SAFETY AND LIAISON ANNUAL REPORT VOTE 15 2019 / 20
ANNUAL REPORT VOTE 15
CONTACT INFORMATION 2019/20
PHYSICAL ADDRESS: Arches Building 7 Taylor Street King William’s Town 5601
POSTAL ADDRESS: Private Bag X 0057 Bhisho 5605
TELEPHONE NUMBER/S: 043˜605 6241 FAX NUMBER: 043˜635 6230 EMAIL ADDRESS: [email protected] [email protected] PR44/2020 WEBSITE ADDRESS: www.ecprov.gov.za ISBN:˜ 978-0-621-48186-0 gemprint 043 722 0755 (62213) ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
ANNUAL REPORT
VOTE NO. 15
2019/2020 FINANCIAL YEAR
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PR 44/2020 ISBN: 978-0-621-48186-0 Title of Publications: Eastern Cape Department of Safety and Liaison Annual Report 2019/2020
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Table of Contents
PART A: GENERAL INFORMATION...... 5 1. DEPARTMENT GENERAL INFORMATION...... 7 2. ACRONYMS...... 8 3. FOREWORD BY THE MEC...... 10 4. REPORT OF THE ACCOUNTING OFFICER...... 14 5. STATEMENT OF RESPONSIBILITY AND CONFIRMATION OF ACCURACY FOR THE ANNUAL REPORT...... 19 6. STRATEGIC OVERVIEW...... 20 6.1. VISION...... 20 6.2. MISSION...... 20 6.3. VALUES...... 20 7. LEGISLATIVE AND OTHER MANDATES...... 21 8. ORGANISATIONAL STRUCTURE...... 24 9. ENTITIES REPORTING TO THE MEC...... 24
PART B: PERFORMANCE INFORMATION...... 27 1. AUDITOR GENERAL’S REPORT: PREDETERMINED OBJECTIVES...... 27 2. OVERVIEW OF DEPARTMENTAL PERFORMANCE...... 27 2.1. SERVICE DELIVERY ENVIRONMENT...... 27 2.2. SERVICE DELIVERY IMPROVEMENT PLAN...... 32 2.3. ORGANISATIONAL ENVIRONMENT...... 33 2.4. KEY POLICY DEVELOPMENTS AND LEGISLATIVE CHANGES...... 34 3. STRATEGIC OUTCOME ORIENTED GOALS...... 35 4. PERFORMANCE INFORMATION BY PROGRAMME...... 35 4.1. PROGRAMME 2: PROVINCIAL SECRETARIAT FOR POLICE SERVICE...... 41 5. TRANSFER PAYMENTS...... 50 5.1. TRANSFER PAYMENTS TO PUBLIC ENTITIES...... 50 5.2. TRANSFER PAYMENTS TO ALL ORGANISATIONS OTHER THAN PUBLIC ENTITIES...... 50 6. CONDITIONAL GRANTS...... 50 6.1. CONDITIONAL GRANTS AND EARMARKED FUNDS PAID...... 50 7. DONOR FUNDS...... 51 7.1. DONOR FUNDS RECEIVED...... 51 8. CAPITAL INVESTMENT...... 51 8.1. CAPITAL INVESTMENT, MAINTENANCE AND ASSET MANAGEMENT PLAN...... 51
PART C: GOVERNANCE...... 55 1. INTRODUCTION...... 55 2. RISK MANAGEMENT...... 55 3. FRAUD AND CORRUPTION...... 55 4. MINIMISING CONFLICT OF INTEREST...... 55 5. CODE OF CONDUCT...... 56 6. HEALTH SAFETY AND ENVIRONMENTAL ISSUES...... 56
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7. PORTFOLIO COMMITTEES...... 56 8. SCOPA RESOLUTIONS...... 57 9. PRIOR MODIFICATIONS TO AUDIT REPORTS...... 57 10. INTERNAL CONTROL UNIT...... 57 11. INTERNAL AUDIT AND AUDIT COMMITTEES...... 57 12. AUDIT COMMITTEE REPORT...... 59 13. B-BBEE COMPLIANCE PERFORMANCE INFORMATION...... 63
PART D: HUMAN RESOURCE MANAGEMENT...... 66 1. INTRODUCTION...... 67 2. OVERVIEW OF HUMAN RESOURCES...... 68 3. HUMAN RESOURCES OVERSIGHT STATISTICS...... 68 3.1. PERSONNEL RELATED EXPENDITURE...... 69 3.2. EMPLOYMENT AND VACANCIES...... 69 3.3. FILLING OF SMS POSTS...... 70 3.4. JOB EVALUATION...... 72 3.5. EMPLOYMENT CHANGES...... 73 3.6. EMPLOYMENT EQUITY...... 75 3.7. SIGNING OF PERFORMANCE AGREEMENTS BY SMS MEMBERS...... 78 3.8. PERFORMANCE REWARDS...... 79 3.9. FOREIGN WORKERS...... 80 3.10. LEAVE UTILISATION...... 81 3.11. HIV/AIDS & HEALTH PROMOTION PROGRAMMES...... 82 3.12. LABOUR RELATIONS...... 84 3.13. SKILLS DEVELOPMENT...... 85 3.14. INJURY ON DUTY...... 86 3.15. UTILISATION OF CONSULTANTS...... 87 3.16. SEVERANCE PACKAGES...... 88
PART E: FINANCIAL INFORMATION...... 89 1. ANNUAL FINANCIAL STATEMENTS...... 91
2. REPORT OF THE AUDITOR GENERAL...... 136
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PART A: GENERAL INFORMATION
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1. DEPARTMENT GENERAL INFORMATION
PHYSICAL ADDRESS: Arches Building 7 Taylor Street King William’s Town 5601
POSTAL ADDRESS: Private Bag X 0057 Bhisho 5605
TELEPHONE NUMBER/S: 043 605 6241
FAX NUMBER: 043 635 6230
EMAIL ADDRESS: [email protected] [email protected]
WEBSITE ADDRESS: www.ecprov.gov.za
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2. ACRONYMS
AC Audit Committee AFS Annual Financial Statements AGSA Auditor General South Africa AO Accounting Officer AOP Annual Operational Plan APP Annual Performance Plan AR Annual Report BBBEE Broad Based Black Economic Empowerment CFO Chief Financial Officer CGE Commission for Gender Equality CJS Criminal Justice System CLO Community Liaison Officers CPF Community Police Forums CPU Central Processing Unit CSF Community Safety Fora DDM District Development Model DEDEAT Department of Economic, Development, Environmental Affairs and Tourism DIPCI Directorate for Priority Crimes Investigation DPSA Department of Public Service and Administration DPME Department of Planning Monitoring and Evaluation DSL Department of Safety and Liaison DVA Domestic Violence Act ECPL Eastern Cape Provincial Legislature EEF Employment Equity Forum EHW Employee Health and Wellness EPWP Expanded Public Works Programme EU European Union FBO Faith Based Organisation GBV Gender Based Violence GBV + F Gender Based Violence and Femicides HOD Head of Department ICT Information Communication Technology IHL Institutions of Higher Learning IPID Independent Police Investigating Directorate JCPS Justice Crime Prevention Strategy MEC Member of Executive Council MINMEC Minister and MECs Forum MISS Minimum Information Security Standards MPSA Minister of Public Service and Administration MMC Member of the Mayoral Committee
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MMS Middle Management Service MPSS Minimum Physical Security Standards MTEF Medium Term Expenditure Framework MTSF Medium Term Strategic Framework NGO Non-Governmental Organisations (NGO) NMT National Monitoring Tool NT National Treasury NYDA National Youth Development Agency OTP Office of the Premier PC Portfolio Committee PCMT Provincial Committee Management Team PDP Provincial Development Plan PFMA Public Finance Management Act PMTSF Provincial Medium Term Strategic Framework PPP Public Private Partnership PT Provincial Treasury PSETA Public Services Seta PSM Public Service Month PSS Provincial Safety Strategy SALGA South African Local Government Association SAPS South African Police Service SCM Supply Chain Management SDIP Service Delivery Improvement Plan SDM Service Delivery Model SITA State Information Technology Agency TVET Technical, Vocation, Education and Training
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3. FOREWORD BY THE MEC
The financial year 2019/20 was one of the busiest years for the province of the Eastern Cape, South Africa and the entire world. During the financial year under review, the South Africans from all walks of life, spoke through the ballot paper to renew the mandate of the African National Congress (ANC) to govern this country again. They unequivocally entered into a people`s contract with the ANC led government to grow the country and build a better life for all. In spite of the electioneering fever, which characterised our national policy, the fifth administration passed the baton onto the sixth administration to see to it for the next five years. MEC MS. WEZIWE TIKANA - GXOTHIWE We are proud to report on the significant milestones and achievements, which the department has recorded through its concerted efforts towards a crime free and safe Eastern Cape. These include among others the following:
• The expansion of the South African Police Service (SAPS) footprint in rural areas in order to be in close proximity with the communities; is one noteworthy achievement. We officially opened and handed over a new police station by the name of Polile in Mt Fletcher, Joe Gqabi district. The presence and effective functionality of the Community Service Centre will go a long way in realizing our vision of a crime free and safe province. • In pursuit of our people’s contract for a better life for all, we have been in direct contact with a wide spectrum of citizens through Imbizos across the province. The imbizos began in Whittlesea within the Chris Hani district where we received a great deal of contributions from the local community on issues affecting their lives. One common interest among the people was their regular contact with their government, as part of the constitutional requirements of local government. It is through a model of local governance that deliberately promoted effective community participation through stakeholder mobilisation, that the fight against crime could be successfully worn. • Through the Imbizos, we have always stressed the importance of youth centred approach in fightingcrime as one of the most powerful tools. The youth of our country should not be left to the margin without hope and constructive activity, because they will find themselves embroiled in criminal activities as both victims and perpetrators.
Just after the inauguration of President Matamela Ramaphosa on the 25 May 2019, which was preceded by the swearing- in of Premier Lubabalo Oscar Mabuyane, a smooth transition from the fifth (5th) to the sixth (6th) Administration started to get off the ground. The transition came with mixed signals for the Department of Safety and Liaison. However, continuity in the political office did not only confirm the correct path the department has been criss-crossing, but, also created a fertile ground for the vigorous implementation of the ANC policies to create a crime free and safe Eastern Cape. In this regard, we began to reenergise our work force and marched forward to solidifying an administration for it to pull together in one direction.
Our approach to the 6th democratic order was to demonstrate a united front in the public eye, with great zeal and zest, reflective of preparedness for the journey ahead of us. Indeed, the new atmosphere well defined the values upon which we should conduct ourselves as we strived towards attaining our mission through individual and collective contributions.
We forged solid partnerships with our traditional leaders, Non-Governmental Organisations (NGO), as well as Faith-Based Organisations (FBO), amongst others, as our key partners that truly understand the fibreof our communities, and are better placed to command a higher degree of influence across all sectors of society. It is my conviction, that crime is a societal matter and that police alone, cannot succeed in winning the fight against crime without the support of the communities. Direct and sustainable civic participation, well built on solid knowledge and appreciation of individual and collective responsibilities, was what the department would pursue for the next Medium Term Strategic Framework (MTSF).
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We have been unwavering in our resolve to leave an indelible mark on the lives of many people, and this is evident at the district level through the provision of consistent and productive oversight function to the South African Police Service (SAPS) and the police service in general. We remain steadfastly committed, through the word of mouth and action orientation, to the 5 year Implementation strategy of the Provincial Development Plan and we have leveraged on the mutual-cooperation from sister departments, in the fight against crime.
The launch of the District Development Model (DDM) by His Excellency, President Ramaphosa, marked the recognition of this clarion call. The Department’s plans in support of this noble notion are afoot with all the key stakeholders, including the National Prosecuting Authority and others.
The implementation of the Anti-Gang Strategy has begun to yield positive results in some parts of the province particularly in the Northern Areas of Port Elizabeth, wherein some concluded cases have lengthy and multiple life sentences imposed on offenders.
The 2018/19 Eastern Cape Crime Statistics released in the middle of the year under review, are, in particular with regard to social crime, worrisome. Contact crimes have increased by 4.6%, sexual crimes increased by 7.9%, some subcategory of aggravated robbery increased by 5.9%, property related crimes increased by 0.7% and other serious crimes increased by 3.7% with crimes detected as a result of police action declined by 16.5%. This is sufficient evidence that we need a stronger and fully operational civilian secretariat to oversee the efficiency and effectiveness of our provincial policing tools and programmes.
As part of responding to these facts, during the Women’s Month, the department convened a successful Gender-Based Violence (GBV) dialogue at Steve Biko Centre in Ginsberg. This activity provided an opportunity for all relevant stakeholder, from all walks of life, to, not only declare social crimes as enemy of the people, but also begin to mobilise communities in action against it.
The above statistical evidence means, MORE WORK IS STILL TO BE DONE. This work includes, but not limited to, ensuring:
• That the oversight over the police service is intensified so that police discharge their mandate as helpful, professional and loyal servants of the people, in particular the vulnerable. • That crime is eradicated to encourage direct investment to the province and that the provincial economic potential is maximised. • The poor, in particular our women, elderly and children, are prioritised in the fight against GBV and Femicide (GBV+F), as well as, other forms of contact crime. • That the province, must, during the current MTSF period, capacitate the Provincial Civilian Secretariat for Police Service in order to strengthen the departmental oversight over the police service. In this regard, consistent with the provision of section 16 of the Civilian Secretariat for Police Service Act 2 of 2011, the establishment of the Provincial Secretariat will be high in our agenda.
During the year under review, the department has outlined the process to reconsider and transform the Monitoring Tools, in order to, reflect provincial dynamics and realities. We secured funding from the provincial purse, for purposes of modernising and automating of our monitoring tools.
The department`s research unit remained unwavering in its resolve to provide evidence based and scientific data as a compass to crosswise the safety and security sector. A decision was taken to translate all research finding into a programme that will be implemented through a concerted plan of action.
As we concluded the year under review, we recorded a myriad of significant milestones and achievements. To this end, I led and completed the development, signing off and submission of the 2020/25 Strategic Plan (SP) to the Provincial Legislature, which, will serve as the roadmap towards the attainment of the impact statement and outcomes of the
11 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020 department for the next five years. Inextricably linked to this, the department will be required to raise the bar so that the mandate of the department to oversee the performance of South African Police Service (SAPS) can be realised.
Coming out of 2018/19 Clean Audit outcome, the 2020/21 Annual Performance Plan (APP), Annual Operational Plan (AOP), Service Delivery Improvement Plan (SDIP) and the Policy Speech have been developed, signed off by MEC and submitted to the Provincial Legislature. These strategic documents, in particular, will serve as the yardstick with which to appraise the performance of the department in discharging its legislated mandate over a period of a year. Once again, the department is expected to up its game in terms of the oversight role it will play with respect to SAPS.
The advent of Covid-19 has not been kind with our safety programmes. Sadly the Imvuselelo programme planned for the weekend 22nd and or 29th of March had to be cancelled in compliance the Disaster Management Regulations.
In spite of that, the Department of Safety and Liaison in partnership with the Department of Education had a massive School and Community Safety programme at Lusikisiki College in Lusikisiki with a resounding success and superb attendance. This was followed by another gigantic programme, which, was held with much success as the Gender-Based Violence awareness campaign at Sterkspruit in Joe Gqabi District Municipality. Another great achievement was the enormous School and Community Safety programme, which, was held Tender Gate in Chris Hani District Municipality, with much success.
Nonetheless, it is worth-noting that the department has planned and played its part during the 21 days of lockdown through the district footprint to monitor compliance of communities with COVID-19 Lockdown regulations and reported promptly to the Police, cases of non-conformity to the Regulations.
Going forward to the next MTSF period, the department will be pursuing an Impact Statement of “An Eastern Cape Province where people are and feel safe”. This impact statement would be achieved through improved departmental performance and increased levels of compliance by the South African Police Service and Municipal Police as the outcomes of the next five years.
Efforts against Cross Border Crimes through well designed cooperative and collaborative initiatives by a wide range of role players, will find concrete expression in our work going forward.
The Portfolio Committee’s visits to our districts was an eye opening exercise that took place at an appropriate time. I am happy that our Management took time to prepare and presented themselves to members of the committee in a very helpful manner. Going forward, I will make sure that our Management is developing and implementing plans designed to address all the findings identified.
Indeed the year under review was busy, interesting and promising as we forge ahead to a crime free and safe Eastern Cape.
Acknowledgements
I would like to acknowledge the support and guidance that I have constantly received and enjoyed from the Minister of Police, the MinMEC, the Premier of the Eastern Cape Province, my colleagues in the Executive Council, the Eastern Cape Legislature Portfolio Committee on Safety and Liaison, our Traditional Leaders and all our strategic partners across the length and breadth of our province.
Lastly, I would like to extend my deepest gratitude to former Acting Head of Department of Safety and Liaison, Mr Zukile Kani and all the employees of the Department for making sure that there is continuous improvement in the community services rendered by the department. As we chart the way forward into what is generally referred to as “The New Normal”, the country and the global community are grappling with the new challenges occasioned by the advent of Covid-19; we will redouble our efforts in serving the people of the province. We will serve the people with passion, respect, honesty,
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professionalism and love.
As I welcome our new HOD and all other newly appointed employees of the Department of Safety and Liaison, I wish to say this is your home, and as plans are gaining momentum to rename us as the Department of Community Safety, let us also remember that this is also the community’s home. Let’s work together in making it as homely for everyone else as we would like for us.
Conclusion
Together as a people, let us continue the war against the Covid-19. A Covid-19 infected community is not a safe community. Protect yourself. Defend Each Other. Let’s Do it together.
______Ms Weziwe Tikana - Gxothiwe MEC of the Department of Safety and Liaison 31 July 2020
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4. REPORT OF THE ACCOUNTING OFFICER
The year under review ushered in a new dawn for public administration. For the department, this window has afforded us all an opportunity to oil the government machinery as we were busy tackling the challenges of the 5th administration, with vigour and greater impact. At the pinnacle of the administrative trajectory, the Offi ce of the Head of the Department remained fi rmly focused in demonstrating a solid administrative leadership for vigorously implementing the programme of action of the government towards improved service delivery. On-going improvements to ensure good governance and improved service delivery through the implementation of Internal Audit fi ndings and Risk Management Framework have been strong mechanisms used as the yardstick to measure the performance of the department in service delivery. Furthermore, the continuous implementation of fi nancial management MR. VUYANI MAPOLISA systems to ensure compliance with applicable legislative frameworks have provided a solid HOD & ACCOUNTING OFFICER guide towards good governance.
In upholding the positive corporate image of the environment in the public domain, the department continued to strive towards Communications excellence, sound Labour Relations and Human Resource practices, as well as Information Communication Technology (ICT) services.
The department has successfully ensured provision of an unshakable support to the Executive Authority in compliance with the standing rules of the Eastern Cape Provincial Legislature through the tabling of its budget vote. The transitional has afforded the department an opportunity to ponder over its achievements and shortfalls in the 5th term. A refl ection of that nature, has greatly assisted the department to look into itself, thus giving impetus to the logical and rational mode of thinking to stand high on the agenda of the department to develop powerful strategic goals for the next fi ve year term of government.
It is during the year under review, that the department was exploring mechanisms with which to address the challenges facing Institutions of Higher Learning and surge in crime patterns, particularly in the rural parts of the province.
The realization of a more focused research deliverables and their ability to drive the policing needs and priorities within the province, is a very important area. It is in this context, that the department’s ability to monitor and evaluate police service must be strengthened through improved institutional capacity and knowledge management.
The year under review was also a year for the review of the strategies and plans of the department. We successfully reviewed our 5 year strategic plan, contributed to the Provincial Development Plan (PDP) review, development of the PMTSF, all of them they conformed to the Executive Council’s resolutions in relation to planning for the 6th Administration.
During the second quarter of the year under review, in addition to the Strategic Plan, we also submitted the MEC’s Policy Speech, the Annual Performance Plan (APP), the Annual Operational Plan (AOP) and the Service Delivery Improvement Plan (SDIP). These strategic documents of service delivery were later tabled in the legislature by MEC, Weziwe Tikana – Gxothiwe.
Accordingly, we also had to pay the requisite attention to the fi nancial resources that must accompany policy pronouncements. In this regard, during the year under review, we attended and complied with all the requirements of the Medium Term Expenditure Framework (MTEF) as directed by the Provincial Treasury (PT).
We participated fully in the very fi rst Public Service Month (PSM) activities under the current administration and leadership. This is a month that takes offi cials out of the comfort of air-conditioned offi ces to the dusty villages and streets of our province. With commitment to bringing change and hope for a safe and crime free province, the department will up the gear in bringing services to the people.
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It is during this period that the department shaped and firmed up its strategic planning processes. We worked tirelessly to ensure that it met all the timeframes of the provincial wide planning processes.
The government’s wide planning framework was released, introduced during the second quarter of the year under review. Our officials participated in all the processes including the relevant trainings that took place. Under the leadership of the Office of the Premier (OTP), we participated in the development of the Provincial Medium Term Strategic Framework (PMTSF) up until its adoption by the Executive Council. This process has informed the national Medium Term Strategic Framework (MTSF) and the work of the sixth administration.
It is during the year under review that the MEC released the Eastern Cape 2018/19 Crime Statistics. The verdict is instructive, MORE WORK HAS TO BE DONE, to ensure:
• That the provision of oversight function to the police service is intensified so that police discharge their mandate as helpful, professional and as loyal servants of the people, in particular the vulnerable groups. • That crime is eradicated to encourage direct investment into the province and that the provincial economic potential is maximised. • That the poor, in particular the women, elderly and girl children, are prioritised against GBVF and other forms of contact crime.
Our commitment to clean governance delivered yet another clean bill of health for the department. We recognise that this is a fifth year in succession. We can only commit to sustain this through good work.
It is a key priority of the department to ensure the implementation and monitoring of policy commitments through annual, half yearly and quarterly reports. Through this process, the department ensures implementation of findings and recommendations as per the rules of the legislature and further advance sound financial practices. The discussion and efforts to establish the Provincial Secretariat has deepened a practical approach towards the realization of this huge task. In this regard, the department has embarked on a bench-marking exercise with the Gauteng and Western Cape provinces. The results of this exercise are still under discussion in the Top Management Committee (TMC). A process to explore possible transfer of access staff from the Department of Economic Development, Environment Affairs and Tourism (DEDEAT) in the quest to enhance the human resource capacity of the department has also advanced during the year under review.
The department also participated in Provincial and National Fora and hosted the HODs Forum in the Eastern Cape Province. The Office has coordinated the appointment of departmental representatives to Provincial Working Groups and will be monitoring the attendance and quality of feedback and reporting to ensure a higher level of integration with Provincial Departments to achieve our mandate. The work of the Provincial Safety Steering Committee continued consistent with the commitment made by provincial government to implement the PSS.
The Management of the department, has, during the year under review, took key decisions towards improving governance, administration and core business of the department.
