total within group

Cost (R’000)

Average cost per employee

African, Female 13 102 13 290,33 22 333,00

African, Male 8 59 14 198,08 24 761,00

Asian, Female 3 6 50 99,82 33 272,00

Asian, Male 1 5 20 48,65 48 652,00

Coloured, Female 1 1 100 16,14 16 144,00

Coloured, Male 0 0 0 0,00 0,00

White, Female 0 1 0 0,00 0,00

White, Male 1 2 50 55,77 55 774,00

Employees with a disability 1 2 50 8,43 8 426,00

TOTAL 28 178 16 717,23 25 615,00


Table 3.8.2 Performance Rewards by salary band for personnel below Senior Management Service for the period 1 April 2018 to 31 March 2019

Salary band Beneficiary Profile CostNumber of beneficiaries

Number of employees

% of total within salary bands

Total Cost (R’000)



0 1 0,00 0,00 0,00

02 Skilled (Levels 3-5) 5 29 17,20 42,13 8426,00


6 39 15,40 84,47 14079,00


16 76 21,10 534,85 33428,00

09 Other 0 17 0,00 0,00 0,00

11 Contract (Levels 3-5) 0 1 0,00 0,00 0,00

TOTAL 27 163 16,60 661,45 24498,00

Table 3.8.3 Performance Rewards by critical occupation for the period 1 April 2018 to 31 March 2019

Critical occupation Beneficiary Profile CostNumber of beneficiaries

Number of employees

% of total within occupation



Financial Clerks And Credit Controllers 1 2 50,00 8,43 8426

Human Resources Clerks

1 1 100,00 8,43 8426

Human Resources & Organisat Developm & Relate Prof

3 7 42,90 85,47 28491

Messengers Porters And Deliverers

0 2 0,00 0,00 0

Finance And Economics Related 2 3 66,70 31,58 15792

Other Administrat & Related Clerks And Organisers

3 12 25,00 29,85 9948

Legal Related 1 2 50,00 21,51 21513

Financial And Related Professionals 0 3 0,00 0,00 0


Critical occupation Beneficiary Profile CostNumber of beneficiaries

Number of employees

% of total within occupation



Administrative Related 13 89 14,60 443,08 34083

Communication And Information Related 0 3 0,00 0,00 0

Secretaries & Other Keyboard Operating Clerks

2 13 15,40 20,98 10489

Human Resources Related 0 2 0,00 0,00 0

Head Of Department/Chief Executive Officer

0 1 0,00 0,00 0

Other Administrative Policy And Related Officers

1 21 4,80 12,12 12124

Senior Managers 1 14 7,10 55,77 55774

Food Services Aids And Waiters 0 1 0,00 0,00 0

Information Technology Related 0 2 0,00 0,00 0

Total 28 178 15,70 717,23 25615

Table 3.8.4 Performance related rewards (cash bonus). by salary band for Senior Management Service for the period 1 April 2018 to 31 March 2019

Salary band Beneficiary Profile Cost Total cost as a % of the total personnel expenditure

Number of beneficiaries

Number of employees

% of total within salary bands

Total Cost(R’000)


Band A1

11 9,10 55,77 55 773,90 0,40

Band B 0 3 0,00 0,00 0,00 0,00

Band C 0 1 0,00 0,00 0,00 0,00

Total 1 15 6,70 55,77 55 773,90 0,30

3.9. Foreign Workers

The tables below summarise the employment of foreign nationals in the department in terms of salary band and major occupation.

Table 3.9.1 Foreign workers by salary band for the period 1 April 2019 and 31 March 2020


Salary band 01 April 2019 31 March 2020 ChangeNumber % of

totalNumber % of

totalNumber %

ChangeTotal 0 0 0 0 0 0

Table 3.9.2 Foreign workers by major occupation for the period 1 April 2019 and 31 March 2020

Major occupation 01 April 2019 31 March 2020 ChangeNumber % of

totalNumber % of

totalNumber %

ChangeTotal 0 0 0 0 0 0

3.10. Leave utilisation

The Public Service Commission identified the need for careful monitoring of sick leave within the public service. The following tables provide an indication of the use of sick leave and disability leave. In both cases. the estimated cost of the leave is also provided.

Table 3.10.1 Sick leave for the period 1 January 2019 to 31 December 2019

Salary band Total days

% Days with Medical certification

Number of Employees using sick leave

% of total employees using sick leave

Average days per employee

Estimated Cost (R’000)

Senior management (Levels 13-16)

85,00 91,80 12,00 11,00 7,00 346,00

Highly skilled supervision (Levels 9-12)

405,00 89,90 45,00 41,30 9,00 1 051,00

Highly skilled production (Levels 6-8)

147,00 78,20 25,00 22,90 6,00 204,00

Skilled (Levels 3-5) 243,00 95,90 16,00 14,70 15,00 218,00

Lower skilled (Levels 1-2) 2,00 0,00 1,00 0,90 2,00 1,00

Contract (Levels 13-16) 3,00 100,00 1,00 0,90 3,00 17,00

Contract (Levels 3-5) 14,00 100,00 1,00 0,90 14,00 13,00

Contract Other 29,00 51,70 8,00 7,30 4,00 11,00

TOTAL 928,00 88,60 109,00 100,00 9,00 1 860,00

Table 3.10.2 Disability leave (temporary and permanent) for the period 1 January 2019 to 31 December 2019


Salary 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)

Skilled (Levels 3-5)

18,00 100,00 1,00 100,00 18,00 14,00

TOTAL 18,00 100,00 1,00 100,00 18,00 14,00

The table below summarises the utilisation of annual leave. The wage agreement concluded with trade unions in the PSCBC in 2000 requires management of annual leave to prevent high levels of accrued leave being paid at the time of termination of service.

