BRIEFING BY THE SAPS TO THE PORTFOLIO COMMITTEE ON
POLICE: ACTION PLAN TO ADDRESS THE AGSA’S FINDINGS,
2015/2016
15 November 2016
Contents
1. Auditor-General of South Africa Findings Action Plan:
Programme 2: Visible Policing (5 findings);
Programme 3: Detective Service – Specialised Investigations (3 findings);
Programme 3: Detective Service – Forensic Science Laboratory (1 finding); &
Actions to be addressed in support of the rectification of all 9 findings.
2. Overview of the SAPS’s Combined Assurance Process:
Combined Assurance Lines of Defence; &
Combined Assurance Dashboard
3. Annual Financial Statements
4. Procurement & Contract Management
1. Auditor-General of South
Africa (AGSA) Findings
Action Plan
4
Matters Affecting the Auditor-General’s Report
2015/2016 (AGSA’s Material Findings)
Programme 2
Visible Policing
• Quantity of illicit drugs confiscated as a result of police
actions
• Volume of liquor confiscated as a result of police action
• Percentage of stolen / lost firearms recovered in relation to
the number of firearms reported stolen / lost
• Percentage of stolen / lost state-owned firearms recovered
in relation to the number of firearms reported stolen / lost
• Number of schools linked to police stations to advance the
school safety programme
Programme 3:
Detective Service
• Anti-Corruption Task Team:
• Value of amount involved in procurement fraud and corruption related
cases
• Number of serious commercial crime-related trial ready cases dockets
where officials are involved including procurement fraud and corruption
• Percentage trial-ready case dockets for serious commercial
crime-related charges
• Detection rate for serious commercial crime-related charges
• Percentage of ballistics (IBIS) intelligence case-exhibits (entries)
finalized within 28 working days
5
Key Rectification Drivers Underpinning the AGSA’s
Findings Action Plan
Key
Rectification
Drivers:
Layered approach to data anomaly detection, i.e. geographically (nationally &
provincially) as well as methodologically (manual & system reports).
Coordinated, comprehensive compliance inspections, targeting stations visited by the
AGSA & stations at which data anomalies have been detected & corrected.
Prioritisation of stations audited by the AGSA during 2015/2016 by key internal
assurance providers (Internal Audit & Management Interventions).
Consequence management (during & after implementation to ensure sustainability).
Identification, analysis & review of all relevant organisational controls.
Review of all related business processes & the relevant Technical Indicator Descriptions
(TIDs).
Monthly monitoring of the implementation of the AGSA Findings Action Plan by
Strategic Management & the relevant Division & quarterly monitoring by the National
Management Forum (NMF), including the imposing of consequence management for
identified non-compliance.
The AGSA Findings Action Plan will extend until the end of the 3rd Quarter 2017 and will
be updated to include the AGSA’s 2016/2017 Interim Management Letter
AGSA Finding:
Quantity of illicit drugs confiscated as a result of police actions
Volume of liquor confiscated as a result of police action
Primary Organisational
Control:
Operational Planning and Monitoring System (OPAM) System Standard Operating
Procedure
Deta
il o
f th
e F
ind
ing
: Quantity of illicit drugs incorrectly
captured on OPAM (26%)
No forensic report on drugs
confiscated on OPAM (20%)
Drugs captured on OPAM not
recorded on SAPS 13 register (19%)
Volume of liquor incorrectly
captured on OPAM (43%)
Volume of liquor confiscated not
captured on OPAM (22%)
Volume of liquor captured on OPAM
not recorded in SAPS 13 register
(1%)
Differences between classifications
of liquor confiscated as recorded on
OPAM and SAP 13 register (0.8%)
AG
SA
Reco
mm
en
dati
on
s: 1. On a daily basis, station commanders should
review information captured on the OPAM system
by comparing information per OPAM to SAPS 13
register and SAPS 13 store.
2. Where there are discrepancies, station
commanders should ensure that these
discrepancies are appropriately dealt with and
rectified.
3. Station commanders should ensure that all
confiscated drugs are sent to the forensic science
laboratory for analysis to determine the nature of
confiscated drugs.
4. Station commanders should also ensure that
SAPS 13 register is updated after receipt of the
forensic science laboratory reports.