In upholding the principles of good governance, the department will ensure that the appointment of a new Audit Committee (AC) and Risk Management Chairperson in the first quarter of the financial year 2020/21.
The Special Programmes Unit (SPU) has successfully executed an awareness programme on Gender-Based Violence for the staff of the department with very interesting presentations from the Commission for Gender Equality (CGE) and the Eastern Cape AIDS Council. It is also during this period that the Eastern Cape provincial government embarked on the 16 days of Activism against violence and abuse of women and children. The department attended to these activities successfully.
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The departmental coordinating role in the implementation of the PSS and Anti-Gang Framework and the oversight over the SAPS’s Rural Safety Strategies remains solid. As the department, we are consistent in the work of the Social Transformation Cluster. Through this work and cluster, we seek to ensure integrated approach to safety and security efforts as prescribed by the White Paper on Safety and Security.
Ongoing engagements with SAPS to resolve the challenge in relation to the elections of Community Police Forums, remains our priority even though it was dislodged by the advent of Coronavirus.
The department welcomes the work done by the Auditor General, the Internal Audit Unit and Risk Management and notes the limitations and challenges pointed out to improve the overall governance of the department. We are committed to continuous implementation of financial management systems to ensure compliance with applicable legislative framework. The Supply Chain Management capacity and human resource constraints are part of the priorities that the department continue to be charged with.
The capacity of the department to improve strategic planning has improved through the collaborative effort of management to finalizeall strategic documents. The department is committed to comply with the rules of the Eastern Cape Provincial Legislature (ECPL) to submit all documents for legislative processes.
To comply with the Covid-19 regulations the department established an operation centre and allocated clear tasks and responsibilities to relevant managers as stipulated in the COVID-19 Containment Intervention Emergency Plan. The strengthening of the Communications Unit and departmental ICT capacity to respond to these challenges are under consideration as we proceed.
We will continue to strengthen our efforts to improve the implementation of our core mandate, strengthen governance and financial management capacity and improve corporate management and strategic management practices.
Overview of the financial results of the department: 2019/2020 2018/2019 Actual (Over)/Under Actual (Over)/Under Departmental receipts Estimate Amount Collection Estimate Amount Collection Collected Collected R’000 R’000 R’000 R’000 R’000 R’000 Sale of goods and 49 85 (36) 47 66 (19) services other than capital assets Interest, dividends and - 2 (2) - 7 (7) rent on land Sale of capital assets Financial transactions in - 57 (57) - - - assets and liabilities Total 49 144 (95) 47 73 (26)
Departmental receipts
The Department’s receipts are mainly generated from the commission received from insurance companies and garnishees. The Department has a projected revenue of R49 thousand, but collected R144 thousand, thus resulted in the over collection of 95 thousand. The over collection was due to rental paid by departmental officials towards their secured parking spaces.
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Programme Expenditure 2019/2020 2018/2019 Programme Final Actual (Over)/ Under Final Actual (Over)/Under Name Appropriation Expenditure Expenditure Appropriation Expenditure Expenditure R’000 R’000 R’000 R’000 R’000 R’000 Administration 58 312 57 700 612 50 989 50 927 62 Provincial 47 187 47 031 156 50 501 50 417 84 Secretariat for Police Services Total 105 499 104 731 768 101 490 101 344 146
The Department’s overall under expenditure of R768 thousand constitutes 0.7 per cent of the adjusted budget of R105 499 million and is within the acceptable threshold of 2 percent. In terms of economic classification, the under expenditure is under compensation of employees and payment for capital assets. The under expenditure in compensation of employees is mainly because of vacant posts not filled as projected. Under payment of capital assets is as a result of the supplier being unable to deliver the ICT equipment i.e. desktops and laptops. The service provider stated that there was worldwide Central Processing Unit (CPU) shortage that has been around since the last quarter on 2018. Secondly, HP could not deliver to the service provider due to the virus outbreak in China.
Virement
The virement for an amount of three hundred and forty two thousand rands only (R342 000) from Provincial Secretariat for Police Service to Administration was necessitated by the excess expenditure incurred in Programme 1 as result of a training programme that was awarded to Nelson Mandela University that could not be conducted in East London due to non-availability of their venue. It was conducted in Port Elizabeth resulting in the increased subsistence and travel as the nominated officials had to be accommodated, as well as the integrated management session held in Port Alfred also contributed to the over expenditure.
This virement meets the requirements of section 43(2) of the PFMA, as it does not exceed 8 percent of the amount appropriated under that main division.
A request for rollover for an amount of four hundred and twenty two thousand rands only (R422 000) has been submitted to Provincial Treasury for the payment of ICT equipment.
Reasons for unauthorised, fruitless and wasteful expenditure
• The department did not incur any fruitless and wasteful expenditure during the year under review.
Future plans of the department
• The department plans to sustain the clean audit outcomes of the last five year.
Public Private Partnerships
• The department does not have Public Private Partnership (PPP).
Discontinued activities / activities to be discontinued
• There were no discontinued activities during the year under review.
New or proposed activities
• There were no new or proposed activities during the year under review.
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Supply chain management
• There were no unsolicited bids during the year under review.
Gifts and Donations received in kind from non-related parties
• None
Exemptions and deviations received from the National Treasury
• Due to the advent of the Covid-19, the dates for the development and submission of Annual Reports were adjusted. The new date for the submission of the AR to AGSA was set for 31st July 2020.
Events after the reporting date
• There were no events after the reporting date of the year under review.
Other
• None
Acknowledgements
I would like to acknowledge the support and guidance that the department consistently received from the Member of the Executive Council (MEC) Ms Weziwe Tikana-Gxothiwe, the Legislature Portfolio Committee on Safety and Liaison, the departmental Audit Committee (AC), the departmental Risk Management Committee, the Auditor General of South Africa and the Provincial Commissioner of Police. Our word of appreciation goes to the Justice Crime Prevention and Security (JCPS) Cluster, the Social Transformation and Governance Cluster as well the Administration cluster.
Lastly, I would like to extend my deepest gratitude to all the employees of the Department of Safety and Liaison for making sure that there is continuous improvement in the community services rendered by the department. It is through the combination of individual and collective efforts the vision of a crime free and safe Eastern Cape Province can be realized.
Conclusion
The department is committed to the realisation of a province where citizens are and feel safe. A safe citizenry is a Covid-19 free citizenry.
Approval and sign off
______Mr. Vuyani Mapolisa Accounting Officer Department of Safety and Liaison 31 July 2020
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5. STATEMENT OF RESPONSIBILITY AND CONFIRMATION OF ACCURACY FOR THE ANNUAL REPORT
To the best of my knowledge and belief, I confirm the following:
All information and amounts disclosed throughout the annual report are consistent.
The annual report is complete, accurate and is free from any omissions.
The annual report has been prepared in accordance with the guidelines on the annual report as issued by National Treasury.
The Annual Financial Statements (AFS) (Part E) have been prepared in accordance with the modifiedcash standard and the relevant frameworks and guidelines issued by the National Treasury (NT).
The Accounting Officer is responsible for the preparation of the annual financial statements and for the judgements made in this information.
The Accounting Officer is responsible for establishing and implementing a system of internal control that has been designed to provide reasonable assurance as to the integrity and reliability of the performance information, the human resources information and the annual financial statements.
The external auditors are engaged to express an independent opinion on the annual financial statements.
In my opinion, the annual report fairly reflects the operations, the performance information, the human resources information and the financial affairs of the department for the financial year ended 31 March 2020.
Yours faithfully
______Mr. Vuyani Mapolisa Accounting Officer 31 July 2020
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6. STRATEGIC OVERVIEW
6.1 Vision
A crime free and safe Eastern Cape. 6.2 Mission
To build safer communities through civilian oversight of the police and community participation in crime prevention. 6.3 Values
Service excellence
The Department of Safety and Liaison is committed to ensuring productivity by applying best work methods to render excellent services to communities.
Accountability
The Department of Safety and Liaison is committed to accepting accountability to oversee structures and the community, desires to perform well in rendering services to stakeholders and the utilization of the allocated resources.
Integrity
The department is committed to sound business practices that are honest and disassociated from all forms of corruption and unethical conduct.
Value for money
The department is committed to providing opportunities for growth that will enhance empowerment of its employees as well as efficient service delivery.
Equity
The department is committed to fair distribution of resources and services for the benefit of internal and external stakeholders.
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7. LEGISLATIVE AND OTHER MANDATES
Constitution of the Republic of South Africa, 1996.
Section 206 (3) of the Constitution entitles each Province: • To monitor Police conduct; • To oversee the effectiveness and efficiency of the Police service, including receiving reports on the Police service; • To promote good relations between the Police and the Community; • To assess the effectiveness of visible policing; and • To liaise with the Cabinet member responsible for policing with respect to crime and policing in the province.
South African Police Service Act, 1995.
In terms of South African Police Service Act, Provincial Secretariat is required to support the Provincial Member of the Executive Council for Safety and Security by: • Providing advice on all policing matters • Ensuring civilian oversight of the South African Police Service (SAPS) • Promoting democratic accountability and transparency in the SAPS • Providing a legal advisory service • Providing communication and administrative support • Monitoring the implementation of SAPS policy • Conducting research into any policing matters and reporting thereon
South African Police Amendment Act, 1998.
The South African Police Amendment Act empowers the Member of the Executive Council to: • Approve the establishment of Municipal Police Services within a municipality; • Regulating their function by setting establishment conditions; and • Appoint an official as an administrator in the event that the municipal police service has failed to comply with set conditions
Core Legislative Mandate
The Civilian Secretariat for Police Service Act 2 of 2011 empowers the Provincial Secretariat to: • Monitor and evaluate the implementation of policing policy in the province; • Evaluate and monitor police conduct in the province; • Develop and evaluate safety models and monitoring tools; • Assist the Civilian Secretariat with any monitoring and evaluation projects; • Promote community police relations and establish and promote partnerships; and • Manage the enhancement of community safety structures within the province.
The Independent Police Investigative Directorate Act 1 of 2011, provides that the Secretariat.
• Must monitor the implementation by SAPS of the recommendations made by IPID; • Provide the Minister with regular reports on SAPS compliance; and • The Independent Complaints Directorate in the Domestic Violence Act, 1998 has been substituted by Secretariat: reporting on the implementation of the DVA, dealing with SAPS applications for exemptions etc.
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Policy Framework
White Paper on Safety and Security, 1998.
The paper provided for the Provincial Secretariat taking responsibility for: • Initiating and coordinating social crime prevention programs; • Mobilizing resources for social crime prevention programs; • Coordinating a range of provincial functions – health, education, welfare and local government – to achieve more effective crime prevention; • Evaluating and supporting the social crime prevention programs at local government level; • Implementing and taking joint responsibility for social crime prevention programs in areas where local government is poorly resourced or lacks capacity; and • The establishment of public – private partnerships to support crime prevention.
National Crime Prevention Strategy, 1996.
A long term program aimed at creating conditions in which the opportunity and motivation for crime will be reduced, as well as transforming the capacity of the Criminal Justice System (CJS) to deal with crime, through: • A four pillar approach model; • Criminal Justice Processes aims to make the CJS more efficient and effective. It must provide a sure and clear deterrent for criminals and reduce the risk of re-offending; • Reducing crime through Environmental Design focuses on designing systems to reduce the opportunity for crime and increase the ease of detection and identification of criminals; • Public values and education concerns initiatives aimed at changing the way communities react to crime and violence. It involves programs which utilise public education and information in facilitating meaningful citizen participation in crime prevention; and • Transnational crime programs aimed at improving the controls over cross border traffic related to crime and reducing the refuge which the region offers to international syndicates.
The Provincial Safety Strategy has adopted a four pillar approach and the key focus areas are:
• Strengthen Communities Against Crime; • Prevent Violence; • Prevent Corruption; and • Strengthen the Criminal Justice System.
Governance Legislative Mandate
• Basic Conditions of Employment Act, 1997 The Act gives effect to the right to fair labour practices referred to in section 23(1) of the Constitution by establishing and making provision for the regulation of basic condition of employment; and thereby to comply with the obligations of the Republic as a member state of the International Labour Organisation; and to provide for matters connected therewith.
• Public Service Act, 1994 The Act provides for the regulation of conditions of employment, terms of office, discipline, retirement and discharge of members of the Public Service and matters connected therewith.
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• Public Finance Management Act, 1999. The Act provides for the regulation of financial management in the department to ensure that all revenue, expenditure, assets and liabilities are managed effectively and efficientlyand to provide for the responsibilities of persons entrusted with financial management.
In line with the critical shifts in sector policy relating to the Civilian Secretariat Act and the IPID Act, and the envisaged re-alignment of the mandate for provincial departments of Safety and Liaison in particular, and crime prevention and civilian oversight, the Department has reviewed the Provincial Crime Prevention Strategy.
• Labour Relations Act, 1995 This Act regulates the organisational rights of trade unions and promotes and facilitates collective bargaining at the workplace and at sectoral level. It also deals with strikes and lockouts, workplace forums and alternative dispute resolution.
• Occupational Health and Safety Act, 2004 The Occupational Health and Safety Act aims to provide for the health and safety of persons at work and for the health and safety of persons in connection with the activities of persons at work and to establish an advisory council for occupational health and safety.
• Employment Equity Act 55, 1998 The Act seeks to achieve equity in the workplace.
• Skills Development Act, 1994 The Act seeks to provide for the imposition of skills development.
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8. ORGANISATIONAL STRUCTURE
MEC
Head of Department
Director PA Executive Support
Deputy Director: Events Management
GM: GM: CFO Community Safety Corporate Management
HOD
GM: GM: Community Safety CFO Corporate Management
Director: Director: HR Financial Management
Director: Director: SCM Strategy and OD
GM: Community Safety
Director: Director: Monitoring and Community Police District Managers Policy and Research Evaluation Relations
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9. ENTITIES REPORTING TO THE MEC The Department of Safety and Liaison has no entities reporting to the MEC.
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PART B: PERFORMANCE INFORMATION
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1. AUDITOR GENERAL’S REPORT: PREDETERMINED OBJECTIVES
The AGSA currently performs certain audit procedures on the performance information to provide reasonable assurance in the form of an audit conclusion. The audit conclusion on the performance against predetermined objectives is included in the report to management, with no findings being reported under the Predetermined Objectives heading in the Report on other legal and regulatory requirements section of the auditor’s report.
Refer to page 136 -139 of the Report of the Auditor General, published as Part E: Financial Information. 2. OVERVIEW OF DEPARTMENTAL PERFORMANCE
2.1 Service Delivery Environment
The South African fiscal crisis has put pressure on our socio-economic transformation path. This reality has resulted in the implementation of austerity measures throughout the public sector. The unintended consequences of these measures, has been a reduction in government intervention in areas that are critical in bringing stability for economic growth through investment and other methods. Crime has been one area where public investment has been shrinking.
In the province, the Department of Safety and Liaison is at the tail-end of the allocation chain. Whilst this is the case, poverty, unemployment and inequality are on a sharp curve, resulting in criminality, in particular with regard to social crimes which are on the rise. Even though policing is not a comprehensive solution, however, an accountable and professional police service, which the department seeks to realise, will be a significant contribution towards a crime free and safe province.
• In a province of 2 Metropolitan Municipalities (Nelson Mandela Metro and Buffalo City Metro) and 6 District Municipalities, the total number of Police Stations is 197 of which 82% is situated in the rural areas. • The Eastern Cape population is at 6 492 550. Currently the province has been allocated 15 624 police officers however the actual appointments stand at 14 343 with a shortfall of 1 281 officers. The administrative support allocated to the Provincial Police is 4 314 but the actual appointments are 3 671 with a shortfall of 643 administrative officers.
The configuration of the SAPS in the Eastern Cape Province.
Police stations 197 Clusters 21 Population 6 492 550 Police Population Police Act Personnel Provincial Components 14 343 Public Service Act Personnel Provincial Components 3 671 Total personnel in the Eastern Cape Police Service 18 014 Ratio: Police/population 1 : 453 (Source: SAPS head office – 2020)
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Major sources of crime per district or region.
(Source: SAPS Crime stats 2018/19)
• 65.77% of crime committed in the province is accounted for by both Nelson Mandela and Buffalo City Metropolitan Municipalities and the rural OR Tambo District Municipality, as depicted in the map above.
Over the three financialseasons, the crime situation on the province has been dominated by murder, sexual offences, attempted murder, assault GBH, common assault, common robbery and aggravated robbery. The table below shows the overview of crimes over the last three financial years, in comparison.
CRIME CATEGORY 2016/17 2017/18 2018/19 Case Diff % Change Murder 3 628 3 815 3 965 150 3,9 Sexual offences 8 050 8 094 8 731 637 7,9 Attempted murder 2 110 2 232 2 305 73 3,3 Assault GBH 23 241 23 133 24 125 992 4,3 Common Assault 11 100 11 171 11 943 772 6,9 Common Robbery 3 707 3 463 3 769 306 8,8 Aggravated robbery 13 688 13 485 13 578 93 0,7 Total contact crimes 65 524 65 393 68 416 3 023 4,6 (Source: SAPS Crime stats 2018/19)
• Considering the above table, it is clear that crime is on the rise in the province. With an alarming increase in the sexual offences and common robbery.
Crime against women and children is highly disturbing. The facts are as follows:
• Lusikisiki has recorded more rapes than any other station in the province and depicts an increasing trend. • Most rape victims in both Lusikisiki and Libode are children. • Most rapes occurred indoors, in the victims’ residence. • Most perpetrators are known to the victims of rape (acquaintances, friends or family members).
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Property related crime has also taken its signifi cant share of the increase in crime in the province.
Counts CRIME CATEGORY 2017/18 2018/19 % Change Difference Burglary at non-residential premises 7 446 7 691 245 3.3% Burglary at residential premises 23 758 23 393 -365 -1.5% Theft of motor vehicle and motorcycle 2 443 2 348 -59 -2.4% Theft out of / from motor vehicle 11 649 11 671 22 0.2% Stock-theft 6 217 6 736 519 8.3% Total 51 513 51 875 362 0.7% (Source: SAPS Crime stats 2018/19)
Burglary and stock theft are also on the rise in the province as we are within the top 30 at nationally. The following are hotspots in the Eastern Cape.
(Source: SAPS Crime stats 2018/19)
Our people in the eastern part of the province, are unable to enjoy their hard won wealth. Thieves have made it their profession to steal from the struggling and the poor. It is in this context that the department, in working with all stakeholders, has, over the next fi ve years, committed to make a signifi cant intervention in the prevalence of social crimes.
The statistics are confi rming a continuous attack on the most vulnerable of society, including the elderly, women, the girl child, the people with disability and youth in general. The following are contact crimes against the vulnerable in our communities.
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CRIME CATEGORY 2016/17 2017/18 2018/19 Case Diff % Change Rape 6 836 6 821 7 305 484 7,1 Sexual assault 753 805 890 85 10,6 Attempted Sexual assault 301 318 388 70 22 Contact sexual Offences 160 150 148 -2 -1,3 Total contact crimes 8 050 8 094 8 731 637 7,9 (Source: SAPS Crime stats 2018/19)
Given the statistics information, the demand for a fully functional Provincial Civilian Secretariat to discharge functions outlined in both section 6 and 17 of the Civilian Secretariat Act 2 of 2011 and in advancement of the section 206 (3) of the Constitution of the Republic, is long overdue. It requires an immediate intervention by the provincial government through the allocation of requisite resources in order for more effective and efficientmonitoring of the Police Service throughout the province.
The year under review has exposed the urgency of creating, consolidating and strengthening societal partnerships and social contracts in the fight against crime as we forge ahead with the creation of crime free and safe Eastern Cape.
Notwithstanding all the challenges reflectedin the statistics above, during the year under review, we noted the successful prosecution of some of the dangerous criminals in the Nelson Mandela area. Gang members were sentenced to life and 42 years of imprisonment for attempted murder, robbery, illegal possession of firearms and ammunition. Other gang members were on the same day, convicted of crimes connected to murder. These developments were a major breakthrough in the fight against crime and gangsterism. These developments shifted the balance of forces in favour of government, in the fight.
Achievement like these, can be alluded to the collaborative efforts between the SAPS, the victims, communities and National Prosecuting Authority. It is these significant developments that the department seek to intensify partnerships with all the relevant stakeholders in the fight against crime.
The department has consistently continued in its efforts to ensure compliance with its mandate as enshrined in the Constitution and the Civilian Secretariat for Police Service Act, 2011. Although this mandate remains insufficiently funded, commitments made to the citizens of the Eastern Cape are being pursued with vigour and unwavering commitment.
One hundred and thirty three (133) unannounced visits were conducted out of one hundred and thirty (130) planned, and out of the fifty six (56) announced visits planned, we did fifty five (55). During these visits, we were exposed to an urgent need for the capacitation our police stations and members on accessibility and resources, in order to be able, to service all citizens, with dignity, especially the victims of gender-based violence, femicide and Domestic Violence.
Forty-nine (49) Policing Accountability Engagements were conducted. This is a platform where the citizens express their perception about the conduct of the SAP and the kind of service they render. In many instances than not, the public registered its disappointment with regard to bail received by alleged perpetrators of crime, especially with domestic violence cases. They want us to engage the Prosecuting Authority through the JCPS cluster to make the conditions for bail application difficult, or with stringent conditions when granted, and strict enforcement thereof.
During the year under review, the department successfully conducted assessments of the implementation of the SAPS Rural Safety strategy at Tamara, Cookhouse, Matatiele, Cradock, Cala, Barkly East, Mzamba, Bizana, Mt Frere, Qumbu, Addo and Makhanda. As we enter the 6th administration, it is clear that our Provincial Safety Strategy (PSS) must be revisited and updated. This was clearly visible during the assessment of police stations in the rural areas using the Rural Safety Strategy.
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As part of facilitating direct community participation on matter of safety, all one hundred and ninety-seven (197) police stations in the province have Community Police Forums (CPF) with twenty-one (21) clusters and one provincial board. Notwithstanding the inherent challenges, the department would, taking into account the demands of Coronavirus, continue to assess the functionality of these organs of the people.
Our biggest challenge remains with the resuscitation of Community Safety Forums (CSFs) in municipalities of the province. Most of all those that were once established are non-functional and some, are partially functional. We have assessed seven (8) CSF’s and found that some municipalities, do not have designated Member of the Mayoral Committee (MMC) responsible for safety and security, and some do not have safety plans. However, working with South African Local Government Association (SALGA) and civil society, we doing everything possible to crack the nut.
The department still faces a challenge on the neighbourhood watch policy as it must still be endorsed at National Level. This is a private security sector which we have not been able to monitor and oversee. This sector is increasing with the rise in social and economic crimes.
Our community social mobilisation programme has seen us engaging with ninety (90) communities to create awareness as well as garner support for programmes of both the department and the police service. Our social crime prevention programmes always ensure the strengthening of partnership with other departments within the social transformation cluster including.
Through the Expanded Public Works Programme (EPWP), the department deployed two (2) Safety Patrollers at 42 schools each, accounting for eighty-four (84) safety patrollers across the province. Two (02) contractual Data Capturers were also appointed, creating a total of eighty-six (86) work opportunities.