Table 3.10.3 Annual Leave for the period 1 January 2019 to 31 December 2019

Salary band Total days taken

Number of Employees using annual leave

Average per employee

Senior management (Levels 13-16) 264,00 19,00 14,00

Highly skilled supervision (Levels 9-12) 1 458,00 20,00 72,00

Highly skilled production (Levels 6-8) 728,00 18,00 41,00

Skilled (Levels 3-5) 508,00 18,00 29,00

Lower skilled (Levels 1-2) 16,00 16,00 1,00

Contract (Levels 13-16) 33,00 17,00 2,00

Contract (Levels 3-5) 16,00 16,00 1,00

Contract Other 329,00 16,00 20,00

TOTAL 3 352,00 19,00 180,00

Table 3.10.4 Capped leave for the period 1 January 2019 to 31 December 2019

Salary band Total days of capped leave taken

Number of Employees using capped leave

Average number of days taken per employee

Average capped leave per employee as on 31 March 2020

Senior management (Levels 13-16) 0,00 0,00 213,28 2,00

Highly skilled supervision (Levels 9-12) 0,00 0,00 689,50 14,00

Highly skilled production (Levels 6-8) 0,00 0,00 18,07 1,00

Skilled (Levels 3-5) 0,00 0,00 25,00 1,00


Lower skilled (Levels 1-2) 0,00 0,00 0,00 0,00

Contract (Levels 13-16) 0,00 0,00 0,00 0,00

Contract (Levels 3-5) 0,00 0,00 0,00 0,00

Contract Other 0,00 0,00 0,00 0,00

TOTAL 0,00 0,00 945,85 18,00

The following table summarise payments made to employees as a result of leave that was not taken.

Table 3.10.5 Leave pay outs for the period 1 April 2019 and 31 March 2020

Reason Total amount (R’000)

Number of employees

Average per employee (R’000)

Annual - Discounting With Resignation (Work Days) 110,00 2,00 55 000,00

Annual - Gratuity: Death/Retirement/Medical Retirement(Work

76,00 1,00 76 000,00

Total 186 3

3.11. HIV/AIDS & Health Promotion Programmes

Table 3.11.1 Steps taken to reduce the risk of occupational exposure

Units/categories of employees identified to be at high risk of contracting HIV & related diseases (if any)

Key steps taken to reduce the risk

NIL N/A

Table 3.11.2Details of Health Promotion and HIV/AIDS Programmes (tick the applicable boxes and provide the required information)

Question Yes No Details. if yes1. 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.

Yes Mr S Mageba: ActingDirector: Corporate Services

2. Does the department have a dedicated unit or has it designated specific staff members to promote the 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.

Yes Due to the size of the Department (188 permanent posts) has 1 Employee Health and Wellness Practitioner post which is vacant at the present time

3. Has the department introduced an Employee Assistance or Health Promotion Programme for your employees? If so. indicate the key elements/services of this Programme.

Yes The department offers guidance and assistance via the EHW Practitioner. However. we also utilise service providers on a case by case basis.

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

Yes Yes. Mr S Mageba, Mr S Ngcobo, Ms S Shange, Ms D Chalmers plus representatives from


Question Yes No Details. if yesmembers of the committee and the stakeholder(s) that they represent.

NEHAWU, POPCRU and PSA

5. Has the department reviewed its employment policies and practices 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.

Yes As and when a new policy is developed the department takes into consideration HIV related issues

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.

Yes If any employee discriminated against the person who discriminates them will be dealt with in terms of the PS disciplinary measures.

7. Does the department encourage its employees to undergo Voluntary Counselling and Testing? If so. list the results that you have you achieved.

Yes No feedback has been received from employees. However. there is generally a good uptake on VCT when provided at events

8. Has the department developed measures/indicators to monitor & evaluate the impact of its health promotion programme? If so. list these measures/indicators.

Yes On a quarterly basis the department completed a report as per the annual operational plan targets. The EHW Practitioner keeps detailed reports indicating the types of interventions provided to employees and this report is then analysed to determine impact etc. of the services offered. Furthermore. bi-annually GEMS Wellness clinics are held and the results thereof will be used to determine action plans.

3.12. Labour Relations

Table 3.12.1 Collective agreements for the period 1 April 2019 and 31 March 2020

Total number of Collective agreements None

The following table summarises the outcome of disciplinary hearings conducted within the department for the year under review.