5. Station commanders should validate drug
successes on OPAM by tracing drug successes as
per the OPAM to SAPS 13 register.
6
Programme 2: Visible Policing: Quantity of illicit drugs &
Volume of liquor confiscated as a result of police action (1)
Error Rate:
65% (127/194)
Error Rate:
45% (56/124)
7
Programme 2: Visible Policing: Quantity of illicit drugs &
Volume of liquor confiscated as a result of police action (2)
AGSA Finding:
Quantity of illicit drugs confiscated as a result of police actions
Volume of liquor confiscated as a result of police action
Root Causes of the Finding:
1. Shortage of capacity at Stations for the capturing, verification & authorisation of information on OPAM
(trained members moved).
2. OPAM capturing & verification “over & above” functions.
3. OPAM Capturers & Verifiers not all trained due to high turnover of personnel.
4. OPAM Capturers, Verifiers & Approvers ignore system protocols (share passwords).
5. OPAM is slow at times, resulting in captured information being lost due to system shutdown.
6. Supervision of OPAM capturing & verification not done leading to capturing & verification not being
performed.
7. The SAPS 594 is a time-consuming document to complete.
8. Data anomalies are currently identified manually.
9. Not all stations have weighing scales & existing scales are not adequately calibrated to weigh small
volumes (drugs).
10. Performance management mechanisms relevant to stations do not reflect functions relevant to the
management of the OPAM System.
11. The prescripts guiding the administration of the SAPS 13 Property Register are not adhered to in respect
of entries regarding drugs & liquor confiscated due to negligence, non-compliance or inadequate
training.
8
Programme 2: Visible Policing: Quantity of illicit drugs &
Volume of liquor confiscated as a result of police action (3)
Key Actions ResponsibilityPerformance
IndicatorsTargets
1. Monitor the OPAM System daily (weekdays) to
identify data anomalies (drugs & liquor) at stations,
targeting stations visited by the AGSA.
Component
Head:
Proactive
Policing
Services
Number of stations at
which anomalies
were identified
All identified stations’
supporting data
(SAPS 13 Register)
verified within 1
working day
2. Conduct compliance inspections at police stations at
which data anomalies have been identified &
targeting stations visited by the AGSA, using the
purpose-designed inspection template, correct
inconsistencies & provide in-service training.
Number of stations
inspected12 Stations
3. Identify unverified data captured on the OPAM
System through quarterly ad hoc reports provided
by Technology Management Service (TMS) &
activate corrective action at identified stations.
Number of stations at
which corrective
action was taken
All identified stations’
supporting data
verified within 5
working days of the
end of a quarter
4. Ensure inclusion of key functions related to the
managing of drug performance management
information into the PEP Plans & Job Descriptions of
the Provincial Head: Visible Policing, Cluster
Commander, Station Commander & OPAM
Coordinator.
Approved generic PEP
Plans & Job
Descriptions
31 March 2017
Root Cause (8)
Root Causes
(2/10)
9
Programme 2: Visible Policing: Quantity of illicit drugs &
Volume of liquor confiscated as a result of police action (4)
Key Actions ResponsibilityPerformance
IndicatorsTargets
5. Review the SAPS 594 (Operations Success
Report) to ensure its relevance & optimal
functionality.
Component
Head: Proactive
Policing Services
Approved SAPS 594 30 November 2016
6. Conduct OPAM information sessions with
Provinces to ensure the uniform
implementation of corrective action [2
sessions conducted in the Eastern Cape,
Gauteng - 27 October, Northern Cape - 2
and 4 November 2016]
9 information
sessions31 March 2017
7. Monitor the OPAM System to identify data
anomalies (drugs & liquor) at stations,
targeting stations visited by the AGSA.
Provincial
Heads: Visible
Policing
Number of stations
at which anomalies
were identified
All identified stations’ data
(SAPS 13 Register) verified
daily
8. Conduct compliance inspections at police
stations at which data anomalies have been
identified & targeting stations visited by the
AGSA, using the purpose-designed
inspection template & the updating of the
SAPS 13 register in respect of the Section
212 Forensics Service Laboratory Report.
Number of stations
inspected16 per Province per Quarter
AGSA
recommendations
(1/2)
Root Cause (7)
10
Programme 2: Visible Policing: Quantity of illicit drugs &
Volume of liquor confiscated as a result of police action (5)
Key Actions ResponsibilityPerformance
IndicatorsTargets
9. Ensure the implementation of corrective
measures & consequence management.