To ensure compliance with the Domestic Violence Act (DVA), twenty-one police stations have been assessed for compliance with the Act and its National Instructions. An improvement has been noted in the implementation of the Act; however the administration thereof remains a challenge.
During the year under review, through negotiations with Institutions of Higher Learning (IHL) on the Campus Safety Strategy, we registered significant progress only to be disrupted by the advent of Coronavirus global pandemic and the resultant lockdown of the country.
The absence of municipal by-laws for both liquor and retail trade poses a threat on the enforcement of compliance by law-enforcing agencies. Discussion with SALGA on the by-laws are underway. The taxi industry has been relatively quiet during the year under review.
The department discharges its important mandate with the capacity of 13 Community Liaison Officers (CLO) with (1 vacancy), 7 Assistant Directors and 6 District Managers (1 vacancy) across the province. Considering the volume of work and the limited human capacity of the department, the utilization of specialized IT systems in support of the execution of the core business objectives can add great value into the future oversight trajectory. The upgrade of our service delivery machinery and introduction of automated monitoring tools could enable the department to cover all 197 police stations. To enhance communication to communities of the Eastern Cape, the department’s website is now up and running. Considering the advancements of the 4th Industrial Revolution, the use of social media and gadgets will be instrumental to promote awareness to the community on crime trends.
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2.2 Service Delivery Improvement Plan The department has completed a Service Delivery Improvement Plan (SDIP) covering the period 2020 – 2021 and is linked to the Annual Performance Plan. The tables below highlight the service delivery plan and the achievements to date.
Main services and standards
Current/actual Desired standard Actual Main services Beneficiaries standard of of service achievement service Conduct community campaigns Communities in 85 of social 87 social crime 91 Social Crime on Gender-Based Violence seven districts crime prevention prevention Prevention (GBV) with particular focus on programmes programmes Programmes Domestic Violence. conducted
Management of complaints Communities in 84 reports 84 reports 84 reports on the lodged against members of seven districts complaints SAPS based on poor service delivery.
Batho Pele arrangements with beneficiaries (Consultation access etc.)
Current/actual arrangements Desired arrangements Actual achievements 85 of social crime prevention 87 social crime prevention 91 social crime prevention programmes conducted Programmes Programmes and reports 100% Management of complaints 100% (84 reports) 100% (84 reports) lodged against members of SAPS based on poor service delivery.
Service delivery information tool
Current/actual information tools Desired information tools Actual achievements Unannounced Visit Tool, National Unannounced Visit Tool, Unannounced Visit Tool, Monitoring Tool Improvement Plan and National Monitoring Tool National Monitoring Tool DVA Tool Improvement Plan and DVA Improvement Plan and DVA Tool Tool
Complaints mechanism
Current/actual complaints Desired complaints Actual achievements mechanism mechanism 100% Management of complaints 100% (84 reports) 100% (84 reports) lodged against members of SAPS based on poor service delivery.
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2.3 Organisational environment
The Department of Safety and Liaison (DSL) is a Provincial department with its Head Office in King Williams Town. The Department of Public Works led procurement process for an alternative suitable office accommodation has been concluded. According to plans, the new offices will be occupied before the conclusion of the current calendar year.
The department continued to operate with an approved organizational structure of 305 posts, however, only 148 posts remain funded . Since a revised organisational structure was compiled and submitted to the Office of the Premier (OTP) for approval of the Minister of Public Service and Administration (MPSA) in line with the Department of Public Service and Administration (DPSA) guidelines, it was never forwarded for approval.
Taking into account the fact that the Medium Term Strategic Framework (MTSF), to which the revised organisational structure was responsive, has concluded, and that a new MTSF period, 2020/25 has begun, the department is revising its structure consistent with the new Strategic Plan. This work will be concluded during the first financial year of the new MTSF. The ideal departmental structure accommodates funding for the implementation of the Civilian Secretariat for Police Service Act including the establishment of the Buffalo City district.
The Service Delivery Model (SDM) and structure of the department, currently being reviewed, is designed to deliver the services at the district level. We hope that the revised final product will not suffer the same difficulties referred to ove.ab
During the year under review, the department has continued to operate with seven out of eight (7 / 8) District Offices, being Alfred Nzo, Amathole, Sara Baartman, Chris Hani, Joe Gqabi, Nelson Mandela Metro and OR Tambo districts. Buffalo City district remains outstanding as the application has not been finalised.The district officials oversee the Eastern Cape Provincial South African Police Service (SAPS) which consists of 197 police stations throughout the Province.
Programme Number of Posts
The department has an approved organizational structure of three hundred and five (305) posts, of these, only one hundred and forty-eight (148) are funded with only 135 filled. Thirteen (13) posts are vacant and funded.
Filled Posts (inclusive of two contract employees) 137
Administration 77
Provincial Secretariat for Police Service 60
The departmental employment equity status is as follows:
Occupational Total Disability Demographics Classification Number Status SMS Level 13-15 12 0 5 females and 7 males resulting in 42 % female and 58 % male representation MMS level 11-12 24 1 9 females and 14 males resulting in 39% females and 61% male representation Level 9-10 18 0 11 females and 7 males resulting in 61% females and 39% male representation Level 1 – 8 83 2 56 females and 27 males resulting in 66% females and 32% male representation TOTAL 137 3 Level 1-2 (Interns/ 0 0 Thirteen posts for internships are already advertised. The target to the fill these temporal) posts within the current financial year – 2020/21 Grand Total 137
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The department is addressing its equity targets utilising employment equity plan that clearly outline the Employment Equity (EE) targets. Employment Equity Forum (EEF) is a platform to discuss targets and strategies to meet equity targets. Currently, the department is at 2.3% on disability and according to EE plan, it should reach 7% by over the 2020/25 MTSF.
The lack of funding for a fully established Provincial Civilian Secretariat, impacts negatively towards the realisation of a crime free and safe Eastern Cape. The department is unable to operate optimally and in fully capacity and delivery on its mandate. We have continued to make representations to the Provincial Treasury for additional funding even though not success has been registered yet.
We have conducted a benchmarking exercise with the Gauteng and Western Cape Provinces to learn good practices and further investigate how best we can position the department going into the sixth administration. A report of this exercise is under consideration for a determination.
The systems and tools we use to discharge the mandate as elaborated from the core legislative frameworks, are inconsistent with the demands of the 4IR. This means, we have to rely on old and non-responsive methods of doing work to carry out our Constitutional mandate. This reality is impacting negatively to the goals of the Provincial Development Plan and other institutional policies and strategies intended to make Eastern Cape and crime free and safe community. We plan to improve in this regard, during the current MTSF. Accordingly, and through our APP, we are planning to modernise our tools and operations.
The department ensures compliance with the B-BBEE Act 5, 2003 by compelling suppliers to claim preference points in all procurement transactions in excess of R29 999,99 threshold value (i.e. R30 000,00 and more). In order to break a deadlock, the department considers the B-BBEE points of affected suppliers and recommends award in favour of the supplier with the highest B-BBEE point regardless of the threshold value.
As part of the global family, the department has not escaped the effects and devastating impact of the Coronavirus pandemic. When the President of the Republic declared a National Lockdown as a response to the spread of the virus, the departmental management was gathered at one place to prepare for the roll out of the plans. We had to cut many of the activities in compliance with the directives and regulations of the Disaster Management Act. Accordingly, the final activities of the year under review, were affected as we have had to cut off all activities that would not be consistent with the regulations. It also meant that the department had to put in place processes and procedures as would have been required by relevant circulars, directives and other pronouncements by government. 2.4 Key policy developments and legislative changes
During the period under review, there has been no key policy developments and legislative changes that affects the department. The advent of Covid-19 in particular during the last quarter of the financial year under review, has forced the department to take a minor detour as it need to comply with all the regulations of the Disaster Management Act, 2002 and the Nation-Wide Lockdown as announced by the President of the Republic. Amongst others, the department has had to cut significantlyon all activities that would have required participation of people in large numbers and ultimately lockdown from 27 March 2020.
As advised and guided by the Department of Public Service and Administration, we put in place all the necessary mechanisms required to ensure business continuity whilst taking maximum care of the safety of all the employees.
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3. STRATEGIC OUTCOME ORIENTED GOALS
Consistent Strategic Goal 1, the department recorded its fifth record of unqualified audit opinion. This means, the department is in a consistent trajectory towards efficient and effective governance and administration. It is through effective and efficient governance and administration that accountability can be ensured.
Our partnership with the Department of Public Works, through the Expanded Public Works Programme remained in force and created job opportunities for the unemployed members of the Community Policing Forums. This partnership and programme contributed significantly in mobilising communities against crime in particular at schools. It is through these multi-agency collaborations that we can succeed in creating a crime free and safe Eastern Cape.
4. PERFORMANCE INFORMATION BY PROGRAMME Programme 1: Administration
• Purpose of Programme 1: Administration o To promote good governance and administrative support to the department. o To support the MEC to fulfil political, legislative and administrative mandate of the department. o To provide administrative and support services to the office of the Head of the Department o To ensure departmental financialcompliance through the provision of financial management and advisory services. o To enhance Departmental effectiveness through providing Information Communication Technology, Human Resource Management, Departmental Communication and Strategic Management.
• Sub-programmes o Sub – Programme 1.1: Office of the MEC o Sub – Programme 1.2: Office Head of the Department o Sub – Programme 1.3: Financial Management o Sub – Programme 1.4: Corporate Services
• Strategic objectives for the financial year under review.
During the year under review, the department has pursued the following strategic objectives. o Provide executive leadership and oversight to ensure effective governance and service delivery to citizens of the Eastern Cape. o To ensure sound management practices, governance and accountability corporate, financialand security management. o Realisation of the mandate as outlined in Section 206 of the Constitution and the Civilian Secretariat for Police Service Act 2 of 2011. o Research into policing and safety matters. o Oversight of the South African Police Service. o Community mobilisation against crime to improve community safety. o To promote multi-agency collaboration in community safety.
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Strategic objectives, performance indicators, planned targets and actual achievements
Programme Name: Administration
Deviation from Actual Planned Target Actual Achievement planned target to Comment on Strategic objectives Achievement Actual Achievement deviations 2018/2019 2019/2020 2019/2020 for 2019/2020
Office of the MEC
Provide executive 6 Submission of strategic Submission of 13 None None leadership and documents to legislature strategic documents oversight to in a prescribed format to legislature in a ensure effective and within the stipulated prescribed format and governance and time frames within the stipulated service delivery time frames to citizens of the New Indicator 100% implementation of 100% implementation of None None Eastern Cape house resolutions house resolutions
Office of the Head of Department
To ensure sound 4 3 performance oversight None -3 Transition from management sessions the 5th to the 6th practices, administration place governance, and much pressure on accountability, the office of the HOD corporate, financial and was required to and security be out of officemuch management more frequently.
4 reports on the 14 Reports on 14 Reports on None None implementation of mainstreaming of mainstreaming of the 8 point plan transformational transformational principle plan programmes responding programmes responding for promoting to vulnerable groups to vulnerable groups women empowerment and gender equality within the public services work place
4 5 Reports on 5 Reports on None None improvement in the improvement in the control environment control environment through evaluation of through evaluation of the effectiveness of the effectiveness of governance processes, governance processes, risk management and risk management and controls controls
5 5 Reports on 5 Reports on None None provision of risk anti- provision of risk anti- corruption and integrity corruption and integrity management services management services
4 security 5 Reports on 5 Reports on None None reports on implementation of implementation of implementation Security Business Plans Security Business Plans of Security procedures customised in line with MISS, MPSS and other relevant regulatory framework
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Reasons for all deviations • Transition from the 5th to the 6th administration place much pressure on the officeof the HOD and was required to be out of office much more frequently.
Deviation from planned Actual Planned Target Actual Achievement Strategic target to Comment on Achievement objectives Actual deviations 2018/2019 2019/2020 2019/2020 Achievement for 2019/2020 Financial Management To ensure sound 2 Unqualified audit Unqualified audit None None management outcomes on financial outcomes on financial practices, information information governance, and accountability, corporate, financial and security management. Corporate Services To ensure sound 2.8 MPAT score Provision of Information Provision of Information None None management Communication Communication practices, Technology, Human Technology, Human governance and Resource Management, Resource Management, accountability, Departmental Departmental corporate, Communication and Communication and financial Strategic Management Strategic Management and security Services Services management
Reasons for all deviations • None
Performance indicators
Sub-programme: Office of the MEC Deviation Planned Actual from planned Actual Actual Actual Comment Performance Target Achievement target to Achievement Achievement Achievement on Indicator Actual 2016/2017 2017/2018 2018/2019 deviations 2019/2020 2019/2020 Achievement 2019/2020 Submission 9 9 6 13 13 None None of compliance documents 100% 21 21 14 100% 100% None None implementation of house resolutions
Reasons for all deviations
• None
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Performance indicators
Sub-programme: Office of the Head of Department
Actual Deviation Actual Actual Actual Planned Target from planned Achievement Comment on Performance Indicator Achievement Achievement Achievement target to Actual deviations 2016/2017 2017/2018 2018/2019 2019/2020 Achievement 2019/2020 2019/2020
Number of 6 performance 6 performance 4 performance 3 performance No performance - 3 Transition from performance oversight sessions oversight sessions oversight sessions oversight oversight session the 5th to the 6th oversight sessions sessions held administration placed much pressure on the office of the HOD and was required to be out of office much more frequently.
Number of reports 4 programs aimed 4 programs aimed 4 programs aimed 14 Reports 14 Reports None None on Mainstreaming at main-streaming at main-streaming at main-streaming of transformational vulnerable groups vulnerable groups vulnerable groups programmes implemented implemented implemented responding to vulnerable groups
Number of reports 4 reports on 5 reports on 5 reports on 5 reports on the 4 report -1 The Internal Audit to evaluate the evaluation on evaluation on evaluation on effectiveness plan for 2020/21 effectiveness the effectiveness the effectiveness the effectiveness of governance was planned to of governance of governance of governance of governance processes, risk be compiled and st processes, risk processes, risk processes, risk processes, risk management, approved by 31 management, and management, and management, and management, and and controls March 2020. There controls controls is a draft plan, controls controls however due to there being no Audit Committee in place this could not be tabled for review and approval. The process has also been impacted by the COVID19 pandemic lockdown and this will have to be finalised during the first quarter of 2020/21
Provision of risk, 4 reports on the 5 reports on the 5 reports on the 5 reports on the 5 reports None None anti-corruption and implementation of implementation of implementation of provision of risk, integrity management National Treasury National Treasury National Treasury anti-corruption services Public Sector Risk Public Sector Risk Public Sector Risk and integrity Management Management Management management Framework Framework Framework services
Number of reports on 4 reports 5 reports on MISS 4 reports on 5 (1 Business 5 (1 Business None None provision of security & MPSS MISS and MPSS Plan and 4 Plan and 4 management services and 1 reports on quarterly reports) quarterly reports) implementation of security business plan
Reasons for all deviations
• Transition from the 5th to the 6th administration place much pressure on the office of the HOD and was required to be out of office much more frequently. • The Internal Audit plan for 2020/21 was planned to be compiled and approved by 31st March 2020. There is a draft plan, however due to there being no Audit Committee in place this could not be tabled for review and approval. The process has also been impacted by the COVID19 pandemic lockdown and this will have to be finalised during the first quarter of 2020/21.
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Performance indicators
Sub-programme: Financial Management Deviation Planned Actual from planned Actual Actual Actual Performance Target Achievement target to Comment on Achievement Achievement Achievement Indicator Actual deviations 2016/2017 2017/2018 2018/2019 2019/2020 2019/2020 Achievement 2019/2020 Percentage New Indicator New Indicator New Indicator 100% 100% None None of invoices paid within 30 days Percentage New Indicator New Indicator New Indicator 50% 50% None None of goods and services procured locally
Reasons for all deviations
• None
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Performance indicators
Sub-programme: Corporate Services Deviation Planned Actual from planned Actual Actual Actual Comment Performance Target Achievement target to Achievement Achievement Achievement on Indicator Actual 2016/2017 2017/2018 2018/2019 deviations 2019/2020 2019/2020 Achievement 2019/2020 Percentage of 4 4 18 reports 80% 80% None None Compliance on the with ICT implementation Governance of ICT Framework Governance Framework according to DPSA Corporate Governance of ICT policy framework Full compliance 17 17 Full 100% 100% None None with HR compliance Framework with the HR compliance framework through effective integrated human resource management Full compliance New Indicator New Indicator New Indicator 100% 100% None None with communication action plan Number of 9 strategic 9 strategic Promote 15 15 None None strategic management management an effective documents documents management and and service delivery developed developed and monitoring monitoring monitoring orientated and evaluation and and organization documents evaluation evaluation through developed documents documents effective developed developed planning and reporting on organizational performance in line with the PFMA
Reasons for all deviations
• None
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Sub-programme expenditure
2019/2020 2018/2019 Final Actual (Over)/Under Final Actual (Over)/Under Sub- Programme Name Appropriation Expenditure Expenditure Appropriation Expenditure Expenditure R’000 R’000 R’000 R’000 R’000 R’000 Office of the MEC 2 617 2 617 - 2 609 2 609 - Office of the HOD 10 497 10 497 - 9 985 9 972 13 Financial 21 955 21 743 212 19 986 19 944 42 Management Corporate Services 23 243 22 843 400 18 409 18 402 7 Total 58 312 57 700 612 50 989 50 927 62
4.1 Programme 2: Provincial Secretariat for Police Service
• Purpose of each programme o Oversee the effectiveness and efficiency of policing. o Overall management and support of the programme. o To conduct research into policing and safety matters. o Provision of monitoring and evaluation service to police performance and conduct. o Build community participation in community safety. o To provide for community participation in community safety and to promote good relations between the police and the community.
• Sub-programmes o Sub – Programme 2.1: Program Support o Sub – Programme 2.2: Policy and Research o Sub – Programme 2.3: Monitoring and Evaluation o Sub – Programme 2.4: Safety Promotion o Sub – Programme 2.5: Community Police Relations
• Strategic objectives for the financial year under review o Realization of the mandate as outlined in Section 206 of the Constitution and the Civilian Secretariat for Police Service Act 2 of 2011. o Research into policing & safety matters. o Oversight of the Police Service. o Community mobilization against crime to improve community safety. o To promote multi-agency collaboration in community safety.
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Strategic objectives, performance indicators, planned targets and actual achievements
Strategic objectives:
Programme Name: Provincial Secretariat for Police Service Deviation from planned Actual Planned Target Actual Achievement target to Strategic Comment on Achievement Actual objectives deviations 2018/2019 2019/2020 2019/2020 Achievement for 2019/2020 Realization 4 reports Improvement in the quality Improvement in the quality None None of the on the of policing through research of policing through research mandate performance ensuring implementation of ensuring implementation of as outlined of the oversight recommendations, oversight recommendations, in Section programme creation of partnerships creation of partnerships 206 of the and social crime prevention and social crime prevention Constitution programmes programmes and the Civilian Secretariat for Police Service Act 2 of 2011 Policy and Research Research 1 1 research report on on 1 research report on special None None into policing policing per year * projects & safety 1 1 research report on policing 1 research report on policing None None matters needs and priorities in the needs and priorities in the EC EC Monitoring and Evaluation Oversight 4 4 consolidated reports on 4 consolidated reports on None None of the South police stations monitored the oversight function of the African based on the NMT per year department developed Police Service 2 4 reports complied on 4 reports compiled on None None implementation of IPID implementation of IPID recommendations by SAPS recommendations by SAPS per year per year 4 4 consolidated reports 4 consolidated reports None None compiled on compliance compiled on compliance with DVA with DVA 4 4 consolidated reports 4 consolidated reports None None compiled on the compiled on the management service management service delivery complaints received delivery complaints received against SAPS per year against SAPS per year 4 4 consolidated reports 4 consolidated reports None None on policing accountability on policing accountability engagements convened engagements convened 4 4 consolidated reports on 4 consolidated reports on None None police stations monitored police stations monitored utilizing the unannounced utilizing the unannounced visit tool visit tool 1 3 reports on Monitoring and 3 reports on Monitoring and None None Evaluation Special Projects Evaluation Special Projects compiled compiled Safety Promotion
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Programme Name: Provincial Secretariat for Police Service Deviation from planned Actual Planned Target Actual Achievement target to Strategic Comment on Achievement Actual objectives deviations 2018/2019 2019/2020 2019/2020 Achievement for 2019/2020 Community 192 Providing oversight over Providing oversight over +5 The department mobilization SAPS to monitor and SAPS to monitor 191 police was requested against evaluate 186 police stations station by the Portfolio crime to Committee improve on Safety and community Security to safety conduct extra visits to police station during its oversight week. 85 Community mobilization Community mobilization +4 The department through implementation of through implementation of conducted more 87 Social crime prevention 91 Social crime prevention programmes programmes programmes due to requests by the SAPS, CPF and local municipalities. 98 Improving policing through Improving policing through None None assessment of 28 CPF assessment of 28 CPF 48 Promote multi-agency Promote multi-agency -1 The scheduled collaboration in community collaboration in community accountability through convening 50 through convening 49 meeting had to policing accountability policing accountability be cancelled due engagements engagements to concerns of the stakeholders about the outbreak of Covid-19 outbreak. 84 84 reports compiled on the 84 reports compiled on the None None management of service management of service delivery complaints received delivery complaints received against SAPS per year against SAPS per year 112 28 DVA compliance reports 28 DVA compliance reports None None per year per year
Community Police Relations To promote Provincial Impact assessment of Impact assessments were None None multi-agen- Safety the implementation of the done on programmes of cy collab- Strategy Provincial Safety Strategy the PSS like Rural Safety oration in implemented and Social crime prevention community and 4 reports campaigns safety compiled
Reasons for all deviations
• The department was requested by the Portfolio Committee on Safety and Security to conduct extra visits to police station during its oversight week. • The department conducted more programmes due to requests by the SAPS, CPF and local municipalities. • The scheduled accountability meeting had to be cancelled due to concerns of the stakeholders about the outbreak of Covid-19 outbreak.