Table 3.12.2 Misconduct and disciplinary hearings finalised for the period 1 April 2019 and 31 March 2020

Outcomes of disciplinary hearings

Number % of total

Correctional counsellingVerbal warningWritten warningFinal written warningSuspended without payFineDemotionDismissalNot guiltyCase withdrawnTotal 0 0


Table 3.12.3 Types of misconduct addressed at disciplinary hearings for the period 1 April 2019 and 31 March 2020

Type of misconduct Number % of totalNil

Total 0 0

Table 3.12.4 Grievances logged for the period 1 April 2019 and 31 March 2020

Grievances Number % of TotalNumber of grievances resolved 1 100

Number of grievances not resolved 0 0

Total number of grievances lodged 1 100%

Table 3.12.5 Disputes logged with Councils for the period 1 April 2019 and 31 March 2020

Disputes Number % of TotalNumber of disputes upheldNumber of disputes dismissedNumber of disputes ongoingTotal number of disputes lodged


Table 3.12.6 Strike actions for the period 1 April 2019 and 31 March 2020

Total number of persons working days lost 0Total costs working days lost 0Amount recovered as a result of no work no pay (R’000) 0

Table 3.12.7 Precautionary suspensions for the period 1 April 2019 and 31 March 2020

Number of people suspended 0Number of people who’s suspension exceeded 30 days 0Average number of days suspended 0Cost of suspension(R’000) 0

3.13. Skills development

This section highlights the efforts of the department with regard to skills development.

Table 3.13.1 Training needs identified for the period 1 April 2019 and 31 March 2020


Gender Number of employees as at 1 April 2019

Training needs identified at start of the reporting period 1 April 2019Learnerships Skills

Programmes & other short courses

Other forms oftraining

Total

Legislators. senior officials and managers

Female 7 0 5 0 5

Male 9 0 7 0 7

Professionals Female 11 0 8 6 14

Male 12 0 8 6 14

Technicians and associate professionals

Female 77 0 45 7 52

Male 36 0 28 3 31

Clerks Female 20 0 16 12 26

Male 8 0 6 1 7

Service and sales workers Female 0 0 0 0 0

Male 0 0 0 0 0


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 1 0 00 0 0


Male 2 0 0 0 0

Sub Total Female 116 0 74 25 99

Male 67 0 49 10 59

Total 183 0 123 35 158


Table 3.13.2 Training provided for the period 1 April 2019 and 31 March 2020


Gender Number of employees as at 1 April 2019

Training provided within the reporting period 31 March 2020Learnerships Skills

Programmes & other short courses

Other forms oftraining

Total

Legislators. senior officials and managers

Female 7 0 2 0 2

Male 9 0 2 0 2

Professionals Female 11 0 6 6 12

Male 12 0 7 6 13

Technicians and associate professionals

Female 77 0 25 7 32

Male 36 0 24 3 27

Clerks Female 20 0 14 12 26

Male 8 0 4 1 5

Service and sales workers Female 0 0 0 0 0

Male 0 0 0 0 0


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 1 0 00 0 0

Male 2 0 0 0 0

Sub Total Female 116 0 47 25 72

Male 67 0 37 10 47

Total 183 0 84 35 119

3.14. Injury on duty

The following tables provide basic information on injury on duty.

Table 3.14.1 Injury on duty for the period 1 April 2019 and 31 March 2020

Nature of injury on duty Number % of totalRequired basic medical attention only

1 50%


Temporary Total DisablementPermanent DisablementFatal 1 50%Total 2 100%

3.15. Utilisation of Consultants

The following tables relates information on the utilisation of consultants in the department. In terms of the Public Service Regulations “consultant’ means a natural or juristic person or a partnership who or which provides in terms of a specific contract on an ad hoc basis any of the following professional services to a department against remuneration received from any source:

(a) The rendering of expert advice;(b) The drafting of proposals for the execution of specific tasks; and(c) The execution of a specific task which is of a technical or intellectual nature. but

excludes an employee of a department.

Table 3.15.1Report on consultant appointments using appropriated funds for the period 1 April 2019 and 31 March 2020

Project title Total number of consultants that worked on project

Duration(work days)

Contract value inRand

N/A

Total number of projects

Total individual consultants

Total durationWork days

Total contract value in Rand

N/A

Table 3.15.2Analysis of consultant appointments using appropriated funds. in terms of Historically Disadvantaged Individuals (HDIs) for the period 1 April 2019 and 31 March 2020

Project title Percentage ownership by HDI groups

Percentage management by HDI groups

Number of consultants from HDI groups that work on the project

N/A

Table 3.15.3 Report on consultant appointments using Donor funds for the period 1 April 2019 and 31 March 2020

Project title Total Number of consultants that worked on project

Duration(Work days)

Donor and contract value in Rand

N/A

Total number of projects

Total individual consultants

Total durationWork days

Total contract value in Rand

N/A

Table 3.15.4Analysis of consultant appointments using Donor funds. in terms of Historically Disadvantaged Individuals (HDIs) for the period 1 April 2019 and 31 March 2020

