Community Safety
In respect of his Department’s performance measured against the performance targets set between 2019 and 2023:
(a) What is his Department’s core mandates, (b) what are the annual targets attached to each core mandate, (c) how has his Department performed against its performance targets in (i) 2019, (ii) 2020, (iii) 2021, (iv) 2022 and (v) 2023 to date, (d) what is the detailed breakdown of each performance target per programme, (e) what are the challenges that his Department faced in achieving its targets and (f) what are the plans that his Department has put in place to improve its performance?
(a) The legislative mandate of the Department of Police Oversight and Community Safety is derived from section 206 of the Constitution of the Republic of South Africa Act 108 of 1996 and the Western Cape Community Safety Act (2013) (WCCSA). The Department’s mandate is also informed by Chapter 12 of the National Development Plan 2030 (NDP), Provincial Strategic Plan (PSP) 2019-2024 and the Western Cape Safety Plan (WCSP) of 2019.
Furthermore, Provincial Cabinet has mandated the Department to strategically lead the transversal safety and security risk management policy matters.
(b) The Department receives Sector Specific Performance Indicators from the National Secretariat for Safety and Security with specific targets that would measure the performance towards achieving the legislative mandate. The Department has also developed the provincial performance indicator with targets to achieve priorities/deliverables stemming from WCCSA, NDP and WCSP. The detailed information comprising of the performance indicator with annual targets will be presented in table format under section (c) and (d).
(c) (i) (v)
Programme | Financial year | Number of performance targets | Number achieved |
2: Provincial Secretariat for Police Service | 2019/20 | 36 | 36 |
2020/21 | 21 | 17 | |
2021/22 | 19 | 19 | |
2022/23 | 18 | 15 | |
2023/24 (Quarter 1) | 8 | 8 | |
|
|
| |
3: Provincial Policing Functions | 2019/20 | 9 | 9 |
2020/21 | 7 | 6 | |
2021/22 | 7 | 7 | |
2022/23 | 5 | 5 | |
2023/24 (Quarter 1) | 5 | 4 | |
|
|
| |
4: Security Risk Management | 2019/20 | 21 | 20 |
| 2020/21 | 14 | 12 |
| 2021/22 | 10 | 10 |
| 2022/23 | 8 | 8 |
| 2023/24 (Quarter 1) | 5 | 5 |
(d)
Financial year | Programme/Sub-programmes | Number of performance targets | Number achieved |
2019/20 | Programme 2: Provincial Secretariat for Police Service |
|
|
Sub-programme 2.1: Programme Support | 4 | 4 | |
Sub-programme 2.2: Policy and Research | 11 | 11 | |
Sub-programme 2.3: Monitoring and Evaluation | 11 | 11 | |
Sub-programme 2.4 Safety Promotion | 3 | 2 | |
Sub-programme 2.5: Community Police Relations | 7 | 7 | |
|
|
| |
Programme 3: Provincial Policing Functions |
|
| |
Sub-programme 3.1: Safety Partnerships | 6 | 6 | |
Sub-programme 3.2 Western Cape Police Ombudsman | 3 | 3 | |
|
|
| |
Programme 4: Security Risk Management |
|
| |
Sub-programme 4.1: Programme Support | 10 | 9 | |
Sub-programme 4.2: Provincial Security Provisioning | 6 | 6 | |
Sub-programme 4.3: Security Advisory Services | 5 | 5 | |
|
|
|
|
2020/21 | Programme 2: Provincial Secretariat for Police Service |
|
|
Sub-programme 2.1: Programme Support | 1 | 1 | |
Sub-programme 2.2: Policy and Research | 7 | 7 | |
Sub-programme 2.3: Monitoring and Evaluation | 5 | 5 | |
Sub-programme 2.4 Safety Promotion | 3 | 0 | |
Sub-programme 2.5: Community Police Relations | 5 | 4 | |
|
|
| |
Programme 3: Provincial Policing Functions |
|
| |
Sub-programme 3.1: Safety Partnerships | 5 | 4 | |
Sub-programme 3.2 Western Cape Police Ombudsman | 2 | 2 | |
|
|
| |
Programme 4: Security Risk Management |
|
| |
Sub-programme 4.1: Programme Support | 6 | 6 | |
Sub-programme 4.2: Provincial Security Provisioning | 4 | 2 | |
Sub-programme 4.3: Security Advisory Services | 4 | 4 | |
|
|
|
|
2021/22 | Programme 2: Provincial Secretariat for Police Service |
|
|
Sub-programme 2.1: Programme Support | 1 | 1 | |
Sub-programme 2.2: Policy and Research | 7 | 7 | |