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Performance indicators
Sub-programme: Program Support
Deviation Planned Actual from planned Actual Actual Actual Comment Performance Target Achievement target to Achievement Achievement Achievement on Indicator Actual 2016/2017 2017/18 2018/2019 deviations 2019/2020 2019/2020 Achievement 2019/2020
Report on 4 4 4 4 4 None None oversight on policing in the Eastern Cape
Reasons for all deviations • None Performance indicators
Sub-programme: Policy and Research
Deviation Planned Actual from planned Actual Actual Actual Comment Performance Target Achievement target to Achievement Achievement Achievement on Indicator Actual 2016/2017 2017/18 2018/2019 deviations 2019/2020 2019/2020 Achievement 2019/2020
Number of 1 1 research 1 1 1 Research None None research report on Research report reports on special report policing per projects year*
Research 1 1 Research 1 1 1 Research None None report on report on Research report on policing Safety and report on policing needs and Security policing needs and priorities in issues in EC needs and priorities in priorities the EC the EC in the EC
Reasons for all deviations
• None
Performance indicators
Sub-programme: Monitoring and Evaluation Deviation Planned Actual from planned Actual Actual Actual Performance Target Achievement target to Comment on Achievement Achievement Achievement Indicator Actual deviations 2016/2017 2017/18 2018/2019 2019/2020 2019/2020 Achievement 2019/2020 Number of 4 4 4 4 4 None None consolidated reports on police stations monitored based on the NMT per year
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Sub-programme: Monitoring and Evaluation Deviation Planned Actual from planned Actual Actual Actual Performance Target Achievement target to Comment on Achievement Achievement Achievement Indicator Actual deviations 2016/2017 2017/18 2018/2019 2019/2020 2019/2020 Achievement 2019/2020 Number of 4 4 2 4 4 None None monitoring reports com- piled on im- plementation of IPID recom- mendations by SAPS per year* Number of 4 4 4 4 4 None None consolidated reports on compliance with the Domestic Violence Act (DVA) Number of 4 4 4 4 4 None None consolidated reports compiled on the management of service delivery complaints received against SAPS per year Number of New Indicator New Indicator 1 4 4 None None consolidated reports on policing accountability engagements convened Number of 4 4 4 4 4 None None consolidated reports on police stations monitored utilizing the unannounced visit tool Number of New Indicator New Indicator 1 3 3 None None reports on Monitoring and Evaluation Special Projects compiled
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Performance indicators
• None
Performance indicators
Sub-programme: Monitoring and Evaluation Deviation Planned Actual from planned Actual Actual Actual Comment Performance Target Achievement target to Achievement Achievement Achievement on Indicator Actual 2016/2017 2017/18 2018/2019 deviations 2019/2020 2019/2020 Achievement 2019/2020 Number of 4 4 4 4 4 None None consolidated reports on police stations monitored based on the NMT per year Number of mon- 4 4 2 4 4 None None itoring reports compiled on im- plementation of IPID recommen- dations by SAPS per year* Number of 4 4 4 4 4 None None consolidated reports on compliance with the Domestic Violence Act (DVA) Number of 4 4 4 4 4 None None consolidated reports compiled on the management of service delivery complaints received against SAPS per year Number of New Indicator New Indicator New Indicator 4 4 None None consolidated reports on policing accountability engagements convened Number of 4 4 4 4 4 None None consolidated reports on police stations monitored utilizing the unannounced visit tool
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Sub-programme: Monitoring and Evaluation Deviation Planned Actual from planned Actual Actual Actual Comment Performance Target Achievement target to Achievement Achievement Achievement on Indicator Actual 2016/2017 2017/18 2018/2019 deviations 2019/2020 2019/2020 Achievement 2019/2020 Number of New Indicator New Indicator New Indicator 3 3 None None reports on Monitoring and Evaluation Special Projects compiled
Reasons for all deviations
• None
Performance indicators
Sub-programme: Safety Promotion
Deviation Planned Actual from planned Actual Actual Actual Performance Target Achievement target to Comment on Achievement Achievement Achievement Indicator Actual deviations 2016/2017 2017/18 2018/2019 2019/2020 2019/2020 Achievement 2019/2020
Number of 14 14 83 87 91 +4 The department social crime conducted more prevention programmes due programmes to requests by local implemented stakeholders. per year*
Number of 73 67 137 130 133 +3 The department was police stations requested by the monitored Portfolio Committee on utilizing Safety and Liaison to unannounced conduct extra visits to police station during its visit tool oversight week.
Number 101 100 56 56 55 -1 Due to the lockdown as of reports a result of COVID-19 compiled on pandemic one district police stations could not conduct its monitored monitoring exercise based the on NMT per year *
Number 41 42 48 50 49 -1 The scheduled of policing accountability meeting accountability had to be cancelled engagements due to concerns of the convened stakeholders about the outbreak of Covid-19 outbreak.
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Sub-programme: Safety Promotion
Deviation Planned Actual from planned Actual Actual Actual Performance Target Achievement target to Comment on Achievement Achievement Achievement Indicator Actual deviations 2016/2017 2017/18 2018/2019 2019/2020 2019/2020 Achievement 2019/2020
Number 4 84 84 84 84 None None of reports compiled on the management of service delivery complaints received against SAPS per year*
Number of 182 191 98 28 28 None None Community Police Forums (CPFs) assessed on functionality per year *
Number of - 84 112 28 28 None None Domestic Violence Act (DVA) compliance reports compiled per year*
Reasons for all deviations
• The department conducted more programmes due to requests by the SAPS, CPF and Local Municipalities. • The department was requested by the Portfolio Committee on Safety and Security to conduct extra visits to police station during its oversight week. • Due to the lockdown as a result of COVID-19 pandemic one district could not conduct its monitoring exercise. • The scheduled accountability meeting had to be cancelled due to concerns of the stakeholders about the outbreak of Covid-19 outbreak.
Strategy to overcome areas of under performance • The department will closely monitor the underperforming areas and develop the intervention plan.
Changes to planned targets
• There were no changes to planned targets during the year under review.
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Performance indicators
Sub-programme: Community Police Relations
Planned Deviation Actual from planned Actual Actual Actual Target Achievement target to Comment on Performance Indicator Achievement Achievement Achievement Actual deviations 2016/2017 2017/18 2018/2019 2019/ 2019/2020 Achievement 2020 2019/2020
PSS Action Plans 1 1 1 1 1 None None adopted by the Provincial Safety Steering Committee
Social Crime Prevention 4 4 4 4 4 None None reports consolidated with findings and recommendations in relation to enhancing PSS
Assessment reports 2 2 2 2 2 None None with findings and recommendations on the implementation of SAPS Rural Safety Strategy
Consolidated report 4 4 4 1 1 None None on findings and recommendations on the functionality of CPF structures
Number of Community 14 14 8 8 8 None None Safety Forums (CSF) assessed on functionality per year
Report on the 4 4 4 4 4 None None implementation of the Safety Patrollers Project through the Expanded Public Works Program with findings and recommendations
Reasons for all deviations
• None
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Sub-programme expenditure
2019/2020 2018/2019
Final Actual (Over)/ Under Final Actual (Over)/Under Sub- Programme Name Appropriation Expenditure Expenditure Appropriation Expenditure Expenditure
R’000 R’000 R’000 R’000 R’000 R’000
Programme Support 8 207 8 166 41 9 691 9 691 0
Policy & Research 2 033 1 986 47 2 238 2 222 16
Monitoring & Evaluation 4 284 4 253 31 3 491 3 485 6
Safety Promotion 32 605 32 568 37 34 883 34 821 62
Community Police Relations 58 58 0 198 198 0
Total 47 187 47 031 156 50 501 50 417 84
5. TRANSFER PAYMENTS 5.1 Transfer payments to public entities
• There were no transfer payments to public entities during the year under review. 5.2 Transfer payments to all organisations other than public entities
• There were no transfer payments to organisation during year under review.
Transfer Payments (Leave Gratuities)
During the financial year under review an amount of R444 thousand was transferred to ex-employees in compensation for their leave days.
6. CONDITIONAL GRANTS 6.1 Conditional grants and earmarked funds paid
The table/s below details the conditional grants and ear marked funds received during for the period 1 April 2019 to 31 March 2020.
Conditional Grant: Expanded Public Works Programme
Department/ Municipality to Department of Safety and Liaison whom the grant has been transferred
To contribute to the creation of work opportunities through the deployment of 70 Community Police Forum (CPF) members as safety patrollers at 35 Purpose of the grant identified schools so as to enhance school safety and the learner environment. Further to create work opportunities for 2 participants as data capturers
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CPF members receiving stipends from the grant as safety patrollers. Increased number of schools receiving services through the Safety Patrollers Expected outputs of the grant Project. Community members receiving stipends from the grant as data capturers.
All outputs were achieved. The set target of 70 safety patrollers at 35 schools Actual outputs achieved were exceeded resulting in 42 schools and 84 safety patrollers benefiting from the Safety Patrollers Project.
Amount per amended DORA R1 676 000
Amount transferred (R’000) R1 676 000
Reasons if amount as per DORA Not Applicable not transferred
Amount spent by the R1 667 000 department/ municipality (R’000)
The under expenditure mainly resulted from safety patrollers not working the Reasons for the funds unspent number of projected days in a month. The payment is based on the number of by the entity days worked per beneficiary.
There is a monitoring tool which we use to do assessment at schools where Monitoring mechanism by the safety patroller are deployed. We also conduct monthly analysis of attendance transferring department registers so that we can see their dedication to work.
7. DONOR FUNDS
7.1 Donor Funds Received
• The department did not receive any donor funding during the year under review.
8. CAPITAL INVESTMENT 8.1 Capital investment, maintenance and asset management plan
The department does not have any infrastructure projects and the payment for capital assets related to machinery and equipment. During the 2019/20, an expenditure of R1 763 million was recorded for the acquisition of capital assets. Included in the total expenditure of machinery and equipment is an amount of R1 682 million which is related to finance lease payment made for the departmental fleet vehicles and cell phones. All assets owned by the department are captured in the asset register that complies with the minimum requirements set by Provincial Treasury. Monthly reconciliation of assets are done to ensure completeness and accuracy of the accounting records.
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54 55 PART C: GOVERNANCE
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1. INTRODUCTION The Department is committed to ensuring and maintaining a culture of good governance within the organisation through the effective functioning of the various governance and oversight structures within the organisation which has been evident through the achievement of a clean audit opinion for the past few years.
However, for the 2019/2020 year, subsequent to a review conducted by the Internal Audit unit, certain weaknesses were brought to attention around the functionality of some of the key governance structures. Management have agreed on action plans to correct these weaknesses, however these were delayed due to the national lockdown as a result of the impact of the Covid-19 pandemic. The Department is confident that all these matters will be addressed with effect from June 2020, thus ensuring that the Department will be compliant with relevant good governance practices.
In addition to the abovementioned governance arrangements, operational controls and systems were put in place to ensure:
• Effective, efficient, economical and transparent use of the departmental resources; • Proper management, administration, safeguarding and maintenance of the department’s assets and liabilities; and • Settled contractual obligations and paid outstanding amounts owing, including intergovernmental claims, within the prescribed or agreed period, except where discrepancies have been identified or circumstances beyond reasonable control have prevented the timely processing and finalisation of such payments. 2. RISK MANAGEMENT
The department has a risk management and a strategy that guides its work in conducting the assessment and maintaining a comprehensive register. Since the resignation of the Risk Chairperson, the departmental Risk Committee became non- functional. There has been no monitoring of the effectiveness of the system of risk management since the expiry of the contract of the Audit Committee. The department has been conducting the process of recruitment in order to appoint a new committee, subsequent there were appointments of Risk Chairperson. 3. FRAUD AND CORRUPTION
The department conducted annual awareness programme on anti-corruption on the 14 November 2019. Financial declaration of interest is conducted quarterly to comply with the DPSA directives and guidelines. Fraud management policy, gift policy and a gift register is available for employees to declare. A questionnaire of financialdeclarations of interest form is distributed to all departmental employees to declare any form of business to minimise conflict of interest. Employees were made aware to utilize the National Anti-corruption hotline (0800 701 701) to report fraud. 4. MINIMISING CONFLICT OF INTEREST
All SCM Practitioners sign a code of conduct and submit to the risk management unit annually. Further they signed declaration forms of financial interest same as other employees on a quarterly basis. Conduct annual DPSA e-disclosure online for all SMS members including other categories MMS, Finance and SCM. Adherence to DPSA directives. For the year under review no conflict of interest have been identified.
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5. CODE OF CONDUCT
The department is adhering to the Public Service Code of Conduct which guides employees on how to behave professionally and ethically. Employees are reminded through awareness sessions conducted bi-annually. During the year under review, employees conformed to the standards of the DPSA pledge and committed themselves to fully comply. Employees who breach the code of conduct are subjected to a disciplinary process and are encouraged to lodge grievances should they feel that they are treated unfairly.
6. HEALTH SAFETY AND ENVIRONMENTAL ISSUES
The Employee Health and Wellness Unit conducted self-assessment of their readiness to implement Employee Health and Wellness (EHW) policies in the department. The EHW Steering Committee meetings were held. The Safety Health and Environment Sub-Committee (SHERQ) assessed compliance with Occupational Health and Safety (OHS) at District and Head Office levels and provided a reports on identified hazards.
The organisational performance in respect of EHW provides EHW Coordinators with an opportunity to reflect on the implementation policies and progress. This reflects the level of functionalities of the committees. Various programmes were undertaken by the department with regards to health screening, physical wellness and financialprogrammes were conducted in partnership with different stakeholders.
The contract with ICAS which handles the psycho-social and psychological challenges ended during the year under review. The department is going out on tender to procure these services. This process will be concluded during the 2020/21 financial season. The EHW committee always intervenes in circumstance where there are glairing management challenges affecting employees. 7. PORTFOLIO COMMITTEES
Five sessions were convened by the portfolio committee during the period under review. These sessions were held for the 2019/2020 Budget Vote, Annual Report and presentation of the Financial Oversight Report.
The following were the dates of the meeting under report:
• 12 July 2019 – Political and Administrative Overviews;
• 16 July 2019 – Consideration of Programme 1;
• 25 July 2019 – Consideration of Programme 2;
• 29 October 2019 – Consideration of Annual Report; and
• 19 November 2019 – Consideration of Financial Oversight Report.
The following matters were raised by the Portfolio Committee:
• The Department has been functioning with an Acting Head of Department (HOD) for a period of over one (1) year. The acting appointment was extended for a further period of seven (7) months, which will mean that the Department has had to operate without a permanent HOD for a period of over 18 months. • The Civilian Secretariat for Police Act, No. 2 of 2011 is not implemented in the Province due to funds not being allocated for its implementation. • How the Department will during the year 2020/19, facilitate the holding of elections for Community Police Forums (CPF’s) Executive Committees across the Province. The CPF’s play a critical role in promoting the concept of community police relations and to advance the mobilization of communities against crime.
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• The co-ordination of district officesby the department head officeis lax and does not in any way promote the effectiveness of district offices. • The department is projecting an over expenditure of R272 thousand on its overall allocated budget.
The department addressed the matters as follow:
• The function of recruitment of heads of departments resides with the Office of the Premier. In line with the resolution and recommendation of the Committee, the department has addressed the concern with the Office of the Premier and as such the position of HOD has been filled with effect from 01 June 2020. • The department is concerned that the institutionalisation of the Provincial Secretariat for Police Service is an unfunded mandate. In order to ensure compliance with the provisions of the Civilian Secretariat for Police Service Act 2 of 2011, the department has considered a moratorium on recruitment towards re-configurationand de- centralization to address some requirements as set out in the Act. The appointment of the Provincial Secretary is considered urgent and processes have been put in place to address the matter. Whilst the department will continue to advocate for the proper financial and human capitation of its mandate, we remain committed to fulfilling our primary mandate. • The Department has noted various challenges in the execution of the CPF election process. At the core of the process, is the management of divergence in the execution of the election processes and the deviation from the constitutional provisions of the CPF Constitution and the SAPS Act 68 of 1995. The Department is engaged with the SAPS and the CPF Board to ensure successful elections and enhanced functionality of the CPF as a critical partner in the fight against crime. • The coordination of districts has been strengthened through regular meetings of the Community Safety Branch to communicate Top Management decisions. District Mangers are also engaged in General Management Committee meetings to engage with the Top Management of the department. The department has developed a governance framework which will guide processes of engagement with all departmental governance structures which is aimed at improving functionality, coordination, and accountability. The department recognizes the critical role of the districts as the nexus to achieve improved service delivery and greater civilian Oversight • Cash flow projections and procurement plans have been strictly monitored by the department and expenditure patterns are monitored through the sittings of the Budget Advisory Committee.
8. SCOPA RESOLUTIONS
There were no Scopa resolutions during the year under review. 9. PRIOR MODIFICATIONS TO AUDIT REPORTS
• No prior modification to audit reports during the year under review. 10. INTERNAL CONTROL UNIT
• The department does not have an Internal Control Directorate, however, the pre audit unit is responsible for validation of documentation.
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11. INTERNAL AUDIT AND AUDIT COMMITTEES
Key activities and objectives of the internal audit
As prescribed by Section 38(1) (a) (ii) of the Public Finance Management Act (PFMA) and Regulation 3.2 of the Treasury Regulations, the department has a functioning Internal Audit directorate. The Internal Audit function of the Department of Safety and Liaison has fulfilled its mandate of providing an independent, objective assurance and consulting activity that is designed to add value and improve the department’s operations. It assisted the department to accomplish its objectives by bringing a systematic disciplined approach to evaluate and improve the effectiveness of risk management, control and governance within the department. The Internal Audit unit was subject to a mandatory external quality assurance review during October 2019 and the unit was assessed to be in conformance with the International Standards for the Professional Practice of Internal Auditing after receiving a “Generally Conforms” (GC) rating.
All employees within the Internal Audit directorate are members of the Institute of Internal Auditors. The directorate functioned in terms of an approved internal audit charter and approved annual work plans for the 2019/2020 financial year. The Internal Audit directorate was responsible for reviewing and providing assurance on the adequacy and effectiveness of internal controls through the internal audit reports that were submitted to and discussed with management. The Internal Audit directorate is supposed to report quarterly to the audit committee and management on its audit reports and activities, however there was no Audit Committee in place to conduct the relevant oversight for the year under review. The Internal Audit directorate also maintains a register of findings and conducts periodic follow-ups to monitor the status of implementation of agreed action plans to address identified control weaknesses. In terms of its charter, the head of the Internal Audit function has complete access to and a direct reporting line to the Audit Committee functionally and Accounting Officer administratively,
The Internal Audit function is established to verify that appropriate governance of operations is in place and to achieve sound managerial control over all aspects of the operations of the department including accounting, financialcontrol, human resource management, information management, operational activities and control systems.
The overall objective of the internal audit function is to assist all levels of management in the effective discharge of their responsibilities by providing independent analyses, advice and recommendations concerning the activities reviewed.
Summary of audit work done
The Internal Audit conducted risk based reviews on operations in the following units as per the internal audit plan that was approved by the audit committee, namely: corporate services, human resources, financial management, policy & research, Safety & Health, Governance, Risk Management, information technology, community police relations and Safety Promotion. In addition, follow up reviews of the previous audits were conducted and mandatory audits included reviews of financial statements, in-year monitoring and performance information. The audit of Information Technology was conducted by the Auditor General as part of the external audit.
The Internal Audit has observed that the overall control environment has remained constant for the year under review. However, there are still some concerns with the level of internal controls where evidence of lapses of effective monitoring and enforcement by management were observed particularly in the following areas: • Functionality of Governance structures; • Risk Management; • Asset Management; • Policy & Research; • Performance Information; • Safety Promotion;
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• Monitoring & Evaluation; and • Safety, Health & Environment.
The Internal Audit continued to partner with management in order to enhance governance within the department, recommendations to improve internal control weaknesses identified during the internal audit reviews were discussed and corrective action plans were agreed with management on the above noted areas of concern.
The audit intervention plan was developed in the year under review in order to monitor and enforce the management commitment to address the report of the Auditor General (AG). These intervention plans are managed and monitored by the risk manager and progress reporting is done to Top Management, Risk Committee and Audit Committee.
The table below discloses relevant information on the audit committee members:
If internal, Date of No. of Internal or position Date Name Qualifications contract Meetings external in the appointed expiry attended department
Y. Amod Chartered External - 01 January 31 July 2 (Chairperson) Accountant 2015 2019
J. Emslie Chartered External - 01 January 31 July 2 Accountant 2015 2019
L Steele Bachelor Arts External - 01 January 31 July 2 2015 2019
12. AUDIT COMMITTEE REPORT
We are pleased to present our report for the financial year ended 31 March 2020. The Audit Committee consists of the members listed hereunder and meets at least four times per annum as per its approved terms of reference. During the current year two meetings were held. The members and their attendance of the meetings held are as follows:
No. of Internal If, Internal, No. of Name of Date Date Special Qualifications or Position in Meetings Member Appointed Terminated Meetings External department Attended Attended
Mr Y Amod CA(SA) External n/a 31 July 2019 1 1
Mr J Emslie CA(SA) External n/a 31 July 2019 1 1
Ms L Steele External n/a 31 July 2019 1 1
Ms T Cumming CA(SA) External n/a 22 June 2020 n/a n/a
Mr A Wakaba MBA; B. Compt. External n/a 22 June 2020 n/a n/a Hons.
Mr V Tshangana B.Proc-Attorney External n/a 22 June 2020 n/a n/a
Mr P F Mbambo B.Com degree External n/a 22 June 2020 n/a n/a
Ms B K Oliphant B.Com degree External n/a 22 June 2020 n/a n/a
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Audit Committee Responsibility
The Audit Committee reports that the Department has not fully complied with the responsibilities arising from Section 38 (1) (a) (ii) of the Public Finance Management Act and Treasury Regulation 3.1.13. The Department had an Audit Committee up to 31 July 2019, as the term of the Committee had expired. The Department had undertaken recruitment processes for a new Committee but due to unforeseen circumstances, the new Committee was only appointed with effect from 22 June 2020.
Due to the National Lockdown, the Auditor General granted Departments an extension for submission of the annual report from 31 May to 31 July 2020, hence certain oversight and reporting functions that would normally have been done prior to 31 May were extended to 31 July 2020. Accordingly, the new Audit Committee was in a position to review year-end reports of the department for the 2019/2020 year and provide some level of oversight.
This Audit Committee report is presented based on the information provided above.
The Effectiveness of Internal Control
The effectiveness of the system of internal controls by the Audit Committee is informed by reports submitted by external audit, Internal Audit and management. The development and maintenance of an effective internal control system is the responsibility of management.
The Audit Committee has noted that there were no significantinternal control deficienciesthat had been raised in the previous year audit report of the Auditor General. However, the Committee recommended that matters raised in the Management Report of the Auditor General in the previous year as well as internal audit reports should be addressed. Management has expressed its commitment in dealing with these issues through the implementation and monitoring of audit intervention plans.
The Committee is satisfied that a system of internal controls has been put in place by the Department and that these controls have functioned as partially effective during the period under review. The Audit Committee and the Department are aware that there is a need for improvement in the internal controls and the adherence to these controls within certain areas. The Audit Committee is committed to assisting the department in this regard.
Internal Audit
A risk assessment was carried out during the year under review and the internal audit plan was developed based on this risk assessment. Certain weaknesses were identifiedand reported upon by Internal Audit, these weaknesses were reported to, and discussed with management.