Project title Percentage ownership by HDI groups

Percentage management by HDI groups

Number of consultants from HDI groups that work on the project

N/A

3.16. Severance Packages


Table 3.16.1 Granting of employee initiated severance packages for the period 1 April 2019 and 31 March 2020

Salary band Number of applications received

Number of applications referred to the MPSA

Number of applications supported by MPSA

Number of packages approved by department

Lower skilled (Levels 1-2)Skilled Levels 3-5)Highly skilled production (Levels 6-8)Highly skilled supervision(Levels 9-12)Senior management (Levels 13-16)Total 0 0 0 0


PART E: FINANCIAL INFORMATION


For the year ended 31 March 2020

Table of Contents

Report of the Auditor-General……………………………………………...107

Appropriation Statement…………………………………………………….115

Notes to the Appropriation Statement……………………………………...144

Statement of Financial Performance……………………………………….146

Statement of Financial Position……………………………………………..148

Statement of Changes in Net Assets……………………………..………..150

Cash Flow Statement………………………………………………………...151

Notes to the Annual Financial Statements (including Accounting policies)………………......…………………….…...152

Unaudited Annexures to the Annual Financial Statements………….......251


Report of the auditor-general to the KwaZulu-Natal Provincial Legislature on vote no. 9: Department of Community Safety and Liaison

Report on the audit of the financial statements

Opinion1. I have audited the financial statements of the Department of Community Safety

and Liaison set out on pages 115 to 250, which comprise the appropriation statement, statement of financial position as at 31 March 2020, statement of financial performance, statement of changes in net assets and cash flow statement for the year then ended, as well as the notes to the financial statements, including a summary of significant accounting policies.

2. In my opinion, the financial statements present fairly, in all material respects, the financial position of the Department of Community Safety and Liaison as at 31 March 2020, and its financial performance and cash flows for the year then ended in accordance with the Modified Cash Standard (MCS) as 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 the Division of Revenue Act of South Africa, 2019 (Act No. 16 of 2019) (Dora).

Basis for opinion3. I conducted my audit in accordance with the International Standards on Auditing

(ISAs). My responsibilities under those standards are further described in the auditor-general’s responsibilities for the audit of the financial statements section of this auditor’s report.

4. I am independent of the department in accordance with sections 290 and 291 of the Code of ethics for professional accountants and parts 1 and 3 of the International code of ethics for professional accountants (including International Independence Standards) of the International Ethics Standards Board for Accountants (IESBA codes) as well as the ethical requirements that are relevant to my audit in South Africa. I have fulfilled my other ethical responsibilities in accordance with these requirements and the IESBA codes.

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

Emphasis of matter6. I draw attention to the matter below. My opinion is not modified in respect of this

matter.

Irregular expenditure 7. As disclosed in note 24 to the financial statements, the department incurred

irregular expenditure of R14,13 million, as it did not follow proper supply chain management (SCM) processes.

Other matter8. I draw attention to the matter below. My opinion is not modified in respect of this

matter.


Unaudited supplementary schedules9. The supplementary information set out on pages 251 to 257 does not form part of

the financial statements and is presented as additional information. I have not audited these schedules and, accordingly, I do not express an opinion thereon.

Responsibilities of the accounting officer for the financial statements10. The accounting officer is responsible for the preparation and fair presentation of

the financial statements in accordance with the MCS and the requirements of the PFMA and Dora, and 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.

11. In preparing the financial statements, the accounting officer is responsible for assessing the department’s ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless the accounting officer either intends to liquidate the department or to cease operations, or has no realistic alternative but to do so.

Auditor-general’s responsibilities for the audit of the financial statements12. My objectives are to obtain reasonable assurance about whether the financial

statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the ISAs will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

13. A further description of my responsibilities for the audit of the financial statements is included in the annexure to this auditor’s report.

Report on the audit of the annual performance report

Introduction and scope14. In accordance with the Public Audit Act of South Africa, 2004 (Act No. 25 of 2004)

(PAA) and the general notice issued in terms thereof, I have a responsibility to report on the usefulness and reliability of the reported performance information against predetermined objectives for selected programmes presented in the annual performance report. I performed procedures to identify material findings but not to gather evidence to express assurance.

15. My procedures address the usefulness and reliability of the reported performance information, which must be based on the approved performance planning documents of the department. I have not evaluated the completeness and appropriateness of the performance included in the planning documents. My procedures do not examine whether the actions taken by the department enabled service delivery. My procedures also do not extend to any disclosures or assertions relating to planned performance strategies and information in respect


of future periods that may be included as part of the reported performanceinformation. Accordingly, my findings do not extend to these matters.

16. I evaluated the usefulness and reliability of the reported performance information in accordance with the criteria developed from the performance management and reporting framework, as defined in the general notice, for the following selected programme presented in the annual performance report of the department for the year ended 31 March 2020:

Programme Pages in the annual performance report

Programme 2: provincial secretariat for police service 41- 48

17. I performed procedures to determine whether the reported performance information was properly presented and whether performance was consistent with the approved performance planning documents. I performed further procedures to determine whether the indicators and related targets were measurable and relevant, and assessed the reliability of the reported performance information to determine whether it was valid, accurate and complete.