Provincial
Heads: Visible
Policing
Number of
members
charged
departmentally
Target not set (statistical
indicator), including
correlation with the
number of stations at
which data anomalies &
non-compliance were
detected
10. Conduct a skills audit on OPAM System training
requirements (coordinators, approvers, verifiers
& data capturers).
Completed skills
audit31 December 2016
11. Prioritize the training of identified personnel in
the OPAM Learning Programme
Provincial
Heads: Human
Resource
Development
Number of
members trained
To be informed by the
skills audit
Root Causes (1/3)
11
Programme 2: Visible Policing: Quantity of illicit drugs &
Volume of liquor confiscated as a result of police action (6)
Key Actions ResponsibilityPerformance
IndicatorsTargets
12. Conduct compliance inspections at police
stations (using the purpose-designed inspection
template) & ensure the updating of the SAPS 13
register in respect of the Section 212 Forensics
Service Laboratory Report.
Cluster
Commanders
Number of
stations
inspected
All stations in the Cluster
per Quarter
13. Conduct weekly compliance inspections at the
police station (using the purpose-designed
inspection template) & ensuring the updating of
the SAPS 13 register in respect of the Section
212 Report.
Station
Commanders
Number of
inspections
conducted
Monthly Compliance
certificates submitted
within 5 working days of
the month-end
14. Ensure OPAM Coordinators conduct daily
(weekdays) data integrity checks correlating the
data on OPAM versus the SAPS 13 register &
store.
Compliance
certificates
Weekly certificates
submitted within 2
working days of the end
of week
15. Implement corrective measures, including
consequence management.
Number of
members
charged
departmentally
Target not set (statistical
indicator
AGSA
recommendations
(3/4)
AGSA
recommendation
(1)
Root Cause (6)
AGSA
recommendation
(2)
AGSA
recommendations
(3/4/5)
12
Programme 2: Visible Policing: Quantity of illicit drugs &
Volume of liquor confiscated as a result of police action (7)
Emerging
Issues:
Prioritized OPAM Training for
Capturers, Verifiers &
Authorisers.
Procurement of portable
weighing scales (tender
process).
Calibration of weighing scales
to enable measurement of
small quantities (tender
process).
OPAM System enhancement
to:
Provide system notification of data
anomalies.
Provide system notification of a breach
in the capturing, verification &
authorisation process.
Ensure integration of OPAM & the
Property Control and Exhibit
Management (PCEM) System
Root Causes (1/3)
Root Cause 9
Root Cause 9
Root Causes (8/4)
Deta
il o
f th
e F
ind
ing
: Firearms not circulated on
EFRS (35%).
Overstatement of lost
firearms (State firearms)
(34%)
Limitation of scope – Case
dockets not submitted for
audit purposes (14%).
AG
SA
Reco
mm
en
dati
on
: 1. Management should ensure that negligent losses
or enquiry files should be opened for all lost / not
reported as lost firearms.
2. Furthermore, management should ensure that the
recovered firearms are circulated on the ERF System
as soon as they are reported as stolen or recovered.
3. Limitation of scope – Case dockets not
submitted for audit purposes (14%).
4. Station commanders should ensure that all
firearms reported as stolen are circulated as a loss
on the EFRS as soon as possible within the same
period reported.
5. Station commanders must implement and
maintain proper record keeping ensuring that
information requested is submitted and available for
audit purposes as required by section 41 of the
PFMA.