The following areas were covered by Internal Audit during the year under review:
AFS Review Safety Promotion
Performance Information Monitoring and Evaluation
In Year Monitoring Governance
Asset management Culture Change Review
Supply Chain Management Information and Technology
Human Resources Finance
Policy and Research Safety Patrollers review
Safety, Health & Environment Risk Management Review
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The following are still areas of concern, although management has made some progress in terms of addressing them: • The Website has been developed, however the Intranet as repository of documents still has to be enhanced. • Lack of capacity in certain key units like Risk Management, Security Management, Strategic Management, Policy & Research and District offices. • Governance of Information Technology remains a concern and requires intervention. • The establishment of a disaster recovery testing site to test the implementation of disaster recovery and business continuity still poses a challenge. • Unassured risks
In terms of its charter, the committee is required to escalate any potential unassured risks to the Accounting Officer. Accordingly the following unassured risks have been brought to the attention of the Acting Accounting Officer: • The delay in the approval by Office of the Premier of the revised departmental structure which may impact on the resources of the department ultimately impacting on its mandate and service delivery. • The lack of funding to implement the Civilian Secretariat of Police Services Act which may impact on the effective implementation of the Act.
In-Year Management and Monthly/Quarterly Report
Due to there being no Audit Committee in place to provide quarterly oversight for the year under review, the new Audit Committee has noted the Internal Audit reports on reviews of content and quality of in-year monitoring reports prepared and issued by the Department during the year under review, in compliance with the statutory reporting framework. The Committee noted the issues raised with management in respect of these reports and recommendations made.
Evaluation of Financial Statements and Performance Information
The Audit Committee has reviewed and discussed the audited financial statements for 2019/20 financial year with management. We have:
• Reviewed and discussed, with the Accounting Officer, the audited annual financial statements and annual performance information report which are included in the departmental annual report; • Reviewed the department’s compliance with legal and regulatory provisions and whether the AFS have been prepared in accordance with the Preparation Guide and Specimen Financial Statements issued by National Treasury; • During the review of the financial statements the committee: - Made enquiries into abnormal and significant transactions; - Obtained reasonable explanations for variances between the financial statements and budgeted amounts; - Reviewed any new or proposed legislation that may have a material impact on policies, the financial statements and disclosures therein; - Enquired from management about the completeness of the contingent liabilities including claims against the department; and - Made enquiries into the adequacy, reliability and completeness of supporting information for these financial statements. - Enquired from management and obtained assurance from management about the sufficiency and appropriateness of audit evidence.
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Auditor General’s Report
The Committee has reviewed the department’s implementation plan for audit issues raised in the prior year. The Committee is satisfied with the plan and have made recommendations to management as considered appropriate. We concur with and accept the opinion of the AGSA on the financial statements of the department for the year ended 31 March 2020. The Committee would also like to congratulate the department on maintaining its clean audit opinion status for the fifth successive year.
Appreciation
The Committee would like to take this opportunity of expressing its sincere appreciation to the Member of Executive Council, Head of Department, the management of the Department, Internal Audit and the AGSA for their support and co- operation.
______Ms T Cumming Chairperson of the Audit Committee Department of Safety & Liaison 31 October 2020
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13. 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 applied any relevant Code of Good Practice (B-BBEE Certificate Levels 1 – 8) with regards to the following: Discussion Response Criteria (include a discussion on your response and indicate what measures have Yes / No been taken to comply) Determining qualification criteria for No N/A the issuing of licences, concessions or other authorisations in respect of economic activity in terms of any law? Developing and implementing a Yes The Department has an approved Supply Chain Management Policy and preferential procurement policy? Standard Operating Procedure at its disposal which captures the significance of the preferential procurement in order to advance previously disadvantaged groups. All procurement above R29 999,99 threshold value are evaluated on both Price and Preference Points/ Broad Black Based Economic Empowerment(B- BBEE) as required by both the Preferential Procurement Policy Framework Act No.5 of 2000, Preferential procurement Regulation , 2017 and Broad Black Based Economic Empowerment Act No. 53 of 2003. The department had also enforced the consideration of B-BBEE Status amongst other measures to resolve on price deadlocks/ ties regardless of the procurement value. Determining qualification criteria for No N/A the sale of state-owned enterprises? Developing criteria for entering into No N/A partnerships with the private sector? Determining criteria for the awarding No N/A of incentives, grants and investment schemes in support of Broad Based Black Economic Empowerment?
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PART D: HUMAN RESOURCE MANAGEMENT
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1. INTRODUCTION
The human resource function is to provide employees with the capabilities to manage and create management systems in order to achieve long term departmental goals and plans. Human resource management can be defined as the effective management of people in an organization. Human resources helps to bridge the gap between employees’ performance and organisation’s strategic objectives.
The department plays a significantrole in ensuring that people of the Eastern Cape are and feel safe. It is also mandated to oversee the South African Police Service (SAPS) thus, seeks to promote police accountability and good police relations in pursuance of the strategic focus areas contained in the National Development Plan and Provincial Development Plan. 2. OVERVIEW OF HUMAN RESOURCES
The Human Resources Directorate within the department comprises of (5) sub-sections which are: • Human Resource Administration (Appointments, Conditions of service, Employment equity); • Human Resource Development (Training and Development, PMDS, Internship and Learnership programmes and career management); • Employee Health & Wellness Program ( 4 Pillars of Wellness); • Organisational Development, Human Resources Planning & Practices; and • Employee Relations.
The department has a total number of 305 positions on the approved post establishment, and only 148 funded posts. The total number of filled posts at the end of March 2020 is 137, inclusive of two (2) contract employees. During 2019/20 financial year, the department had an approved Annual Recruitment Plan which .comprised of sixteen vacant funded posts. A project plan outlining turnaround times to fill the vacancies was presented to Provincial Committee Management Team (PCMT).
The Human Resources Directorate has vibrant partnership with a variety of social partners such as, Technical, Vocation, Education and Training (TVET) colleges, National Youth Development Agency (NDYA), Eastern Cape Brail Institute, Buddas-Light International, Health Care providers, and Higher Education institutions (HEI’s ).
Consequent to these strategic partnerships, the department managed to secure more than 25 wheelchairs and more than 100 crutches from Buddas-Light International. These assistive devices were distributed to more than 150 people with disability from the Dimbaza Township. The initiative was appreciated and welcome by the poorest of the poor.
Within Human Resources Management Directorate there, are five (05) governing structures, they are Integrated Human Resources Management Forum, Labour Management Forum, Occupational Health and Safety Forum, Moderating Committee and Job Evaluation Committee.
Employee Wellness committee reviewed its terms of reference during the financial year and a SHERQ Committee was established after appointment letters were issued to all legal appointees. Rollouts were done in three districts. In the third quarter the department hosted an integrated wellness outdoor event with the aim of establishing integration and working relations amongst departments that are in the security cluster. The following departments participated in the event: South African Police Services, South African National Defence, Department of Correctional Services, Department of Transport and Department of Safety and Liaison.
The department has a functional Employment Equity Forum which sits on a quarterly basis in order to monitor implementation of employment equity targets in the department. Employment Equity recommendations assisted the department in achieving 2.3% of officials with disabilities.
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The department developed a Workplace Skills Plan (WSP) that was approved by the Public Services Seta (PSETA). The department is consistent in ensuring that its work force is well capacitated as a result officials were trained on Occupational Health and Safety, Disability Management and leadership development. The department is continuing to provide bursaries to its internal officials, for career development purposes and improve the qualification outlook of the department.
The department is committed in ensuring that gaps/ challenges identified in South African Police Services are addressed by facilitating training/ capacity building within SAPS using the existing partnership of the department with NYDA. Two (200) SAPS Cadets were trained during the year.
The department further exposed learners with Safety in Society qualifications from the surrounding TVET Colleges into policing matters by placing Work Integrated Learners in the police stations and within Community Safety Program in the department. . 3. HUMAN RESOURCES OVERSIGHT STATISTICS 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; and • 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
Professional Personnel Average Total Personnel Training and special expenditure personnel Programme expenditure expenditure expenditure services as a % cost per (R’000) (R’000) (R’000) expenditure of total employee (R’000) expenditure (R’000)
Administration 57 700 43 142 822 200 74% 591
Provincial 47 031 32 732 0 0 69% 511 Secretariat for Police Services
Total 104 731 75 874 822 200 72% 554
Table 3.1.2 Personnel costs by salary band for the period 1 April 2019 and 31 March 2020
Personnel Average personnel % of total Salary band expenditure No. of employees cost per employee personnel cost (R’000) (R’000)
01 Lower skilled (Levels 1 769 2,3% 11 161 1-2)
02 Skilled (Levels 3-5) 5 623 7,4% 22 256
03 Highly skilled 21 524 28,4% 48 448 production (Levels 6-8)
04 Highly skilled 31 633 41,7% 42 753 supervision (Levels 9-12)
05 Senior management 13 367 17,6% 10 1 336 (Levels >= 13)
12 Contract (Levels 6-8) 270 0,4% 0 0
13 Contract (Levels 1 571 2,1% 2 786 9-12)
18 Contract Other 117 0,2% 2 59
TOTAL 75 874 100,0% 137 554
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Table 3.1.3 Salaries, Overtime, Home Owners Allowance and Medical Aid by programme for the period 1 April 2019 and 31 March 2020
Home Owners Salaries Overtime Medical Aid Allowance Medical Salaries Overtime HOA as Programme aid as Amount as a % of Amount as a % of Amount a % of Amount a % of (R’000 personnel (R’000) personnel (R’000) personnel (R’000) personnel costs costs costs costs PROGRAMME 35 816,00 47% 774 1,0% 1016 1,3% 1672 2,2% 1: ESL: ADMINISTRATION PROGRAMME 27 531,00 36% 199 0,3% 684 0,9% 1346 1,8% 2: ESL:CIVILIAN OVERSIGHT TOTAL 63 347,00 83% 973,00 1,3% 1700 2,2% 3018 4,0%
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
Home Owners Salaries Overtime Medical Aid Allowance Medical Salaries Overtime HOA as Salary band aid as Amount as a % of Amount as a % of Amount a % of Amount a % of (R’000 personnel (R’000) personnel (R’000) personnel (R’000) personnel costs costs costs costs 01 Lower 1 284,00 72,50 0,00 0,00 149,00 8,40 157,00 8,90 skilled (Levels 1-2) 02 Skilled 4 028,00 71,30 180,00 3,20 343,00 6,10 493,00 8,70 (Levels 3-5) 03 Highly 16 701,00 77,20 467,00 2,20 724,00 3,30 1 561,00 7,20 skilled production (Levels 6-8) 04 Highly 27 215,00 81,40 326,00 1,00 386,00 1,20 691,00 2,10 skilled supervision (Levels 9-12) 05 Senior 12 148,00 84,40 0,00 0,00 96,00 0,70 111,00 0,80 management (Levels >= 13) 12 Contract 253,00 93,70 0,00 0,00 0,00 0,00 0,00 0,00 (Levels 6-8) 13 Contract 1601,00 85,30 0,00 0,00 2,00 0,10 6,00 0,30 (Levels 9-12) 18 Contract 117,00 98,30 0,00 0,00 0,00 0,00 0,00 0,00 Other TOTAL 63 347,00 80,00 973,00 1,20 1 700,00 2,10 3 018,00 3,80 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).
Departments have identified critical occupations that need to be monitored. In terms of current regulations, it is possible to create a post on the establishment that can be occupied by more than one employee. Therefore, the vacancy rate reflects the percentage of posts that are not filled.
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Table 3.2.1 Employment and vacancies by programme as on 31 March 2020
Number of Number of posts Number of posts employees Programme on approved Vacancy Rate (%) filled additional to the establishment establishment
Programme 1 81 74 6.1 0
Programme 2 67 61 8.9 2
Total 148 135 7.4 2
Table 3.2.2 Employment and vacancies by salary band as on 31 March 2020
Number of Number of posts Number of posts employees Salary band on approved Vacancy Rate (%) filled additional to the establishment establishment
Lower skilled ( 1-2) 11 11 0 2
Skilled(3-5) 24 22 8.3 0
Highly skilled 55 48 12.7 0 production (6-8)
Highly skilled 45 42 6.6 0 supervision (9-12)
Senior management 13 12 7.6 0 (13-16)
Total 148 135 7.4 2
Table 3.2.3 Employment and vacancies by critical occupations as on 31 March 2020
Number of Number of posts Number of posts employees Critical occupation on approved Vacancy Rate filled additional to the establishment establishment
Programme 1 81 74 6-1 0
Programme 2 67 61 9 2
Total 148 135 7.4 2
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.
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Table 3.3.1 SMS post information as on 31 March 2020
Total number Total number Total number of % of SMS posts % of SMS posts SMS Level of funded SMS of SMS posts SMS posts filled filled vacant posts vacant Director- 1 0 0 1 7.7 General/ Head of Department Salary Level 16 0 0 0 0 0 Salary Level 15 0 0 0 0 0 Salary Level 14 3 3 100 0 0 Salary Level 13 9 9 100 0 0 Total 13 12 92.3 1 7.7
Table 3.3.2 SMS post information as on 30 September 2019
Total number Total number Total number of % of SMS posts % of SMS posts SMS Level of funded SMS of SMS posts SMS posts filled filled vacant posts vacant Director- 1 0 0 1 7.7 General/ Head of Department Salary Level 16 0 0 0 0 0 Salary Level 15 0 0 0 0 0 Salary Level 14 3 3 100 0 0 Salary Level 13 9 8 61.5 1 7.7 Total 13 11 84.6 2 15.4
Table 3.3.3 Advertising and filling of SMS posts for the period 1 April 2019 and 31 March 2020
Advertising Filling of Posts SMS Level Number of vacancies per Number of vacancies per Number of vacancies per level level advertised in 6 months level filled in 6 months of not filled in 6 months but filled of becoming vacant becoming vacant in 12 months Director- 0 0 0 General/ Head of Department Salary Level 16 0 0 0 Salary Level 15 0 0 0 Salary Level 14 0 0 0 Salary Level 13 1 1 1 Total 1 1 1
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 months The process of filling the post of Head of Department is done by the Office of the Premier
Reasons for vacancies not filled within twelve months The process of filling the post of Head of Department is done by the Office of the Premier
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Table 3.3.5 Disciplinary steps taken for not complying with the prescribed timeframes for filling SMS posts within 12 months for the period 1 April 2019 and 31 March 2020
Reasons for vacancies not filled within six months None
Reasons for vacancies not filled within six months None 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
Number of % of posts Posts Upgraded Posts downgraded Number posts on evaluated Salary band of Jobs approved by salary % of posts % of posts Evaluated Number Number establishment bands evaluated evaluated Lower Skilled 11 0 0 0 0 0 0 (Levels1-2) Skilled (Levels 3-5) 24 0 0 0 0 0 0 Highly skilled 55 0 0 0 0 0 0 production (Levels 6-8) Highly skilled 45 0 0 0 0 0 0 supervision (Levels 9-12) Senior Management 9 0 0 0 0 0 0 Service Band A Senior Management 3 0 0 0 0 0 0 Service Band B Senior Management 0 0 0 0 0 0 0 Service Band C Senior Management 1 0 0 0 0 0 0 Service Band D Total 148 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 Total Female 0 0 0 0 0 Male 0 0 0 0 0 Total 0 0 0 0 0
Employees with a disability 0
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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
Number of Remuneration Occupation Job evaluation level Reason for deviation employees level 0 0 0 0 0 Total number of employees whose salaries exceeded the level determined by job evaluation 0 Percentage of total employed 0
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 Total Female 0 0 0 0 0 Male 0 0 0 0 0 Total 0 0 0 0 0 Employees with a disability 0 0 0 0 0
Total number of Employees whose salaries exceeded the grades determine by job evaluation None 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
Number of Appointments Terminations employees at and transfers and transfers Salary band Turnover rate beginning of into the out of the period-1 April 2019 department department Lower skilled ( Levels 1-2) 10 1 0 0 Skilled (Levels3-5) 20 4 0 0 Highly skilled production (Levels 6-8) 49 3 5 10.2 Highly skilled supervision (Levels 9-12) 40 7 5 12.5 Senior Management Service Bands A 7 2 0 0 Senior Management Service Bands B 3 0 0 0 Senior Management Service Bands C 0 0 0 0 Senior Management Service Bands D 0 0 0 0 Contracts 8 2 8 100 Total 137 19 18 13.1
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Table 3.5.2 Annual turnover rates by critical occupation for the period 1 April 2019 and 31 March 2020
Number of Appointments and Terminations and employees at Critical occupation transfers into the transfers out of the Turnover rate beginning of period- department department April 2019 Programme 1 74 8 11 16.1 Programme 2 63 11 7 11,8 TOTAL 137 19 18 13.1
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 Resignations Death 0 0 Resignation 6 33.3 Expiry of contract 10 55.6 Dismissal – operational changes 0 0 Dismissal – misconduct 0 0 Dismissal – inefficiency 0 0 Discharged due to ill-health 0 0 Retirement 0 0 Transfer to other Public Service Departments 2 11.1 Other 0 0 Total 18 100 Total number of employees who left as a % 13.1 of total employment
Table 3.5.4 Promotions by critical occupation for the period 1 April 2019 and 31 March 2020
Salary level Progressions to Notch Promotions to Employees promotions as a another notch progression as a Occupation another salary 1 April 2019 % of employees within a salary % of employees level by occupation level by occupation Programme 1 74 2 2.7 35 47.3 Programme 2 63 3 4.7 46 73.1 TOTAL 137 5 3.6 81 59.1
Table 3.5.5 Promotions by salary band for the period 1 April 2019 and 31 March 2020
Salary bands Progressions to Notch Promotions to Employees promotions as a another notch progression as a Salary Band another salary 1 April 2019 % of employees within a salary % of employees level by salary level level by salary bands Lower skilled 11 0 0 4 36.3 ( Levels 1-2) Skilled 22 0 0 11 50% (Levels3-5) Highly skilled 48 2 4.2 32 66.7% production (Levels 6-8) Highly skilled 42 0 0 30 71.4% supervision (Levels 9-12) Senior 12 2 16.7 0 0 Management (Level 13-16) Total 135 4 3 77 57.0%
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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 2020
Occupational Male Female Total category African Coloured Indian White African Coloured Indian White Legislators, senior 3 1 2 1 5 0 0 0 12 officials and managers Professionals 17 1 0 0 16 2 0 0 36 Technicians 17 0 1 0 32 3 0 1 54 and associate professionals Clerks 6 0 0 0 10 0 0 0 16 Service and sales 0 0 0 0 0 0 0 0 0 workers Skilled agriculture 0 0 0 0 0 0 0 0 0 and fishery workers Craft and related 0 0 0 0 0 0 0 0 0 trades workers Plant and 0 0 0 0 0 0 0 0 0 machine operators and assemblers Elementary 5 0 0 0 13 1 0 0 19 occupations Employees with 2 0 0 0 1 0 0 0 3 disabilities Total 48 2 3 1 74 6 0 1 137
Table 3.6.2 Total number of employees (including employees with disabilities) in each of the following occupational bands as on 31 March 2020
Occupational Male Female Total band African Coloured Indian White African Coloured Indian White Top 0 0 0 0 0 0 0 0 0 Management Senior 3 1 2 1 5 0 0 0 12 Management Professionally 17 1 0 0 16 2 0 0 36 qualified and experienced specialists and mid- management Skilled technical 17 0 1 0 32 3 0 1 54 and academically qualified workers, junior management, supervisors, foreman and superintendents Semi-skilled and 9 0 0 0 13 0 0 0 22 discretionary decision making Unskilled and 2 0 0 0 8 1 0 0 11 defined decision making EPWP Contract 0 0 0 0 2 0 0 0 2 Total 48 2 3 1 74 6 0 1 137
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Table 3.6.3 Recruitment for the period 1 April 2019 to 31 March 2020
Occupational Male Female Total band African Coloured Indian White African Coloured Indian White
Top 0 0 0 0 0 0 0 0 0 Management
Senior 1 0 0 0 1 0 0 0 2 Management
Professionally 2 0 0 0 2 0 0 0 4 qualified and experienced specialists and mid- management
Skilled 3 0 0 0 4 0 0 0 7 technical and academically qualified workers, junior management, supervisors, foreman and superintendents
Semi-skilled and 2 0 0 0 2 0 0 0 4 discretionary decision making
Unskilled and 0 0 0 0 1 0 0 0 1 defined decision making
Employees with 0 0 0 0 1 0 0 0 1 disabilities
Total 8 0 0 0 11 0 0 0 19
Table 3.6.4 Promotions for the period 1 April 2019 to 31 March 2020
Male Female Occupational band Total African Coloured Indian White African Coloured Indian White Top Management 0 0 0 0 0 0 0 0 0 Senior Management 0 0 0 0 1 0 0 0 1 Professionally 0 0 0 0 1 0 0 0 1 qualified and experienced specialists and mid- management Skilled technical 1 0 0 0 2 0 0 0 3 and academically qualified workers, junior management, supervisors, foreman and superintendents Semi-skilled and 0 0 0 0 0 0 0 0 0 discretionary decision making Unskilled and defined 0 0 0 0 0 0 0 0 0 decision making Employees with 0 0 0 0 0 0 0 0 0 disabilities Total 1 0 0 0 4 0 0 0 5
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Table 3.6.5 Terminations for the period 1 April 2019 to 31 March 2020
Male Female Occupational band Total African Coloured Indian White African Coloured Indian White
Top Management 0 0 0 0 0 0 0 0 0
Senior Management 0 0 0 0 0 0 0 0 0
Professionally 2 0 0 0 3 0 0 0 5 qualified and experienced specialists and mid- management
Skilled technical 4 0 0 0 1 0 0 0 5 and academically qualified workers, junior management, supervisors, foreman and superintendents
Semi-skilled and 0 0 0 0 0 0 0 0 0 discretionary decision making
Unskilled and defined 0 0 0 0 0 0 0 0 0 decision making
Contracts 1 0 0 0 7 0 0 0 8
Employees with 0 0 0 0 0 0 0 0 0 Disabilities
Total 6 0 0 0 4 0 0 0 18
Table 3.6.6 Disciplinary action for the period 1 April 2019 to 31 March 2020
Male Female Disciplinary action Total African Coloured Indian White African Coloured Indian White
Absent without 0 1 0 0 0 0 0 0 1 authority
Negligence whilst 1 0 0 0 0 0 0 0 1 driving state vehicle
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Table 3.6.7 Skills development for the period 1 April 2019 to 31 March 2020
Occupational Male Female Total category African Coloured Indian White African Coloured Indian White
Legislators, senior 0 0 0 0 0 0 0 0 0 officials and managers
Professionals 8 0 0 0 10 2 0 0 20
Technicians 2 0 0 0 0 0 0 0 2 and associate professionals
Clerks 2 0 0 0 5 1 0 1 9
Service and sales 0 0 0 0 0 0 0 0 0 workers
Skilled agriculture 0 0 0 0 0 0 0 0 0 and fishery workers
Craft and related 0 0 0 0 0 0 0 0 0 trades workers
Plant and machine 0 0 0 0 0 0 0 0 0 operators and assemblers
Elementary 0 0 0 0 0 0 0 0 0 occupations
Employees with 0 0 0 0 0 0 0 0 0 disabilities
Total 12 0 0 0 15 3 0 1 31
3.7 Signing of Performance Agreements by SMS Members
All members of the SMS must conclude and sign performance agreements within specifictimeframes. 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 March 2020
Signed performance Total number of Total number of Total number of SMS agreements as % of SMS Level signed performance funded SMS posts members total number of SMS agreements members Head of 1 0 0 0 Department (Salary Level 15) Salary Level 14 3 3 3 100 Salary Level 13 9 9 9 100 Total 13 12 12 92.3
Table 3.7.2 Reasons for not having concluded Performance agreements for all SMS members as on 31 March 2020
Reasons The post of Head of Department was vacant and the acting incumbent in that position signed performance contract of a Chief Director.