18. The material findings in respect of the usefulness and reliability of the selected programme is as follows:

Programme 2: provincial secretariat for police service

Various indicators19. The achievements below were reported in the annual performance report for the

listed indicators. However, some supporting evidence provided materially differed from the reported achievement, while in other instances I was unable to obtain sufficient appropriate audit evidence. This was due to a lack of accurate and complete records. I was unable to confirm the reported achievements by alternative means. Consequently, I was unable to determine whether any further adjustments were required to these reported achievements.

Indicator description Reported achievement

Number of follow up intervention reports on stations evaluated 130Number of reports on follow up intervention on domestic violence act audit (DVA) 133

Number of reports on deployment of crime prevention volunteers (D) 4Number of reports on targeted integrated law enforcement initiatives produced (D) 4

Various indicators

20. I was unable to obtain sufficient appropriate audit evidence that systems and processes were established to enable consistent measurement and reliable reporting of performance against the predetermined indicator definitions. This was


due to insufficient measurement definitions and processes. I was unable to validate the existence of systems and processes by alternative means.

Indicator description Planned target

Number of reports compiled on police stations monitored 26

Number of quarterly report on the implementation National Monitoring Tool (NMT) 4

Number of domestic violence Act (DVA) compliance reports produced (district per annum) 26

Number of customer satisfaction survey reports per year (New indicator) 1

Number of reports on targeted integrated law enforcement initiatives produced 4

Various indicators

21. I was unable to obtain sufficient appropriate audit evidence to support the reason for the variances between planned targets and the actual achievements reported in the annual performance report for the indicators below. This was due to limitations placed on the scope of my work. I was unable to confirm the reported reasons for variances by alternative means. Consequently, I was unable to determine whether any further adjustments were required to the reported reasons for variances for the following indicators:

No. Planned indicator Planned target Reported achievement

1Number of reports on follow up intervention on Domestic Violence Act Audit (DVA)

130 133

2 Number of metro police region monitored 4 2

3 Number of reports on implementation of school safety crime prevention protocol 52 69

4 Number of report on court watching brief conducted (new) 78 0

5Number of Community Safety Forums assessed on functionality (Local and District Municipality)

30 16

6 Number of functional CPFs assessed 141 123

7 Number of ward safety committee structures established 30 63

8 Number of reports compiled on police stations monitored 26 0

9Number of quarterly report on the implementation National Monitoring Tool (NMT)

4 0

10Number of domestic violence Act (DVA) compliance reports produced (district per annum)

26 0

11 Number of customer satisfaction survey reports per year (New indicator) 1 0


Other matters22. I draw attention to the matters below.

Achievement of planned targets23. The annual performance report on pages 21 to 51 sets out information on the

achievement of planned targets for the year and explanations provided for the under and over achievement of a significant number of targets. This information should be considered in the context of the material findings on the usefulness and reliability of the reported performance information in paragraphs 19 to 21 of this report.

Adjustment of material misstatements24. I identified material misstatements in the annual performance report submitted for

auditing. These material misstatements were on the reported performance information of the provincial secretariat for police service programme. As management subsequently corrected only some of the misstatements, I raised material findings on the usefulness and reliability of the reported performance information. Those that were not corrected are reported above.

Report on the audit of compliance with legislation

Introduction and scope25. In accordance with the PAA and the general notice issued in terms thereof, I have

a responsibility to report material findings on the department’s compliance with specific matters in key legislation. I performed procedures to identify findings but not to gather evidence to express assurance.

26. The material findings on compliance with specific matters in key legislation are as follows:

Expenditure management27. Effective and appropriate steps were not taken to prevent irregular expenditure

amounting to R14,13 million, as disclosed in note 24 to the financial statements, as required by section 38(1)(c)(ii) of the PFMA and treasury regulation 9.1.1. Most of the irregular expenditure arose due to the contravention of SCM Regulations on various quotations and contracts.

Procurement and contract management28. Some goods and services with a transaction value above R500 000 were procured

without inviting competitive bids, as required by treasury regulation 16A6.1. Similar non-compliance was also reported in the prior year.

29. Bid documentation for the procurement of commodities designated for local content and production did not stipulate the minimum threshold for local production and content, as required by the 2017 preferential procurement regulation 8(2). Similar non-compliance was also reported in the prior year.


Consequence management30. I was unable to obtain sufficient appropriate audit evidence that disciplinary steps

were taken against officials who had incurred unauthorised expenditure, irregular expenditure and fruitless and wasteful expenditure, as required by section 38(1)(h)(iii) of the PFMA. This was due to proper and complete records not being maintained as evidence to support the investigations.

Strategic planning and performance management31. Quarterly reports were not submitted to the executive authority, as required by

treasury regulation 5.3.1.

Other information

32. The accounting officer is responsible for the other information. The other information comprises the information included in the annual report. The other information does not include the financial statements, the auditor’s report and the selected programme presented in the annual performance report that has been specifically reported in this auditor’s report.

33. My opinion on the financial statements and findings on the reported performance information and compliance with legislation do not cover the other information and I do not express an audit opinion or any form of assurance conclusion thereon.