Sub-programme 2.3: Monitoring and Evaluation | 7 | 7 | |
Sub-programme 2.4 Safety Promotion | 1 | 1 | |
Sub-programme 2.5: Community Police Relations | 3 | 3 | |
|
|
| |
Programme 3: Provincial Policing Functions |
|
| |
Sub-programme 3.1: Safety Partnerships | 5 | 5 | |
Sub-programme 3.2 Western Cape Police Ombudsman | 2 | 2 | |
|
|
| |
Programme 4: Security Risk Management |
|
| |
Sub-programme 4.1: Programme Support | 5 | 5 | |
Sub-programme 4.2: Provincial Security Provisioning | 2 | 2 | |
Sub-programme 4.3: Security Advisory Services | 3 | 3 | |
|
|
|
|
2022/23 | Programme 2: Provincial Secretariat for Police Service |
|
|
Sub-programme 2.1: Programme Support | 1 | 1 | |
Sub-programme 2.2: Policy and Research | 5 | 3 | |
Sub-programme 2.3: Monitoring and Evaluation | 7 | 7 | |
Sub-programme 2.4 Safety Promotion | 1 | 1 | |
Sub-programme 2.5: Community Police Relations | 4 | 3 | |
|
|
| |
Programme 3: Provincial Policing Functions |
|
| |
Sub-programme 3.1: Safety Partnerships | 3 | 3 | |
Sub-programme 3.2 Western Cape Police Ombudsman | 2 | 2 | |
|
|
| |
Programme 4: Security Risk Management |
|
| |
Sub-programme 4.1: Programme Support | 1 | 1 | |
Sub-programme 4.2: Provincial Security Provisioning | 4 | 4 | |
Sub-programme 4.3: Security Advisory Services | 3 | 3 | |
|
|
|
|
2023/24 (Quarter 1) | Programme 2: Provincial Secretariat for Police Service |
|
|
Sub-programme 2.1: Programme Support | 1 | 1 | |
Sub-programme 2.2: Policy and Research | 2 | 2 | |
Sub-programme 2.3: Monitoring and Evaluation | 3 | 3 | |
Sub-programme 2.4 Safety Promotion | 1 | 1 | |
Sub-programme 2.5: Community Police Relations | 1 | 1 | |
|
|
| |
Programme 3: Provincial Policing Functions |
|
| |
Sub-programme 3.1: Safety Partnerships | 3 | 2 | |
Sub-programme 3.2 Western Cape Police Ombudsman | 2 | 2 | |
|
|
| |
Programme 4: Security Risk Management |
|
| |
Sub-programme 4.1: Programme Support | 1 | 1 | |
Sub-programme 4.2: Provincial Security Provisioning | 2 | 2 | |
Sub-programme 4.3: Security Advisory Services | 2 | 2 |
(e) Whilst the department achieved beyond 90% of its targets over the above period and in most cases 100% of the targets, the challenges in the 2020/21 financial year are as a result of the Covid-19 lockdown restrictions, the Department were unable to implement programmes.
(f) Within the current strategic planning cycle 2020-2025 the Department has adopted four external strategies, namely, Policing Strategy, Community-Based Strategy, Safety-Knowledge Strategy and Municipal-Based Strategy, and one internal strategy, namely, Organisational Culture Strategy, to support the outcomes of the PSP and WCSP. The Department further strengthen its relationship through the Integrated Governmental Relations process with the District Municipalities, in particular collaborating and co-producing on the Law Enforcement Advancement Plan (LEAP) with the City of Cape Town (CoCT) and the K-9 Units in the CoCT, Swartland and Overstrand areas and hosting rural safety summits. The Department further supported the Swartland and Overstrand Municipalities with funding for Rural Safety Unit. These Units conduct foot patrols to amongst others, ensure enforcement and compliance to by-laws, assists municipalities with incidents of violence and integrated operations with the South African Police Service (SAPS). The Department also strengthened its relationship with Community Police Forums (CPFs) and Neighbourhood Watch Structures (NHW) by capacitating and resourcing these safety structures. The Department continues to support youth trained at the Chrysalis Academy through building resilience skills development and enabling them to contribute meaningfully to their communities. This partnership between the Chrysalis Academy and the Department has impacted positively on youth in the Not in Education, Employment or Training (NEET) category, particularly impacting on the high unemployment rate, as graduates are placed by the Department in work opportunities at various placement institutions across the province.