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Table 3.7.3 Disciplinary steps taken against SMS members for not having concluded Performance agreements as on 31 March 2020
Reasons
SMS members signed the performance agreements
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 2019 to 31 March 2020
Beneficiary Profile Cost Race and Gender Number of Number of % of total within Cost Average cost beneficiaries employees group (R’000) per employee African Male 13 41 31.70 279 21 Female 33 67 49.3 632 19 Asian Male 0 0 0 0 0 Female 0 0 0 0 0 Coloured Male 1 2 50 24 24 Female 5 5 100 93 18 White Male 0 0 0 0 0 Female 1 1 100 19 19 Total 53 119 44 1 047 19
Table 3.8.2 Performance Rewards by salary band for personnel below Senior Management Service for the period 1 April 2019 to 31 March 2020
Beneficiary Profile Cost Total cost as % of total a % of the Salary band Number of Number of Total Cost Average cost within salary total personnel beneficiaries employees (R’000) per employee bands expenditure Lower 4 10 40 29 16 1.6 Skilled (Levels 1-2) Skilled (level 5 20 40 54 34 0.9 3-5) Highly 23 44 52 378 381 1.7 skilled production (level 6-8) Highly 21 35 60 586 616 1.8 skilled supervision (level 9-12) Total 53 109 49 1 047 1 047 1.4
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Table 3.8.3 Performance Rewards by critical occupation for the period 1 April 2019 to 31 March 2020
Beneficiary Profile Cost Critical occupation Number of Number of % of total within Total Cost Average cost beneficiaries employees occupation (R’000) per employee Programme 1 30 58 52.63 537 17 900 Programme 2 23 61 37.09 510 22 173 Total 53 119 44.53 1 047 19 754
Table 3.8.4 Performance related rewards (cash bonus), by salary band for Senior Management Service for the period 1 April 2019 to 31 March 2020
Beneficiary Profile Cost Total cost as % of total a % of the Salary band Number of Number of Total Cost Average cost within salary total personnel beneficiaries employees (R’000) per employee bands expenditure Band A 1 9 14.28 31 529.70 31 529.70 100 Band B 0 3 0 0 0 0 Band C 0 0 0 0 0 0 Band D 0 0 0 0 0 0 Total 1 12 14.28 31 529.70 31 529.70 100% 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
01 April 2019 31 March 2020 Change Salary band Number % of total Number % of total Number % Change Lower skilled 0 0 0 0 0 0 Highly skilled 0 0 0 0 0 0 production (Lev. 6-8) Highly skilled 0 0 0 0 0 0 supervision (Lev. 9-12) Contract (level 0 0 0 0 0 0 9-12) Contract (level 0 0 0 0 0 0 13-16) Total 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 01 April 20YY 31 March 20ZZ Change occupation Number % of total Number % of total Number % Change 0 0 0 0 0 0 0
82 83 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
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
Number of % of total % Days with Average Employees employees Estimated Salary band Total days Medical days per using sick using sick Cost (R’000) certification employee leave leave Lower Skills (Level 1-2) 35 80 8 6.6 4 20.00 Skilled (levels 3-5) 202 71.3 25 20.7 8 186.00 Highly skilled production 444 80.9 47 38.8 9 693.00 (levels 6-8) Highly skilled supervision 192 67.7 29 24 7 572.00 (levels 9 -12) Top and Senior 138 97.1 10 8.3 14 574.00 management (levels 13-16) Other 7 42.9 2 1.7 4 2.00 Total 1018 78.4 121 100 8 2046.00
Table 3.10.2 Disability leave (temporary and permanent) for the period 1 January 2019 to 31 December 2019
Number of % of total % Days with Employees employees Average Estimated Salary band Total days Medical using using days per Cost (R’000) certification disability disability employee leave leave Lower skilled (Levels 1-2) 0 0 0 0 0 0 Skilled (Levels 3-5) 0 0 0 0 0 0 Highly skilled production 0 0 0 0 0 0 (Levels 6-8) Highly skilled supervision 0 0 0 0 0 0 (Levels 9-12) Senior management 0 0 0 0 0 0 (Levels 13-16) Total 0 0 0 0 0 0
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.
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Table 3.10.3 Annual Leave for the period 1 January 2019 to 31 December 2019
Number of Employees Average per Salary band Total days taken using annual leave employee Lower skilled (Levels 1-2) 219 11 19.9 Skilled Levels 3-5) 460 22 20.9 Highly skilled production (Levels 6-8) 1 134 48 23.6 Highly skilled supervision(Levels 9-12) 1 020 42 24.3 Senior management (Levels 13-16) 291 12 24.3 Contract (Levels 6-8) 14 1 14 Other 74 9 8.2 Total 3 212 145 22.2
Table 3.10.4 Capped leave for the period 1 January 2019 to 31 March 2020
Number of Average number Average capped Total days of Salary band Employees using of days taken per leave per employee capped leave taken capped leave employee as on 31 March 2020 Lower skilled 0 0 0 0 (Levels 1-2) Skilled Levels 3-5) 0 0 0 138 Highly skilled production (Levels 6-8) 0 0 0 24.1 Highly skilled supervision(Levels 9-12) 0 0 0 80 Senior management (Levels 13-16) 0 0 0 45 Total 0 0 0 60
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
Total amount Number of Average per Reason (R’000) employees employee (R’000) Leave pay out for 20XX/YY due to non-utilisation of leave for the 0 0 0 previous cycle Capped leave pay-outs on termination of service for 2019-2020 71 290.35 1 71 290.35 Current leave pay out on termination of service for 2019-2020 74 568.70 1 74 568.70 Total 145 759.05 2 72 879.52
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 Key steps taken to reduce the risk contracting HIV & related diseases (if any) No categories of employees have been identified Wellness programmes are conducted as planned.
84 85 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
Table 3.11.2 Details of Health Promotion and HIV/AIDS Programmes (tick the applicable boxes and provide the required information)
Question Yes No Details, if yes
1. Has the department designated a member of the SMS X The Acting Chief Director : Corporate Services Ms Nomfundo to implement the provisions contained in Part VI E of Mahonga and Acting Director: HRM Ms Nomandla Zuma Chapter 1 of the Public Service Regulations, 2001? If so, provide her/his name and position.
2. Does the department have a dedicated unit or has it X Assistant Director: Employee Health and Wellness. 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. Number of Employees: Three (Director, Deputy Director and Assistance Director).
Budget: Employees Health and Wellness budget is within HR Utilized R46 869 for psychological services rendered by ICAS
3. Has the department introduced an Employee X The department organised 2 wellness days wherein Health Assistance or Health Promotion Programme for your Promotion Programs and interventions were observed. employees? If so, indicate the key elements/services of this Programme. Employees participated in health screening sessions with GEMS and department of health
Financial Management skills sessions were also held during our Wellness Days with different financial service providers such as Old Mutual, Metropolitan, Sanlam and others
Physical activities were also organised where soccer and netball teams participated in sport activities on Wednesdays
4. Has the department established (a) committee(s) X Ms Nomfundo Mahonga as contemplated in Part VI E.5 (e) of Chapter 1 of the Ms Pumla Nqakula Public Service Regulations, 2001? If so, please provide Ms Noxolo Makapela the names of the members of the committee and the Mr Monwabisi Mathumbu stakeholder(s) that they represent. Ms Nwabisa Libala Mr Fikile Hintsa Mr Mncedisi Boma Mr Lungisile Mgidi Mr Aluwani Ramashau Mr Branton Jonas Ms Nomandla Zuma Ms Pamella Voorslag Mr Bafana Ndzwanana
5. Has the department reviewed its employment policies X TB/HIV/AID management policy and practices to ensure that these do not unfairly discriminate against employees on the basis of their HIV Health and Productivity management policy status? If so, list the employment policies/practices so reviewed. Safety, Health, Environment, Risk and Quality Management Policy
Wellness Management Policy
6. Has the department introduced measures to protect X The TB, HIV & AIDS management policy which assist in HIV-positive employees or those perceived to be HIV- discouraging discrimination and promotes support to people positive from discrimination? If so, list the key elements of affected and infected by HIV/Aids, TB and STI’s these measures.
7. Does the department encourage its employees to X When EHW programs are conducted employees are undergo Voluntary Counselling and Testing? If so, list the encouraged to do voluntary testing as a result no case has results that you have you achieved. been reported of employee discriminated
8. Has the department developed measures/indicators X Quarterly reports are submitted to DPSA and OTP as well to monitor & evaluate the impact of its health promotion as the System Monitoring Tools submitted on Readiness programme? If so, list these measures/indicators. Assessment by September annually
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3.12 Labour Relations
Table 3.12.1 Collective agreements for the period 1 April 2019 and 31 March 2020
• If there were no agreements, keep the heading and replace the table with the following:
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 Corrective counselling 0 0 Verbal warning 0 0 Written warning 0 0 Final written warning 1 50 Suspended without pay 1 50 Fine 0 0 Demotion 0 0 Dismissal 0 0 Not guilty 0 0 Case withdrawn 0 0 Total 2 100
Total number of disciplinary hearings finalised 2
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 total Absent without authority 1 50% Negligence whilst driving state vehicle 1 50% Total 2 100%
Table 3.12.4 Grievances logged for the period 1 April 2019 and 31 March 2020
Grievances Number % of Total Number of grievances resolved 3 50% Number of grievances not resolved 3 50% Total number of grievances lodged 6 100%
Table 3.12.5 Disputes logged with Councils for the period 1 April 2019 and 31 March 2020
Disputes Number % of Total Number of disputes upheld 1 100% Number of disputes dismissed 0 0 Total number of disputes lodged 1 100%
Table 3.12.6 Strike actions for the period 1 April 2019 and 31 March 2020
Total number of persons working days lost 0 Total costs working days lost 0 Amount 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 0 Number of people who’s suspension exceeded 30 days 0 Average number of days suspended 0 Cost of suspension(R’000) 0
86 87 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
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
Training needs identified at start of the reporting Number of period employees Skills Occupational category Gender Other as at 1 April Programmes Learnership forms of Total 2019 & other short training courses
Legislators, senior officials Female 5 0 0 0 0 and managers Male 7 0 0 0 0
Female 5 0 2 0 2 Professionals Male 7 0 2 0 2
Technicians and associate Female 17 0 11 3 14 professionals Male 12 0 5 0 5
Female 13 0 10 4 14 Clerks Male 9 0 4 0 4
Service and sales workers Female 0 0 0 0 0
Male 0 0 0 0 0
Skilled agriculture and Female 29 0 22 2 24 fishery workers Male 18 8 8 0 8
Craft and related trades Female 0 0 0 0 0 workers Male 0 0 0 0 0
Plant and machine Female 0 0 0 0 0 operators and assemblers Male 0 0 0 0 0
Female 9 0 5 2 7 Elementary occupations Male 2 0 1 0 1
Female 80 0 20 11 31 Sub Total Male 55 0 60 11 73
Total 135 0 80 22 104
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Table 3.13.2 Training provided for the period 1 April 2019 and 31 March 2020
Training provided within the financial year 2019/20 Number of Skills Occupational employees Other Gender Programmes category as at 1 April Learnership forms of Total & other short 2019 training courses
Legislators, senior Female 5 0 0 0 0 officials and managers Male 7 0 0 0 0
Female 5 0 12 0 12 Professionals Male 7 0 8 0 8
Technicians Female 17 0 0 0 0 and associate professionals Male 12 2 0 2
Female 13 0 6 0 6 Clerks Male 9 0 3 0 3
Service and sales Female 0 0 0 0 0 workers Male 0 0 0 0 0
Skilled agriculture and Female 29 0 0 0 0 fishery workers Male 18 0 0 0 0
Craft and related Female 0 0 0 0 0 trades workers Male 0 0 0 0 0
Plant and machine Female 0 0 0 0 0 operators and assemblers Male 0 0 0 0 0
Elementary Female 9 0 0 0 0 occupations Male 2 0 0 0 0
Female 80 0 0 0 0 Sub Total Male 55 0 0 0 0
Total 135 0 31 31
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 total Required basic medical attention only 0 0 Temporary Total Disablement 0 0 Permanent Disablement 0 0 Fatal 0 0 0 0
88 89 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
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 3.15.1 Report on consultant appointments using appropriated funds for the period 1 April 2019 and 31 March 2020
Total number of consultants Duration Contract value in Project title that worked on project (work days) Rand SOMA 1 365 35 000 ICAS 1 122 42 000 SAQA 1 365 12 000
Total duration Total contract value in Total number of projects Total individual consultants Work days Rand SOMA 1 365 35 000 ICAS 1 122 42 000 SAQA 1 365 12 000
Table 3.15.2 Analysis of consultant appointments using appropriated funds, in terms of Historically Disadvantaged Individuals (HDIs) for the period 1 April 2019 and 31 March 2020
Number of consultants Percentage ownership by Percentage management Project title from HDI groups that work HDI groups by HDI groups on the project 0 0 0 0 0 0 0 0
Table 3.15.3 Report on consultant appointments using Donor funds for the period 1 April 2019 and 31 March 2020
Total Number of Duration Donor and contract value Project title consultants that worked (Work days) in Rand on project
0 0 0 0
Total individual Total duration Total contract value in Total number of projects consultants Work days Rand 0 0 0 0
Table 3.15.4 Analysis of consultant appointments using Donor funds, in terms of Historically Disadvantaged Individuals (HDIs) for the period 1 April 2019 and 31 March 2020
Number of consultants Percentage ownership by Percentage management Project title from HDI groups that work HDI groups by HDI groups on the project 0 0 0 0
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3.16 Severance Packages
Table 3.16.1 Granting of employee initiated severance packages for the period 1 April 2019 and 31 March 2020
Number of Number of Number of Number of applications applications Salary band applications packages approved referred to the supported by received by department MPSA MPSA
Lower skilled 0 0 0 0 (Levels 1-2)
Skilled Levels 3-5) 0 0 0 0
Highly skilled 0 0 0 0 production (Levels 6-8)
Highly skilled 0 0 0 0 supervision(Levels 9-12)
Senior 0 0 0 0 management (Levels 13-16)
Total 0 0 0 0
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PART E: FINANCIAL INFORMATION
91 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
92 93 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
Table of Contents
Appropriation Statement 92
Notes to the Appropriation Statement 102
Statement of Financial Performance 103
Statement of Financial Position 104
Statement of Changes in Net Assets 105
Cash Flow Statement 106
Notes to the Annual Financial Statements (including Accounting policies) 107
Annexures 129
93 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020 Actual Actual 101 344 Expenditure Expenditure 26 2018/19 2018/19 Final Final 50 989 50 927 101 516 101 490 101 344 Appropriation Appropriation % R'000 R'000 final 99.3 101 490 101 344 99.3 101 490 101 344 99.7 50 501 50 417 99.0 as % of as % of appropriation 768 768 156 612 Variance Expenditure 2019/20 Actual Actual 104 731 Expenditure Expenditure me 95 Final Final 105 594 105 499 104 731 Appropriation Appropriation - 105 499 104 731 - 105 499 104 731 342 58 312 57 700 Appropriation per program Virement for the year ended 31 March 2020 for the year ended 31 March 2019/20 APPROPRIATION STATEMENT APPROPRIATION - (342) 47 187 47 031 - - - Funds Shifting of R'000 R'000 R'000 R'000 R'000 R'000 47 529 57 970 105 499 105 499 Adjusted Appropriation Provincial Secretariat for Administration
TOTAL Subtotal 2. Police Services Programme 1. Reconciliation with statement of financial performance ADD Departmental receipts Actual amounts per statement of financial performance (total revenue) Actual amounts per statement of financial performance (total expenditure) TOTAL (brought forward)
94 95 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020 1 39 67 17 22 209 290 485 192 387 327 125 329 197 245 245 Actual expenditure 1 39 67 17 22 2018/19 209 290 485 192 387 327 125 329 203 280 280 Final Appropriation - - % R'000 R'000 as % of final appropriation - 100.0 - 100.0 1 158 1 158 - - 100.0 2 799 2 799 - 100.0 - 100.0 1 307 1 307 - 100.0 2 664 2 664 - 100.0 3 182 3 182 - 100.0 - 100.0 - 100.0 3 458 3 402 - 100.0 - - 100.0 - 100.0 - 100.0 - 100.0 - 100.0 - 100.0 28 322 28 259 - 100.0 5 911 5 910 - 100.0 - 100.0 - 100.0 5 150 5 150 - 100.0 - 100.0 37 99.6 9 307 9 307 156 99.8 99 247 99 184 156 99.8 70 925 70 925 119 99.8 61 618 61 618 Variance Expenditure - - 1 211 200 201 418 242 460 153 277 205 822 455 444 444 Actual Expenditure - - 1 211 200 201 418 242 460 153 277 205 822 455 444 444 Final Appropriation - - 1 545 1 545 - - 2 960 2 960 - - 2 728 2 728 - 3 622 3 622 - - - 1 808 1 808 - - - 102 680 102 524 ------(7) 9 898 9 861 (3) (49) 1 948 1 948 (37) 2 080 2 080 230 26 650 26 650 319 6 314 6 314 (230) 76 030 75 874 0 Virement for the year ended 31 March 2020 for the year ended 31 March 2019/2 - - 7 APPROPRIATION STATEMENT APPROPRIATION (7) 46 78 (29) (85) (42) (38) (18) 763 456 448 195 303 364 215 215 Funds (1 660) Shifting of - - 8 10 782 240 505 (305) 286 541 (123) 287 382 191 270 840 561 (106) 229 229 3 352 (392) 1 541 2 280 3 740 (118) 1 762 5 692 1 753 R'000 R'000 R'000 R'000 R'000 R'000 77 920 67 331 (976) (223) 66 132 66 013 10 589 (684) 25 023 1 397 102 943 (263) Adjusted Appropriation Salaries and wages Social contributions Administrative fees Advertising Minor assets Audit costs: External Bursaries: Employees Catering: Departmental activities Communication Computer services Consultants: Business and advisory services Legal services Contractors Fleet services Inventory: Other supplies Consumable supplies Consumable: Stationery, printing and office supplies Operating leases Property payments Transport provided: Departmental activity Travel and subsistence Training and development Operating payments Venues and facilities Compensation of employees Goods and services Households Appropriation per economic classification Economic classification Current payments Transfers and subsidies
95 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020 - - 15 245 461 - - 15 280 509 - - 100.0 - 100.0 1 439 1 439 - 1 97.4 1 97.4 612 74.2 1 948 1 900 611 73.8 1 948 1 900 611 21.7 768 99.3 101 490 101 344 - 38 38 444 169 104 731 - 39 39 444 780 - - - - 2 336 1 725 - 1 556 1 556 - - 2 375 1 763 - - 105 499 - - - - 48 48 (77) 215 125 - 39 39 229 655 2 327 2 288 1 633 105 499 Social benefits Other fixed structures Transport equipment Other machinery and equipment Buildings and other fixed structures Machinery and equipment Payments for capital assets Payments for financial assets TOTAL
96 97 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020 - 1 23 67 22 240 582 209 101 290 338 158 145 327 123 Actual 34 188 expenditure - 1 23 67 22 2018/19 240 582 209 101 290 338 158 145 327 123 Final 34 188 Appropriation - - % R'000 R'000 as % of final appropriation - 100.0 2 609 2 609 - 100.0 9 985 9 972 - 100.0 - 100.0 5 014 5 014 - 100.0 - 100.0 - - 100.0 - 100.0 - 100.0 - 100.0 1 746 1 746 - 100.0 3 182 3 182 - 100.0 - 100.0 - 100.0 - - 100.0 - 100.0 50 733 50 726 - 100.0 - 100.0 39 202 39 202 - 100.0 - 100.0 - 100.0 - 100.0 11 531 11 524 212 99.0 19 986 19 943 400 98.3 18 409 18 403 612 99.0 50 989 50 927 Variance Expenditure - - 1 86 80 54 988 211 200 201 159 206 399 277 Actual Expenditure - - 1 86 80 54 988 211 200 201 159 206 399 277 Final 43 142 43 142 37 608 37 608 Appropriation - 2 617 2 617 - 10 497 10 497 - 21 955 21 743 - - 5 534 5 534 - - 1 061 1 061 - - - - - 1 624 1 624 - 3 622 3 622 ------342 23 243 22 843 342 58 312 57 700 342 57 230 57 230 342 14 088 14 088 Virement for the year ended 31 March 2020 for the year ended 31 March 2019/20 - - - 7 (7) 52 59 17 55 99 44 APPROPRIATION STATEMENT APPROPRIATION (29) (39) (85) (38) 919 763 948 429 (855) (106) (961) Funds (1 030) Shifting of - - 8 10 113 240 125 505 (305) 286 142 151 300 118 270 2 565 5 640 1 352 (364) 1 195 3 740 (118) R'000 R'000 R'000 R'000 R'000 R'000 11 527 21 896 21 982 57 970 57 086 (198) 44 103 38 463 12 983 Adjusted Appropriation Salaries and wages Social contributions Administrative fees Advertising Minor assets Audit costs: External Bursaries: Employees Catering: Departmental activities Communication Computer services Consultants: Business and advisory services Legal services Contractors Fleet services Consumable supplies Consumable: Stationery, printing and office supplies Operating leases Property payments Transport provided: Departmental activity Office of the MEC Office of the HOD Financial Management Corporate Services Compensation of employees Goods and services
Programme 1: ADMINISTRATION Sub programme 1. 2. 3. 4. Total for sub programmes Economic classification Current payments
97 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020 - - - - 81 81 81 10 550 329 186 699 110 110 140 Actual Actual expenditure expenditure - - - - 10 2018/19 2018/19 329 192 699 106 106 106 140 140 140 550 Final Final 2 059 2 059 Appropriation Appropriation - % R'000 R'000 9.7 4.4 4.4 as % of final as % of final appropriation appropriation - 100.0 2 757 2 756 - 100.0 - 100.0 - 100.0 - 100.0 - 100.0 - 100.0 - 1 97.4 1 97.4 - 100.0 2 609 2 609 - 100.0 - 100.0 - 100.0 - 100.0 - 100.0 2 609 2 609 612 611 611 612 99.0 50 989 50 927 Variance Expenditure Variance Expenditure - 66 38 38 28 28 822 430 412 404 404 404 222 222 365 Actual Actual Expenditure Expenditure - 39 39 822 430 412 404 404 404 678 639 639 222 222 365 Final Final 2 030 2 030 Appropriation Appropriation ------2 617 2 617 - - - - - 2 395 2 395 342 3 255 3 255 342 58 312 57 700 Virement Virement for the year ended 31 March 2020 for the year ended 31 March 2019/20 2019/20 ------APPROPRIATION STATEMENT APPROPRIATION (18) (30) 318 198 198 198 52 (30) (97) 179 179 Funds Funds Shifting of Shifting of - 39 39 840 551 (121) 442 206 206 206 678 639 639 43 43 2 595 395 57 970 2 565 2 127 2 522 (127) R'000 R'000 R'000 R'000 R'000 R'000 Adjusted Adjusted Appropriation Appropriation Travel and subsistence Training and development Operating payments Venues and facilities Social benefits Other fixed structures Other machinery and equipment Households Goods and services Compensation of employees Transfers and subsidies Households Payments for capital assets Buildings and other fixed structures Machinery and equipment Payments for financial assets Total Transfers and subsidies Current payments 1.2 OFFICE OF THE HOD 1.1 OFFICE OF THE MEC Economic classification