34. In connection with my audit, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements and the selected programme presented in the annual performance report, or my knowledge obtained in the audit, or otherwise appears to be materially misstated.

35. The other information I obtained prior to the date of this auditor’s report is the MEC’s foreword and the accounting officer’s report. The audit committee’s report is expected to be made available to me after 30 September 2020. If, based on the work I have performed on the other information that I obtained prior to the date of this auditor’s report, I conclude that there is a material misstatement of this other information, I am required to report that fact. I have nothing to report in this regard.

36. When I do receive and read the other information, and if I conclude that there is a material misstatement therein, I am required to communicate the matter to those charged with governance and request that the other information be corrected. If the other information is not corrected, I may have to retract this auditor’s report and re-issue an amended report as appropriate. However, if it is corrected this will not be necessary.

Internal control deficiencies

37. I considered internal control relevant to my audit of the financial statements, reported performance information and compliance with applicable legislation; however, my objective was not to express any form of assurance on it. The


matters reported below are limited to the findings on the annual performance report and the findings on compliance with legislation included in this report.

38. Leadership did not exercise adequate oversight and management did not implement adequate processes over the review of the annual performance report and compliance with legislation, resulting in material findings.

39. Management did not implement proper record management processes to ensure that information disclosed in the annual performance report was properly supported, filed and easily retrievable for audit purposes.

Other reports

40. I draw attention to the following engagements conducted by various parties which had, or could have, an impact on the matters reported in the department’s financial statements, reported performance information, compliance with applicable legislation and other related matters. These reports did not form part of my opinion on the financial statements or my findings on the reported performance information or compliance with legislation.

41. The shared internal audit unit for departments in the province conducted four investigations at the request of the department, which covered the period 2011 to 2020. The investigations cover issues of procurement irregularities and human resource management. All investigations were completed and recommendations are being implemented.

Pietermaritzburg

30 September 2020


ANNUAL FINANCIAL STATEMENTS FOR DEPARTMENT OF COMMUNITYSAFETY & LIAISON

For the year ended31 March 2020

Dep

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f Com

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|Ann

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5 05

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3 78

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4 94

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Department of Community, Safety & LiaisonVOTE 9

NOTES TO THE APPROPRIATION STATEMENTfor the year ended 31 March 2020


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

AppropriationProgramme 1 ADMINISTRATION

93 568 93 568 0 100%

Programme 2 PROVINCIAL SECRETARIAT FOR POLICE SERVICE

141 486 140 215 1 271 99%

4.2 Per economic classification

Final Appropriation

Actual Expenditure

Variance Variance as a % of Final

AppropriationR’000 R’000 R’000 R’000

Current paymentsCompensation of employees 98 273 97 002 1 271 99%Goods and services 132 144 132 144 0 100%Interest and rent on land

Transfers and subsidies 243 243 0 100%Provinces and municipalities 45 45 0 100%Departmental agencies and accountsHigher education institutionsPublic corporations and private enterprisesForeign governments and international organisationsNon-profit institutionsHouseholds 198 198 0 100%

Payments for capital assets 4 394 4 394 0 100%Buildings and other fixed structuresMachinery and equipment 4 394 4 394 0 100%


NOTES TO THE APPROPRIATION STATEMENTfor the year ended 31 March 2020


Heritage assetsSpecialised military assetsBiological assetsLand and subsoil assetsIntangible assets

Payments for financial assets

Actual expenditure was at 99.4 % of the Final Appropriation, under-spent by R 1,271 million, mainly due to non-filling of vacant posts due to Labour disputes which was resolved at year-end.The Department was in the process of continuing the recruitment process before the Covid-19 pandemic then interrupted this process.


STATEMENT OF FINANCIAL PERFORMANCEfor the year ended 31 March 2020


Note 2019/20 2018/19R'000 R'000

REVENUE

Annual appropriation 1 235 054 224 949 Statutory appropriation 2 - -Departmental revenue 3 233 174NRF Receipts - -Aid assistance - -

TOTAL REVENUE 235 287 225 123

EXPENDITURE

Current expenditureCompensation of employees 5 97 002 92 801 Goods and services 6 132 144 129 927 Interest and rent on land 7 - -Aid assistance 4 - -

Total current expenditure 229 146 222 728

Transfers and subsidiesTransfers and subsidies 9 243 275Aid assistance 4

Total transfers and subsidies 243 275

Expenditure for capital assetsTangible assets 10 4 394 1 822 Intangible assets 10

Total expenditure for capital assets 4 394 1 822

Unauthorised expenditure approved without funding 11

Payments for financial assets 8 - 66

TOTAL EXPENDITURE 233 783 224 891

SURPLUS/(DEFICIT) FOR THE YEAR 1 504 232


STATEMENT OF FINANCIAL PERFORMANCEfor the year ended 31 March 2020


Reconciliation of Net Surplus/(Deficit) for the year

Voted funds 1 271 58Annual appropriation 1 270 58Conditional grants 1 -

Departmental revenue and NRF Receipts 15 233 174Aid assistance 4

SURPLUS/(DEFICIT) FOR THE YEAR 1 504 232


STATEMENT OF FINANCIAL POSITIONas at 31 March 2020


Note 2019/20 2018/19R'000 R'000

ASSETS

Current assets 763 203

Unauthorised expenditure 11 86 86Cash and cash equivalents 12 651 78Other financial assets - -Prepayments and advances - -Receivables 13 26 39Loans - -Aid assistance prepayments - -Aid assistance receivable - -

Non-current assets 726 695

Investments - -Receivables 13 726 695Loans - -Other financial assets - -

TOTAL ASSETS 1 489 898

LIABILITIES

Current liabilities 1 449 860

Voted funds to be surrendered to the Revenue Fund 14 1 329 58Departmental revenue and NRF Receipts to be surrendered to the Revenue Fund

15 12 28

Bank overdraft 20 - -Payables 16 108 774Aid assistance repayable 4 - -Aid assistance unutilised 4 - -

Non-current liabilities

Payables 16 40 38

TOTAL LIABILITIES 1 489 898

NET ASSETS - -


STATEMENT OF FINANCIAL POSITIONas at 31 March 2020


Note 2019/20 2018/19R'000 R'000

Represented by: - -Capitalisation reserve - -Recoverable revenue - -Retained funds - -Revaluation reserves - -

- -TOTAL - -


STATEMENT OF CHANGES IN NET ASSETSfor the year ended 31 March 2020


Note 2019/20 2018/19R'000 R'000

Capitalisation ReservesOpening balanceTransfers:

Movement in EquityMovement in Operational FundsOther movements

Closing balance

Recoverable revenueOpening balanceTransfers:

Irrecoverable amounts written off 8.3

Debts revisedDebts recovered (included in departmental receipts)Debts raised

Closing balance

Retained fundsOpening balanceTransfer from voted funds to be surrendered (Parliament/Legislatures ONLY)Utilised during the yearOther transfersClosing balance

Revaluation ReserveOpening balanceRevaluation adjustment (Housing departments)TransfersOtherClosing balance

TOTAL


CASH FLOW STATEMENTfor the year ended 31 March 2020


Note 2019/20 2018/19R'000 R’000

CASH FLOWS FROM OPERATING ACTIVITIES

Receipts 235 287 225 114 Annual appropriated funds received 1.1 235 054 224 949 Statutory appropriated funds received 2 - -Departmental revenue received 3 233 164Interest received 3.3 - 1NRF Receipts - -Aid assistance received 4 - -

Net (increase)/decrease in working capital -653 903Surrendered to Revenue Fund -249 -171Surrendered to RDP Fund/Donor - -Current payments -229 146 -222 728 Interest paid 7 - -Payments for financial assets - -66Transfers and subsidies paid -243 -275Net cash flow available from operating activities 19 4 996 2 777

CASH FLOWS FROM INVESTING ACTIVITIES

Distribution/dividend received - -Payments for capital assets 10 -4 394 -1 822 Proceeds from sale of capital assets 3.4 - 9(Increase)/decrease in loans - -(Increase)/decrease in investments - -(Increase)/decrease in other financial assets - -(Increase)/decrease in non-current receivables 13 -31 -Net cash flows from investing activities -4 425 -1 813

CASH FLOWS FROM FINANCING ACTIVITIES

Increase/(decrease) in net assetsIncrease/(decrease) in non-current payables 2 -Net cash flows from financing activities 2 -

Net increase/(decrease) in cash and cash equivalents 573 964Cash and cash equivalents at beginning of period 78 -886Unrealised gains and losses within cash and cash equivalents Cash and cash equivalents at end of period 19 651 78


NOTES TO THE ANNUAL FINANCIAL STATEMENTSfor the year ended 31 March 2020


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 currencyAmounts 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 Foreign currency translationCash flows arising from foreign currency transactions are translated into South African Rands using the spot exchange rates prevailing at the date of payment / receipt.

6 Comparative information

6.1 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.

6.2 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.

7 Revenue

7.1 Appropriated fundsAppropriated 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.

7.2 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.

7.3 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.Write-offs are made according to the department’s debt write-off policy

8 Expenditure

8.1 Compensation of employees

8.1.1 Salaries and wages

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

8.1.2 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.

8.2 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.

8.3 Accruals and payables not recognised

Accruals and payables not recognised are recorded in the notes to the financial statements at cost at the reporting date.

8.4 Leases

8.4.1 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.

8.4.2 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.

9 Aid Assistance

9.1 Aid assistance receivedAid assistance received in cash is recognised in the statement of financial performance when received. In-kind aid assistance is recorded in the notes to the financial statements on the date of receipt and is measured at fair value.Aid assistance not spent for the intended purpose and any unutilised funds from aid assistance that are required to be refunded to the donor are recognised as a payable in the statement of financial position.

9.2 Aid assistance paidAid assistance paid is recognised in the statement of financial performance on the date of payment. Aid assistance payments made prior to the receipt of funds are recognised as a receivable in the statement of financial position.