98 99 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020 - - - - - 6 81 81 110 110 Actual expenditure - 6 12 12 30 30 94 94 110 110 2018/19 Final 9 985 9 972 Appropriation - - - % R'000 R'000 % R'000 R'000 99.0 19 986 19 943 11.7 97.4 23.7 100.0 100.0 3 830 3 830 100.0 16 026 16 026 as % of final appropriation - 100.0 - - - 100.0 - 100.0 - 100.0 1 799 1 798 - 100.0 8 064 8 064 - 100.0 9 863 9 862 - - - 100.0 - - - 100.0 19 856 19 856 1 212 211 212 Variance Expenditure - - - 18 18 28 38 66 126 126 Actual 10 497 Expenditure - - - 18 18 39 239 278 126 126 Final 4 278 4 278 10 497 17 273 17 273 Appropriation ------1 390 1 390 - 9 089 9 089 - 10 479 10 479 - 21 955 21 743 ------21 551 21 551 Virement for the year ended 31 March 2020 for the year ended 31 March 2019/20 APPROPRIATION STATEMENT APPROPRIATION ------59 34 34 25 139 Funds (1 030) (1 030) Shifting of - - - 18 18 39 92 92 239 278 1 569 (179) 9 940 (851) 4 139 R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000 11 527 11 509 21 896 17 387 (114) 21 526 Adjusted Appropriation Machinery and equipment Other fixed structures Machinery and equipment Households Households Goods and services Goods and services Compensation of employees Compensation of employees Total Payments for financial assets Total Payments for capital assets Payments for capital assets Transfers and subsidies Transfers and subsidies Current payments Current payments Economic classification 1.3 FINANCIAL MANAGEMENT Economic classification
99 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020 - - - - 4 Actual expenditure - - - - 4 2018/19 Final Appropriation - - - % R'000 R'000 98.3 18 409 18 403 as % of final appropriation - 100.0 13 053 13 053 - 100.0 - 100.0 - - 100.0 18 405 18 399 - 100.0 5 352 5 346 400 400 400 Variance Expenditure - - - 38 38 Actual Expenditure - 38 38 400 400 Final Appropriation - 14 750 14 750 - - - - - 342 22 805 22 805 342 8 055 8 055 342 23 243 22 843 Virement for the year ended 31 March 2020 for the year ended 31 March 2019/20 APPROPRIATION STATEMENT APPROPRIATION - - - (15) (15) 934 101 833 919 Funds Shifting of - 53 53 400 400 6 880 R'000 R'000 R'000 R'000 R'000 R'000 21 529 14 649 21 982 Adjusted Appropriation Compensation of employees Goods and services Households Machinery and equipment 1.4 CORPORATE SERVICES Economic classification Current payments Transfers and subsidies Payments for capital assets Payments for financial assets Total
100 101 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020 16 17 47 60 11 198 918 918 327 204 125 164 164 Actual expenditure 16 17 47 60 11 2018/19 198 918 327 204 125 174 174 9 18 Final Appropriation - - % R'000 R'000 99.5 9 691 9 691 97.7 2 238 2 222 99.3 3 491 3 485 99.9 34 883 34 821 99.7 50 501 50 417 99.7 48 514 48 458 99.5 31 723 31 723 99.6 27 430 27 430 99.2 4 293 4 293 as % of final appropriation - 100.0 - 100.0 - - 100.0 2 217 2 217 - 100.0 1 206 1 206 - 100.0 - 100.0 3 120 3 064 - 100.0 - - 100.0 - 100.0 - 100.0 - 100.0 - 100.0 3 154 3 154 - 100.0 - 100.0 4 451 4 451 - 100.0 - 100.0 16 791 16 735 - 100.0 41 47 31 37 37 156 156 156 119 Variance Expenditure - - 58 36 61 73 25 40 40 484 418 151 Actual Expenditure - - 58 36 61 73 25 40 40 484 418 151 Final Appropriation - 8 207 8 166 - 32 605 32 568 - - - 1 972 1 972 - 1 104 1 104 - 1 649 1 649 ------(7) 4 364 4 327 (3) Virement for the year ended 31 March 2020 for the year ended 31 March 2019/20 - (43) - - - - (342) 47 187 47 031 APPROPRIATION STATEMENT APPROPRIATION (4) (167) 4 284 4 253 19 29 15 17 17 (23) (28) (97) (21) (15) (23) 3 059 3 059 218 634 (112) 12 562 12 562 495 (49) 1 862 1 862 151 394 (37) 1 668 1 668 (65) (342) 45 450 45 294 Funds Shifting of - - - 82 73 10 23 23 101 669 (185) 541 (123) 136 8 230 2 356 (191) (132) 2 033 1 986 4 455 4 949 (578) 2 000 1 416 1 085 1 620 3 097 1 311 R'000 R'000 R'000 R'000 R'000 R'000 32 387 47 529 45 857 33 817 (699) (230) 32 888 32 732 28 868 (121) (223) 28 524 28 405 12 040 Adjusted Appropriation Salaries and wages Social contributions Advertising Minor assets Audit costs: External Catering: Departmental activities Communication Contractors Fleet services Inventory: Other supplies Consumable supplies Consumable: Stationery, printing and office supplies Operating leases Transport provided: Departmental activity Travel and subsistence Operating payments Venues and facilities Programme Support Policy & Research Monitoring & Evaluation Safety Promotion Community Police Relations Compensation of employees Goods and services Households
Programme 2: PROVINCIAL SECRETARIAT FOR POLICE SERVICES Sub programme 1. 2. 3. 4. 5. Total for sub programmes Economic classification Current payments Transfers and subsidies
101 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020 5 2 2 34 34 164 351 456 Actual Actual expenditure expenditure 5 2 2 50 50 2018/19 2018/19 174 369 456 Final Final 1 742 1 742 Appropriation Appropriation - - - % R'000 R'000 % R'000 R'000 99.4 7 949 7 949 97.6 1 343 1 343 99.5 9 691 9 691 99.7 50 501 50 417 97.797.4 2 186 1 730 2 186 1 730 97.7 2 238 2 222 as % of final as % of final appropriation appropriation - 100.0 - 100.0 1 808 1 790 - 100.0 1 439 1 439 - 100.0 6 606 6 606 - 100.0 - 100.0 - 100.0 1 742 1 742 - 100.0 1 808 1 790 - -- 100.0 100.0 -- 100.0 - 41 41 41 47 47 47 156 Variance Expenditure Variance Expenditure - - - 2 2 40 141 208 Actual Actual Expenditure Expenditure - - - 2 2 40 141 208 Final Final 1 697 1 697 1 556 1 556 1 697 1 697 Appropriation Appropriation - - 1 693 1 652 - 4 817 4 817 - 1 697 1 697 - 6 510 6 469 - - - - 1 697 1 697 - - 8 207 8 166 - - - - Virement Virement for the year ended 31 March 2020 for the year ended 31 March 2019/20 2019/20 - - - (342) 47 187 47 031 APPROPRIATION STATEMENT APPROPRIATION - - 2 2 17 48 48 48 48 (2) (76) 1 823 1 776 (77) (71) 125 (71) (23) Funds Funds Shifting of Shifting of - - - - - 23 16 455 (191) (56) 1 649 6 581 1 649 1 693 1 633 4 888 1 649 1 649 8 230 2 356 (193) (132) 2 031 1 984 1 901 2 356 (191) (132) 2 033 1 986 R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000 47 529 Adjusted Adjusted Appropriation Appropriation Social benefits Transport equipment Other machinery and equipment Compensation of employees Goods and services Households Machinery and equipment Compensation of employees Machinery and equipment Goods and services Machinery and equipment Total 2.1 PROGRAMME SUPPORT Economic classification 2.2 POLICY & RESEARCH Economic classification Current payments Transfers and subsidies Payments for capital assets Total Payments for capital assets Current payments Payments for capital assets Payments for financial assets Total
102 103 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020 5 34 34 14 14 198 198 198 865 128 128 Actual Actual Actual expenditure expenditure expenditure 5 38 38 16 16 2018/19 2018/19 2018/19 198 198 198 865 134 134 Final Final Final Appropriation Appropriation Appropriation - - - - - % R'000 R'000 % R'000 R'000 % R'000 R'000 99.3 3 437 3 437 99.9 34 744 34 688 99.9 26 078 26 078 99.1 2 572 2 572 99.9 34 883 34 821 99.3 3 491 3 485 as % of final as % of final as % of final appropriation appropriation appropriation - 100.0 - 100.0 - 100.0 8 666 8 610 - 100.0 - - - 100.0 - - 100.0 - 100.0 - - 31 37 37 31 37 31 Variance Expenditure Variance Expenditure Variance Expenditure - - 38 38 - - - 832 58 58 58 Actual Actual Actual Expenditure Expenditure Expenditure - - 38 38 - - - 832 58 58 58 Final Final Final Appropriation Appropriation Appropriation - - - - - 25 958 25 921 - 6 647 6 647 - - - 32 605 32 568 - - 32 605 32 568 (13) Virement Virement Virement for the year ended 31 March 2020 for the year ended 31 March 2019/20 2019/20 2019/20 - (43) - (43) - - - - - (43) - - APPROPRIATION STATEMENT APPROPRIATION 15 15 (4) (167) 4 284 4 253 (19) (154) 3 414 3 383 218 896 218 (19) (167) 4 246 4 215 Funds Funds Funds Shifting of Shifting of Shifting of - - - - - 23 23 101 101 101 845 4 432 3 587 5 751 4 455 R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000R'000 R'000 R'000 R'000 R'000 R'000 R'000 32 387 26 636 (678) 32 387 Adjusted Adjusted Adjusted Appropriation Appropriation Appropriation Goods and services Compensation of employees Compensation of employees Goods and services Goods and services Households Households Machinery and equipment 2.5 COMMUNITRY POLICE RELATIONS Economic classification 2.3 MONITORING & EVALUATION Economic classification 2.4 SAFETY PROMOTION Economic classification Current payments Current payments Current payments Total Transfers and subsidies Transfers and subsidies Payments for financial assets Payments for capital assets Total Total
103 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020 0.2 0.2 0.0 0.0 1.0 0.3 0.7 R’000 a % of Final Variance as a % of Final Appropriation Appropriation - - 156 156 768 612 156 R’000 R’000 Variance Variance as Variance
444 R’000 Actual Actual Expenditure Expenditure for the year ended 31 March 2020 for the year ended 31 March 2020 for the year ended 31 March APPROPRIATION STATEMENT APPROPRIATION 444 R’000 76 03026 650 75 874 26 650 58 31247 187 57 700 47 031 102 680 102 524 105 499 104 731 Final Final NOTES TO THE APPROPRIATION STATEMENT TO THE APPROPRIATION NOTES Appropriation Appropriation Per economic classification Per programme Current payments Compensation of employees Goods and services Transfers and subsidies Administration Provincial Secretariat for Police Services
4.2 4.1 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 Annexures 1A-3 to 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 Annual Financial Statements. 4. Explanations of material variances from Amounts Voted (after Virement):
104 105 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
Households 444 444 - 0.0
Payments for capital assets 2 375 1 763 612 25.8 Buildings and other fixed structures 39 38 1 2.6 Machinery and equipment 2 336 1 725 611 26.2
4.3 Per conditional grant Final Actual Variance Variance as Appropriation Expenditure a % of Final Appropriation R’000 R’000 R’000 R’000 Expanded Public Works Programme 1 676 1 667 9 0.5
105 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
STATEMENT OF FINANCIAL PERFORMANCE for the year ended 31 March 2020
Note 2019/20 2018/19 R'000 R'000 REVENUE Annual appropriation 1 105 499 101 490 Departmental revenue 2 95 26
TOTAL REVENUE 105 594 101 516
EXPENDITURE Current expenditure Compensation of employees 3 75 874 70 925 Goods and services 4 26 650 28 259
Total current expenditure 102 524 99 184
Transfers and subsidies Transfers and subsidies 6 444 245 Total transfers and subsidies 444 245
Expenditure for capital assets Tangible assets 7 1 763 1 900 Total expenditure for capital assets 1 763 1 900
Payments for financial assets 5 - 15
TOTAL EXPENDITURE 104 731 101 344
SURPLUS/(DEFICIT) FOR THE YEAR 863 172
Reconciliation of Net Surplus/(Deficit) for the year Voted funds 768 146 Annual appropriation 759 92 Conditional grants 9 54 Departmental revenue and NRF Receipts 2 95 26 SURPLUS/(DEFICIT) FOR THE YEAR 863 172
106 107 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
STATEMENT OF FINANCIAL POSITION for the year ended 31 March 2020
Note 2019/20 2018/19 R'000 R'000 ASSETS Current assets 1 001 506 Cash and cash equivalents 8 724 242 Receivables 9 277 264
TOTAL ASSETS 1 001 506
LIABILITIES Current liabilities 1 001 506 Voted funds to be surrendered to the Revenue Fund 10 768 146 Departmental revenue and NRF Receipts to be 11 10 9 surrendered to the Revenue Fund Payables 12 223 351
TOTAL LIABILITIES 1 001 506
NET ASSETS - -
107 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
STATEMENT OF NET CHANGES IN NET ASSETS for the year ended 31 March 2020
Note 2019/20 2018/19 R'000 R'000
Recoverable revenue Opening balance - - Closing balance - - - - TOTAL - -
108 109 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
CASH FLOW STATEMENT for the year ended 31 March 2020
Note 2019/20 2018/19 R'000 R’000 CASH FLOWS FROM OPERATING ACTIVITIES Receipts 105 643 101 563 Annual appropriated funds received 1.1 105 499 101 490 Departmental revenue received 2 142 66 Interest received 2.2 2 7
Net (increase)/decrease in working capital (141) 229 Surrendered to Revenue Fund (289) (466) Current payments (102 524) (99 184) Payments for financial assets - (15) Transfers and subsidies paid (444) (245) Net cash flow available from operating activities 13 2 245 1 882
CASH FLOWS FROM INVESTING ACTIVITIES Payments for capital assets 7 (1 763) (1 900) Net cash flows from investing activities (1 763) (1 900)
Net increase/(decrease) in cash and cash equivalents 482 (18) Cash and cash equivalents at beginning of period 242 260 Cash and cash equivalents at end of period 8 724 242
109 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
for 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 currency Amounts have been presented in the currency of the South African Rand (R) which is also the functional currency of the department. 4 Rounding Unless otherwise stated financial figures have been rounded to the nearest one thousand Rand (R’000). 5 Foreign currency translation Cash flowsarising 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 funds Appropriated funds comprises of departmental allocations as well as direct charges against the revenue fund (i.e. statutory appropriation). Appropriated funds are recognised in the statement of financial performance on the date the appropriation becomes effective. Adjustments made in terms of the adjustments budget process are recognised in the statement of financial performance on the date the adjustments become effective. The net amount of any appropriated funds due to / from the relevant revenue fund at the reporting date is recognised as a payable / receivable in the statement of financial position. 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.
110 111 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
NOTES TO THE ANNUAL FINANCIAL STATEMENTS for the year ended 31 March 2020
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 financialperformance on the date of payment. The expense is classifiedas 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.
111 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
NOTES TO THE ANNUAL FINANCIAL STATEMENTS for the year ended 31 March 2020
9 Cash and cash equivalents Cash and cash equivalents are stated at cost in the statement of financial position. Bank overdrafts are shown separately on the face of the statement of financial position as a current liability. For the purposes of the cash flow statement, cash and cash equivalents comprise cash on hand, deposits held, other short-term highly liquid investments and bank overdrafts. 10 Loans and receivables Loans and receivables are recognised in the statement of financial position at cost plus accrued interest, where interest is charged, less amounts already settled or written-off. Write-offs are made according to the department’s write-off policy. 11 Financial assets 11.1 Financial assets (not covered elsewhere) A financial asset is recognised initially at its cost plus transaction costs that are directly attributable to the acquisition or issue of the financial 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. 11.2 Impairment of financial assets Where there is an indication of impairment of a financial asset, an estimation of the reduction in the recorded carrying value, to reflect the best estimate of the amount of the future economic benefits expected to be received from that asset, is recorded in the notes to the financial statements. 12 Payables Payables recognised in the statement of financial position are recognised at cost. 13 Capital Assets 13.1 Immovable capital assets Immovable 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. 13.2 Movable capital assets Movable capital assets are initially recorded in the notes to the financial statements at cost. Movable capital assets acquired through a non-exchange transaction is measured at fair value as at the date of acquisition. Where the cost of movable capital assets cannot be determined reliably, the movable capital assets are measured at fair value and where fair value cannot be determined; the movable assets are measured at R1. 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. Subsequent expenditure that is of a capital nature forms part of the cost of the existing asset when ready for use.
112 113 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
NOTES TO THE ANNUAL FINANCIAL STATEMENTS for the year ended 31 March 2020 13.3 Intangible assets Intangible assets are initially recorded in the notes to the financial statements at cost. Intangible assets acquired through a non-exchange transaction are measured at fair value as at the date of acquisition. Internally generated intangible assets are recorded in the notes to the financial statements when the department commences the development phase of the project. Where the cost of intangible assets cannot be determined reliably, the intangible capital assets are measured at fair value and where fair value cannot be determined; the intangible assets are measured at R1. 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. 14 Provisions and Contingents 14.1 Provisions Provisions are recorded in the notes to the financial statements when there is a present legal or constructive obligation to forfeit economic benefitsas a result of events in the past and it is probable that an outflowof resources embodying economic benefits or service potential will be required to settle the obligation and a reliable estimate of the obligation can be made. The provision is measured as the best estimate of the funds required to settle the present obligation at the reporting date. 14.2 Contingent liabilities Contingent liabilities are recorded in the notes to the financial statements when there is a possible obligation that arises from past events, and whose existence will be confirmed only by the occurrence or non-occurrence of one or more uncertain future events not within the control of the department or when there is a present obligation that is not recognised because it is not probable that an outflow of resources will be required to settle the obligation or the amount of the obligation cannot be measured reliably. 14.3 Contingent assets Contingent assets are recorded in the notes to the financial statements when a possible asset arises from past events, and whose existence will be confirmed by the occurrence or non-occurrence of one or more uncertain future events not within the control of the department. 14.4 Capital commitments Capital commitments are recorded at cost in the notes to the financial statements. 15 Unauthorised expenditure Unauthorised expenditure is recognised in the statement of financial position until such time as the expenditure is either: • approved by Parliament or the Provincial Legislature with funding and the related funds are received; or • approved by Parliament or the Provincial Legislature without funding and is written off against the appropriation in the statement of financial performance; or • transferred to receivables for recovery. Unauthorised expenditure is measured at the amount of the confirmed unauthorised expenditure. 16 Fruitless and wasteful expenditure Fruitless and wasteful expenditure is recorded in the notes to the financial statements when confirmed. The amount recorded is equal to the total value of the fruitless and or wasteful expenditure incurred. Fruitless and wasteful expenditure is removed from the notes to the financial statements when it is resolved or transferred to receivables 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.
113 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
NOTES TO THE ANNUAL FINANCIAL STATEMENTS for the year ended 31 March 2020
17 Irregular expenditure Irregular expenditure is recorded in the notes to the financial statements when confirmed. The amount recorded is equal to the value of the irregular expenditure incurred unless it is impracticable to determine, in which case reasons therefor are provided in the note. Irregular expenditure is removed from the note when it is either condoned by the relevant authority, transferred to receivables for recovery, 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.
18 Changes in accounting estimates and errors Changes in accounting estimates are applied prospectively in accordance with MCS requirements. Correction of errors is applied retrospectively in the period in which the error has occurred in accordance with MCS requirements, except to the extent that it is impracticable to determine the period-specific effects or the cumulative effect of the error. In such cases the department shall restate the opening balances of assets, liabilities and net assets for the earliest period for which retrospective restatement is practicable. 19 Events after the reporting date Events after the reporting date that are classified as adjusting events have been accounted for in the financial statements. The events after the reporting date that are classified as non-adjusting events after the reporting date have been disclosed in the notes to the financial statements. 20 Recoverable revenue Amounts are recognised as recoverable revenue when a payment made in a previous financial year becomes recoverable from a debtor in the current financial year. Amounts are either transferred to the Provincial Revenue Fund when recovered or are transferred to the statement of financial performance when written-off. 21 Related party transactions Related 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. 22 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. 23 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.
114 115 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
NOTES TO THE ANNUAL FINANCIAL STATEMENTS for the year ended 31 March 2020
1. Annual Appropriation
1.1 Annual Appropriation Included are funds appropriated in terms of the Appropriation Act (and the Adjustments Appropriation Act) for National Departments (Voted funds) and Provincial Departments:
2019/20 2018/19 Final Actual Funds not Final Appropriation Funds not Appropriation Funds requested/ Appropriation received requested / Received not not received received
R’000 R’000 R’000 R’000 R’000 Administration 58 312 58 312 - 50 989 50 989 - Provincial 47 187 47 187 - 50 501 50 501 - Secretariat for Police Services Total 105 499 105 499 - 101 490 101 490 -
1.2 Conditional grants
Note 2019/20 2018/19 R’000 R’000 Total grants received 27 1 676 3 298 1 676 3 298 Provincial grants included in Total Grants received
2. Departmental revenue
Note 2019/20 2018/19 R’000 R’000 Sales of goods and services other than capital 2.1 85 66 assets Interest, dividends and rent on land 2.2 2 7 Transactions in financial assets and liabilities 2.3 57 - Total revenue collected 144 73 Less: Own revenue included in appropriation (49) (47) Departmental revenue collected 95 26
115 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
NOTES TO THE ANNUAL FINANCIAL STATEMENTS for the year ended 31 March 2020
2.1 Sales of goods and services other than capital assets Note 2019/20 2018/19 2 R’000 R’000 Sales of goods and services produced by the 85 66 department Sales by market establishment 18 - Other sales 67 66 Total 85 66
2.2 Interest, dividends and rent on land Note 2019/20 2018/19 2 R’000 R’000 Interest 2 7 Total 2 7
2.3 Transactions in financial assets and liabilities Note 2019/20 2018/19 3 R’000 R’000 Receivables 57 - Total 57 -
3. Compensation of employees 3.1 Salaries and Wages Note 2019/20 2018/19 3 R’000 R’000 Basic salary 52 823 49 719 Performance award 1 047 797 Service Based 22 41 Compensative/circumstantial 1 814 1 459 Other non-pensionable allowances 10 307 9 602 Total 66 013 61 618
3.2 Social contributions Note 2019/20 2018/19 3 R’000 R’000 Employer contributions Pension 6 830 6 387 Medical 3 018 2 908 Bargaining council 13 12 Total 9 861 9 307
Total compensation of employees 75 874 70 925
Average number of employees 133 141
116 117 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
for the year ended 31 March 2020 4. Goods and services Note 2019/20 2018/19 R’000 R’000 Administrative fees 1 1 Advertising 1 545 1 158 Minor assets 4.1 - 39 Bursaries (employees) 211 209 Catering 1 948 1 307 Communication 2 728 2 664 Computer services 4.2 3 622 3 182 Consultants: Business and advisory services 200 290 Legal services 201 67 Contractors 1 808 3 402 Audit cost – external 4.3 2 960 2 799 Fleet services 418 485 Inventory 4.4 - 17 Consumables 4.5 702 579 Operating leases 153 327 Property payments 4.6 277 22 Transport provided as part of the departmental 205 125 activities Travel and subsistence 4.7 6 314 5 910 Venues and facilities 2 080 5 151 Training and development 822 329 Other operating expenditure 4.8 455 196 Total 26 650 28 259
4.1 Minor assets Note 2019/20 2018/19 4 R’000 R’000 Tangible assets Machinery and equipment - 39 Total - 39
4.2 Computer services Note 2019/20 2018/19 4 R’000 R’000 SITA computer services 1 256 1 227 External computer service providers 2 366 1 955 Total 3 622 3 182
4.3 Audit cost – External Note 2019/20 2018/19 4 R’000 R’000 Regularity audits 2 960 2 799 Total 2 960 2 799
117 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
for the year ended 31 March 2020
4.4 Inventory Note 2019/20 2018/19 4 R’000 R’000 Food and food supplies - 17 Total - 17
4.5 Consumables Note 2019/20 2018/19 4 R’000 R’000 Consumable supplies 242 192 Household supplies 230 174 Building material and supplies - 3 IT consumables 12 - Other consumables - 15 Stationery, printing and office supplies 460 387 Total 702 579
4.6 Property payments Note 2019/20 2018/19 4 R’000 R’000 Other 277 22 Total 277 22
4.7 Travel and subsistence Note 2019/20 2018/19 4 R’000 R’000 Local 6 314 5 910 Total 6 314 5 910
4.8 Other operating expenditure Note 2019/20 2018/19 4 R’000 R’000 Professional bodies, membership and subscription 17 16 fees Other 438 180 Total 455 196 5. Payments for financial assets Note 2019/20 2018/19 R’000 R’000
Debts written off 5.1 - 15 Total - 15
118 119 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
for the year ended 31 March 2020
5.1 Debts written off Note 2019/20 2018/19 5 R’000 R’000 Other debt written off - 15 Total - 15
Total debt written off - 15 6. Transfers and subsidies 2019/20 2018/19 R’000 R’000
Households Annexure 1A 444 245 Total 444 245
7. Expenditure for capital assets Note 2019/20 2018/19 R’000 R’000 Tangible assets 1 763 1 900 Buildings and other fixed structures 26 38 - Machinery and equipment 24 1 725 1 900
Total 1 763 1 900
7.1 Analysis of funds utilised to acquire capital assets – 2019/20 Voted funds Aid Total assistance R’000 R’000 R’000 Tangible assets Buildings and other fixed structures 38 - 38 Machinery and equipment 1 725 - 1 725
Total 1 763 - 1 763
119 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
for the year ended 31 March 2020
7.2 Analysis of funds utilised to acquire capital assets – 2018/19 Voted funds Aid Total assistance R’000 R’000 R’000 Tangible assets Machinery and equipment 1 900 - 1 900
Total 1 900 - 1 900
7.3 Finance lease expenditure included in Expenditure for capital assets
Note 2019/20 2018/19 7 R’000 R’000 Tangible assets Machinery and equipment 1 682 1 596
Total 1 682 1 596
8. Cash and cash equivalents
Note 2019/20 2018/19 R’000 R’000 Consolidated Paymaster General Account 724 242 Total 724 242
9. Receivables 2019/20 2018/19 Current Non- Total Current Non- Total current current R’000 R’000 R’000 R’000 R’000 R’000
Note Recoverable 9.1 8 - 8 - - - expenditure Staff debt 9.2 62 - 62 71 - 71 Other 9.3 207 - 207 193 - 193 receivables Total 277 - 277 264 - 264
9.1 Recoverable expenditure (disallowance accounts) Note 2019/20 2018/19 9 R’000 R’000
Salary tax debt on employees 8 - Total 8 -
120 121 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
for the year ended 31 March 2020
9.2 Staff debt Note 2019/20 2018/19 9 R’000 R’000
Non-compliance with paragraph 63 of Public 62 71 Service Regulations of 2016 Total 62 71
9.3 Other receivables Note 2019/20 2018/19 9 R’000 R’000 Salary tax debt for ex-officials 22 57 Salary over payment to ex-officials 133 84 Double disbursement to suppliers 32 29 Breach of contract of bursary contract for ex- 20 23 officials Total 207 193
9.4 Impairment of receivables Note 2019/20 2018/19 9 R’000 R’000 Estimate of impairment of receivables 49 39 Total 49 39
10. Voted funds to be surrendered to the Revenue Fund 2019/20 2018/19 R’000 R’000 Opening balance 146 383 Prior period error - As restated 146 383 Transfer from statement of financial performance 768 146 (as restated) Paid during the year (146) (383) Closing balance 768 146
121 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
for the year ended 31 March 2020 11. Departmental revenue and NRF Receipts to be surrendered to the Revenue Fund 2019/20 2018/19 R’000 R’000 Opening balance 9 19 Prior period error - As restated 9 19 Transfer from Statement of Financial Performance 95 26 (as restated) Own revenue included in appropriation 49 47 Paid during the year (143) (83) Closing balance 10 9
12. Payables – current Note 2019/20 2018/19 R’000 R’000
Clearing accounts 12.1 223 351 Total 223 351
12.1 Clearing accounts Note 2019/20 2018/19 12 R’000 R’000 Salary Income Tax 112 98 Pension Funds 6 13 Debt Receivable Income 63 71 Debt Receivable Interest 11 7 Sal: GEHS Refund 31 141 Outstanding Payments - 21 Total 223 351
13. Net cash flow available from operating activities
2019/20 2018/19 R’000 R’000 Net surplus/(deficit) as per Statement of Financial 863 172 Performance Add back non cash/cash movements not deemed 1 382 1 710 operating activities (Increase)/decrease in receivables (13) (73) (Increase)/decrease in other current assets (128) 302 Expenditure on capital assets 1 763 1 900 Surrenders to Revenue Fund (289) (466) Own revenue included in appropriation 49 47 Net cash flow generated by operating activities 2 245 1 882
122 123 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
NOTES TO THE ANNUAL FINANCIAL STATEMENTS for the year ended 31 March 2020 14. Reconciliation of cash and cash equivalents for cash flow purposes
2019/20 2018/19 R’000 R’000 Consolidated Paymaster General account 724 242 Total 724 242
15. Contingent liabilities and contingent assets 15.1 Contingent liabilities
Note 2019/20 2018/19 R’000 R’000 Liable to Nature Claims against the department Labour Dispute Annex 2A 4 933 4 437 Claims against the department Damages Annex 2A 6 000 5 700 Other Invoices with Annex 2A 59 59 unresolved challenges Total 10 992 10 196
The labour dispute relates to re-instatement case that is pending at Labour Court estimated to be R 3 933 million.
The claim damages of R5 million is based on the claim received from the claimant as it impractical for the department to estimate the reasonable amount of the claim.
Included in the amount disclosed above is projected legal costs of R2 million.
16. Capital commitments
2019/20 2018/19 R’000 R’000 Computer Equipment 410 - Office Furniture and Equipment 12 - Total 422 -
In the previous year, the department had current commitments amounting to R2 812 million. However, due to a change in disclosure which requires only capital commitments to be disclosed, the balance of the previous year commitments has decreased from R2 812 to a nil balance.
123 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
for the year ended 31 March 2020
17. Accruals and payables not recognised 17.1 Accruals 2019/20 2018/19 R’000 R’000 Listed by economic classification 30 Days 30+ Days Total Total Goods and services 874 - 874 1 513 Transfers and subsidies - - - 18 Other - - - 94 Total 874 - 874 1 625
Note 2019/20 2018/19 17 R’000 R’000 Administration 280 659 Civilian Secretariat for Police Services 594 966 Total 874 1 625
17.2 Payables not recognised
2019/20 2018/19 R’000 R’000 Listed by economic classification 30 Days 30+ Days Total Total Goods and services 19 2 21 218 Other 12 - 12 17 Total 31 2 33 235
Note 2019/20 2018/19 17 R’000 R’000 Administration 22 95 Civilian Secretariat for Police Services 11 140
Total 33 235
Note 2019/20 2018/19 Included in the above totals are the following: R’000 R’000 Confirmed balances with other departments Annex 3 1 78 Confirmed balances with other government Annex 3 232 237 entities Total 233 315
124 125 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
for the year ended 31 March 2020 18. Employee benefits 2019/20 2018/19
R’000 R’000 Leave entitlement 3 278 3 021 Service bonus 2 092 1 924 Performance awards 1 248 1 152 Capped leave 1 560 1 480 Other - 29 Total 8 178 7 606
19. Lease commitments 19.1 Finance leases
Buildings Specialised and other Machinery military fixed and 2019/20 equipment Land structures equipment Total R’000 R’000 R’000 R’000 R’000 Not later than 1 year -- - 1 054 1 054 Later than 1 year and -- - 707 707 not later than 5 years Total lease -- - 1 761 1 761 commitments
Buildings Specialised and other Machinery 2018/19 military fixed and equipment Land structures equipment Total R’000 R’000 R’000 R’000 R’000 Not later than 1 year -- - 1 236 1 236 Later than 1 year and -- - 1 167 1 167 not later than 5 years Total lease -- - 2 403 2 403 commitments
125 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
for the year ended 31 March 2020
20. Irregular expenditure 20.1 Reconciliation of irregular expenditure
2019/20 2018/19 R’000 R’000 Opening balance - 71 Prior period error As restated - 71 Add: Irregular expenditure – relating to current year - Less: Amounts recoverable (current and prior year) - (71) Closing balance - -
21. Fruitless and wasteful expenditure 21.1 Reconciliation of fruitless and wasteful expenditure
2019/20 2018/19 R’000 R’000 Opening balance - 10 Prior period error As restated - 10 Less: Amounts recoverable - (10) Closing balance - -
22. Related party transactions The Department of Safety and Liaison and the Department of Transport are falling under the same Member of the Executive Council’s portfolio. All departments and public entities in the province are related parties.
23. Key management personnel
No. of 2019/20 2018/19 Individuals R’000 R’000 Level 14 (incl. CFO if lower level) 04 5 243 4 940
Total 5 243 4 940
126 127 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
for the year ended 31 March 2020 24. Movable Tangible Capital Assets
MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2020
Opening Value Additions Disposals/ Closing balance adjustments losses Balance R’000 R’000 R’000 R’000 R’000
MACHINERY AND EQUIPMENT 8 140 - 43 (40) 8 143 Computer equipment 4 917 - 17 (33) 4 901 Furniture and office equipment 1 504 - 26 - 1 530 Other machinery and equipment 1 719 - - (7) 1 712
TOTAL MOVABLE TANGIBLE 8 140 - 43 (40) 8 143 CAPITAL ASSETS
24.1 Additions
ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2020 Cash Non-cash (Capital Received Total Work in current, not Progress paid current (Paid costs and current finance year, lease received payments) prior year) R’000 R’000 R’000 R’000 R’000 MACHINERY AND 1 725 - (1 682) - 43 EQUIPMENT Transport assets 1 556 - (1 556) - - Computer equipment 17 - - - 17 Furniture and office equipment 26 - - - 26 Other machinery and 126 - (126) - - equipment
TOTAL ADDITIONS TO 1 725 - (1 682) - 43 MOVABLE TANGIBLE CAPITAL ASSETS
127 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
NOTES TO THE ANNUAL FINANCIAL STATEMENTS
for the year ended 31 March 2020
24.2 Disposals DISPOSALS OF MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2020 Sold for Non-cash Total Cash cash disposal disposals Received Actual R’000 R’000 R’000 R’000
MACHINERY AND EQUIPMENT 40 40 - Computer equipment - 33 33 - Other machinery and equipment - 7 7 -
TOTAL DISPOSAL OF MOVABLE - 40 40 - TANGIBLE CAPITAL ASSETS
24.3 Movement for 2018/19 MOVEMENT IN TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2019 Opening Value Additions Disposals Closing balance adjustments Balance R’000 R’000 R’000 R’000 R’000
MACHINERY AND EQUIPMENT 8 955 (16) 304 (1 103) 8 140 Computer equipment 5 922 4 14 (1 023) 4 917 Furniture and office equipment 1 537 - 47 (80) 1 504 Other machinery and equipment 1 496 (20) 243 - 1 719 TOTAL MOVABLE TANGIBLE CAPITAL ASSETS 8 955 (16) 304 (1 103) 8 140
24.4 Minor assets MOVEMENT IN MINOR ASSETS PER THE ASSET REGISTER FOR THE YEAR ENDED AS AT 31 MARCH 2020 Specialised Intangible Heritage Machinery Biological Total military assets assets and assets assets equipment R’000 R’000 R’000 R’000 R’000 R’000
Opening - - - 1 901 - 1 901 balance Disposals - - - (83) - (83) TOTAL MINOR - - - 1 818 - 1 818 ASSETS
128 129 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
NOTES TO THE ANNUAL FINANCIAL STATEMENTS for the year ended 31 March 2020
MOVEMENT IN MINOR ASSETS PER THE ASSET REGISTER FOR THE YEAR ENDED AS AT 31 MARCH 2019
Specialised Intangible Heritage Machinery Biological Total military assets assets and assets assets equipment Number of R1 - - - 425 - 425 minor assets Number of minor - - - 1 031 - 1 031 assets at cost TOTAl - - - 1 456 - 1 456 NUMBER OF MINOR ASSETS
Specialised Intangible Heritage Machinery Biological Total military assets assets and assets assets equipment R’000 R’000 R’000 R’000 R’000 R’000
Opening balance - - - 1 940 1 940 Additions - - - 39 39 Disposals - - - (78) (78) TOTAL MINOR - - - 1 901 1 901 ASSETS
Specialised Intangible Heritage Machinery Biological Total military assets assets and assets assets equipment Number of R1 - - - 426 - 426 minor assets Number of minor - - - 1 102 - 1 102 assets at cost TOTAL - NUMBER - - - 1 528 - 1 528 OF MINOR - ASSETS
-
129 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
NOTES TO THE ANNUAL FINANCIAL STATEMENTS for the year ended 31 March 2020
25. Intangible Capital Assets MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2020 Opening Value Additions Disposals Closing balance adjustments Balance R’000 R’000 R’000 R’000 R’000
SOFTWARE 478 - - - 478 TOTAL INTANGIBLE CAPITAL 478 - - - 478 ASSETS
26. immovable Tangible Capital Assets MOVEMENT IN IMMOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2020 Opening Value Additions Disposals Closing balance adjustments Balance R’000 R’000 R’000 R’000
BUILDINGS AND OTHER FIXED - - 38 - 38 STRUCTURES Other fixed structures - - 38 -
TOTAL IMMOVABLE TANGIBLE - - 38 - 38 CAPITAL ASSETS
26.1 Additions ADDITIONS TO IMMOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2020 Cash Non-cash (Capital Received Total Work in current, Progress not paid current (Paid costs and current finance year, lease received payments) prior year) R’000 R’000 R’000 R’000 R’000
BUILDING AND OTHER 38 - - - 38 FIXED STRUCTURES Other fixed structures 38 - - - 38 TOTAL ADDITIONS TO 38 - - - 38 IMMOVABLE TANGIBLE CAPITAL ASETS
130 131 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020 Amount spent by department 2018/19 of Act Division Revenue % R’000 R’000 % of funds spent by available depart-ment 9 99.0 3 298 3 244 9 99.0 3 298 3 244 (Over- Under / spending) SPENT ment depart- Amount spent by by Amount received depart-ment Total Available - 1 676 1 676 1 667 - 1 676 1 676 1 667 for the year ended 31 March 2020 for the year ended 31 March Other ments Adjust- - - DORA ments Adjust- NOTES TO THE ANNUAL FINANCIAL STATEMENTS NOTES - - GRANT ALLOCATION Roll Overs 1 676 1 676 R’000 R’000 R'000 R'000 R’000 R'000 R'000 R'000 Act/ Grants Revenue Provincial Division of STATEMENT OF CONDITIONAL GRANTS RECEIVED
12. NAME OF GRANT Expanded Expanded Public Programme- Works Incentive Grant for Provinces
131 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020 Final 2018/19 Appropriation % R'000 % of funds Available Transferred EXPENDITURE Actual Transfer Total Available ments Adjust- - 215 444 444 100.0 290 - 215 444 444 100.0 290 Roll Overs TRANSFER ALLOCATION 229 229 R'000 R'000 R'000 R'000 R'000 Act Appro- priation for the year ended 31 March 2020 for the year ended 31 March Adjusted ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTS Transfers TOTAL HOUSEHOLDS ANNEXURE 1A STATEMENT OF TRANSFERS TO HOUSEHOLDS
132 133 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
for the year ended 31 March 2020 for the year ended 31 March ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTS 86 120 193 59 146 177 126 206 189 5 127 233 1 667 Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar 2019 2019 2019 2019 2019 2019 2019 2019 2019 2019 2019 2019 Total R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000 R'000 STATEMENT OF ACTUAL MONTHLY EXPENDITURE PER GRANT Grant Type Expanded Public Works Programme- Incentive for ProvincesTOTAL 86 120 193 59 146 177 126 206 189 5 127 233 1 667 ANNEXURE 1B
133 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020 59 4 933 6 000 2020 Closing Balance 31 March - - - - 10 992 details (Provide Liabilities hereunder) recoverable - - - - year paid/ reduced Liabilities during the cancelled/ - 496 300 796 year incurred Liabilities during the
4 437 5 700 59 10 196 R’000 R’000 R’000 R’000 R’000 Balance Opening 1 April 2019 for the year ended 31 March 2020 for the year ended 31 March ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTS Nature of Liability Claims against the department Labour Disputes Litigation-Damages Invoices with unresolved challenges TOTAL ANNEXURE 2A STATEMENT OF CONTINGENT LIABILITIES AS AT 31 MARCH 2020
134 135 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020 ------R’000 ------end 2019/20 year end Amount Payment Cash in transit at year (6) working days before date up to six 1 45 59 63 14 78 133 237 315 - - 1 1 24 65 TOTAL 143 232 233 ------outstanding Unconfirmed balance for the year ended 31 March 2020 for the year ended 31 March 1 59 45 63 78 14 237 315 133 - - 1 1 24 65 232 233 143 outstanding ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTS Confirmed balance R’000 R’000 R’000 R’000 R’000 R’000 31/03/2020 31/03/2019 31/03/2020 31/03/2019 31/03/2020 31/03/2019 GOVERNMENT ENTITY SIU OTHER GOVERNMENT ENTITY GFMS SASSA Subtotal Total DEPARTMENTS Department of Justice and Constitutional Development SASSA Subtotal ANNEXURE 3 INTER-GOVERNMENT PAYABLES
135 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
1. REPORT OF THE AUDITOR GENERAL
This is the auditor’s report as issued by AGSA.
Report of the auditor-general to Eastern Cape Legislature on vote no. 15: Eastern Cape Department of Safety and Liaison
Report on the audit of the financial statements
Opinion
I have audited the financial statements of the Eastern Cape Department of Safety and Liaison set out on pages 92 to 107, which comprise the appropriation statement, statement of financial position as at 31 March 2020, statement of financial performance, 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.
In my opinion, the financialstatements present fairly, in all material respects, the financial position of the Eastern Cape Department of Safety and Liaison as at 31 March 2020, and its financial performance and cash flows for the year then ended in accordance with Modified Cash Standards (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 opinion
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 financialstatements section of this auditor’s report.
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.
I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.
Other matter
I draw attention to the matter below. My opinion is not modified in respect of this matter.
Unaudited supplementary annexures
The supplementary information set out on pages 129 to 131 does not form part of the financialstatements and is presented as additional information. I have not audited these schedules and, accordingly, I do not express an opinion on them.
136 137 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
Responsibilities of accounting officer for the financial statements
The accounting officer is responsible for the preparation and fair presentation of the financial statements in accordance with the MCS as prescribed by the National Treasury 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.
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 appropriate governance structure 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 statements
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 influencethe economic decisions of users taken on the basis of these financial statements.
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 scope
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 the selected programme presented in the annual performance report. I performed procedures to identify material findings but not to gather evidence to express assurance.
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 indicators 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 performance information. Accordingly, my findings do not extend to these matters.
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:
Pages in the annual Programme performance report Programme 2 – Provincial Secretariat for Police 41 – 49 Services
137 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
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.
I did not raise any material findings on the usefulness and reliability of the reported performance information for this programme: • Programme 2 – Provincial Secretariat for Police Services
Other matter
I draw attention to the matter below.
Achievement of planned targets
Refer to the annual performance report on pages 27 to 32 for information on the achievement of planned targets for the year and explanations provided for the under-/overachievement of a number of targets.
Report on the audit of compliance with legislation
Introduction and scope
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.
I did not identify any material findings on compliance with the specific matters in key legislation set out in the general notice issued in terms of the PAA.
Other information
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 have been specifically reported in this auditor’s report.
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.
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.
I did not receive the other information prior to the date of this auditor’s report. When I do receive and read this information, 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.
138 139 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
Internal control deficiencies
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. I did not identify any significant deficiencies in internal control.
East London
29 September 2020
139 ANNUAL REPORT FOR PERIOD 2019/2020 ANNUAL REPORT FOR PERIOD 2019/2020
140 PB SAFETY AND LIAISON ANNUAL REPORT VOTE 15 2019 / 20
ANNUAL REPORT VOTE 15
CONTACT INFORMATION 2019/20
PHYSICAL ADDRESS: Arches Building 7 Taylor Street King William’s Town 5601
POSTAL ADDRESS: Private Bag X 0057 Bhisho 5605
TELEPHONE NUMBER/S: 043˜605 6241 FAX NUMBER: 043˜635 6230 EMAIL ADDRESS: [email protected] [email protected] PR44/2020 WEBSITE ADDRESS: www.ecprov.gov.za ISBN:˜ 978-0-621-48186-0 gemprint 043 722 0755 (62213)