10 Cash and cash equivalentsCash 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.

11 Prepayments and advancesPrepayments 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 and advances are expensed and under what circumstances.>

12 Loans and receivablesLoans 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.

13 InvestmentsInvestments are recognised in the statement of financial position at cost.

14 Financial assets

14.1 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 asset.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.

14.2 Impairment of financial assetsWhere 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.

15 PayablesPayables recognised in the statement of financial position are recognised at cost.

16 Capital Assets

16.1 Immovable capital assetsImmovable assets reflected in the asset register of the department are recorded in the notes to the financial statements at cost or fair value where the cost cannot be determined reliably. Immovable assets acquired in a non-exchange transaction are recorded at fair value at the date of acquisition. Immovable assets are subsequently carried in the asset register at cost and are not currently subject to depreciation or impairment.Subsequent expenditure of a capital nature forms part of the cost of the existing asset when ready for use.Additional information on immovable assets not reflected in the assets register is provided in the notes to financial statements.

16.2 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. All assets acquired prior to 1 April 2002 (or a later date as approved by the OAG) may be recorded 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 forms part of the cost of the existing asset when ready for use.

16.3 Intangible assetsIntangible 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. All assets acquired prior to 1 April 2002 (or a later date as approved by the OAG) may be recorded at R1.Intangible assets are subsequently carried at cost and are not subject to depreciation or impairment.Subsequent expenditure of a capital nature forms part of the cost of the existing asset when ready for use.

16.4 Project Costs: Work-in-progressExpenditure of a capital nature is initially recognised in the statement of financial performance at cost when paid. Amounts paid towards capital projects are separated from the amounts recognised and accumulated in work-in-progress until the underlying asset is ready for use. Once ready for use, the total accumulated payments are recorded in an asset register. Subsequent payments to complete the project are added to the capital asset in the asset register. Where the department is not the custodian of the completed project asset, the asset is transferred to the custodian subsequent to completion.

17 Provisions and Contingents

17.1 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.

17.2 Contingent liabilitiesContingent 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.

17.3 Contingent assetsContingent 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.

17.4 Capital commitments Capital commitments are recorded at cost in the notes to the financial statements.

18 Unauthorised expenditureUnauthorised 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.

19 Fruitless and wasteful expenditureFruitless 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 or written off.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.

20 Irregular expenditureIrregular 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, not condoned and removed or written-off. 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.

21 Changes in accounting estimates and errorsChanges 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.

22 Events after the reporting dateEvents 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.

23 Principal-Agent arrangementsThe department is party to a principal-agent arrangement for [include details here]. In terms of the arrangement the department is the [principal / agent] and is responsible for [include details here]. All related revenues, expenditures, assets and liabilities have been recognised or recorded in terms of the relevant policies listed herein. Additional disclosures have been provided in the notes to the financial statements where appropriate.

24 Departures from the MCS requirements[Insert information on the following: that management has concluded that the financial statements present fairly the department’s primary and secondary information; that the department complied with the Standard except that it has departed from a particular requirement to achieve fair presentation; and the requirement from which the department has departed, the nature of the departure and the reason for departure.]

25 Capitalisation reserveThe capitalisation reserve comprises of financial assets and/or liabilities originating in a prior reporting period but which are recognised in the statement of financial position for the first time in the current reporting period. Amounts are recognised in the capitalisation reserves when identified in the current period and are transferred to the National/Provincial Revenue Fundwhen the underlying asset is disposed and the related funds are received.

26 Recoverable revenueAmounts 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.

27 Related party transactionsRelated party transactions within the Minister/MEC’s portfolio are recorded in the notes to the




financial statements when the transaction is not at arm’s length. The number of individuals and the full compensation of key management personnel is recorded in the notes to the financial statements.

28 Inventories At the date of acquisition, inventories are recognised at cost in the statement of financial performance.Where inventories are acquired as part of a non-exchange transaction, the inventories are measured at fair value as at the date of acquisition.Inventories are subsequently measured at the lower of cost and net realisable value or where intended for distribution (or consumed in the production of goods for distribution) at no or a nominal charge, the lower of cost and current replacement value.The cost of inventories is assigned by using the weighted average cost basis.

29 Public-Private PartnershipsPublic Private Partnerships are accounted for based on the nature and or the substance of the partnership. The transaction is accounted for in accordance with the relevant accounting policies.A summary of the significant terms of the PPP agreement, the parties to the agreement, and the date of commencement thereof together with the description and nature of the concession fees received, the unitary fees paid, rights and obligations of the department are recorded in the notes to the financial statements.

30 Employee benefits

The value of each major class of employee benefit obligation (accruals, payables not recognised and provisions) is disclosed in the Employee benefits note.

31 Transfers of functions

Transfers of functions are accounted for by the acquirer by recognising or recording assets acquired and liabilities assumed at their carrying amounts at the date of transfer. Transfers of functions are accounted for by the transferor by derecognising or removing assets and liabilities at their carrying amounts at the date of transfer.

32 Mergers

Mergers are accounted for by the combined department by recognising or recording assets acquired and liabilities assumed at their carrying amounts at the date of the merger. Mergers are accounted for by the combining departments by derecognising or removing assets and liabilities at their carrying amounts at the date of the merger.

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