13
Programme 2: Visible Policing – Percentage stolen lost
firearms / state-owned firearms recovered (1)
AGSA Findings:
- Percentage of stolen / lost firearms recovered in relation
to the number of firearms reported stolen / lost
- Percentage of stolen / lost state-owned firearms
recovered in relation to the number of firearms reported
stolen / lost
Primary Organisational Control:Draft Standard Operating Procedure on Notification of
Lost, Stolen and Found Firearms (Circulation of Firearms)
Error Rate:
35% (32/91)
Error Rate:
48%(20/41)
14
Programme 2: Visible Policing – Percentage stolen lost
firearms / state-owned firearms recovered (2)
AGSA Findings:
- Percentage of stolen / lost firearms
recovered in relation to the number of
firearms reported stolen / lost
- Percentage of stolen / lost state-owned
firearms recovered in relation to the number
of firearms reported stolen / lost
Root Causes of the Finding:
1. Data limitation, stolen/lost firearms not reported as stolen, hence not circulated.
2. Firearms recovered often have firearm numbers & unique markings removed to avoid
identification.
3. SAPS 521 (f) – Notification of Lost/Stolen/Found Firearms Form, not completed (negligence
& non-compliance).
4. Shortage of capacity at Stations for the performing of the Designated Firearms Officer
(DFO) function.
5. Not all DFOs trained on the Enhanced Firearms Register System (EFRS).
6. Inspections not conducted by cluster & station management.
7. Performance management mechanisms relevant to stations do not reflect functions
relevant to the management of the EFRS.
15
Programme 2: Visible Policing – Percentage stolen lost
firearms / state-owned firearms recovered (3)
Key Actions ResponsibilityPerformance
IndicatorsTargets
1. Finalisation of the draft Standard Operating
Procedure on the Notification of Lost, Stolen &
Found Firearms (Circulation of Firearms).
Component
Head: Firearms,
Liquor &
Second-Hand
Goods
Approved SOP 31 March 2017
2. Identify firearms not circulated, linked to Crime
Administration System (CAS) numbers, through
ad hoc reports from TMS.
Number of stations
at which corrective
action was taken
All identified stations’
data verified within 5
days of the end of a
month
3. Conduct regular, unannounced inspections at
stations using the purpose-designed template
to correct identified discrepancies & ensuring
the circulation of firearms & the opening of
enquiry files for firearms not reported as lost /
stolen.
Number of stations
inspected
9 Stations per
Quarter (including
AGSA Stations)
Number of enquiry
files opened
4. Ensure inclusion of key functions & timeframes
(7 days for circulation of firearms) related to the
managing of the circulation of firearms into the
PEP Plans of Provincial Head: Visible Policing,
Cluster Commander, Station Commander & the
Designated Firearms Officer (DFO).
Approved generic
PEP Plans & Job
Descriptions
31 March 2017
AGSA
recommendation
(4)
Root Causes (1/2)
Root Causes (1/6)
Root Causes
(4/5/7)
AGSA
recommendation
(4)
16
Programme 2: Visible Policing – Percentage stolen lost
firearms / state-owned firearms recovered (4)
Key Actions ResponsibilityPerformance
IndicatorsTargets
5. Conduct regular, unannounced
inspections at stations to correct
identified discrepancies using the
purpose-designed template, including
comparing the SAPS 13 register &
store and the Enhanced Firearm
Register System (EFRS) & ensure
circulation.Provincial Head:
Visible Policing
Number of stations
inspected
10 Stations per Province per
Quarter (including AGSA
Stations)
6. Conduct a skills audit on the EFR
System training requirements (DFOs).Completed skills audit 31 December 2016
7. Ensure the implementation of
corrective measures & consequence
management.
Number of members
charged
departmentally
Target not set (statistical
indicator), including
correlation with the number
of stations at which data
anomalies & non-
compliance were detected
Root Cause (3)
Root Cause (6)
17
Programme 2: Visible Policing – Percentage stolen lost
firearms / state-owned firearms recovered (5)
Key Actions ResponsibilityPerformance
IndicatorsTargets
8. Prioritize the training of DFOs on the EFRS.
Provincial Head:
Human Resource
Development
Number of
members trained
versus the training
requirement
To be informed by
the skills audit
9. Conduct regular, unannounced inspections at
stations using the purpose-designed
template, including comparing the SAPS 13
register & store & the EFRS, ensuring the
circulation of firearms within 7 days & the
opening of enquiry files for firearms not
reported as lost / stolen.Cluster Commanders
Number of stations
inspected
All stations in the
Cluster per
Quarter
10. Conduct random compliance inspections on
case dockets registered for stolen / lost
firearms to ensure availability of the case
dockets & completion of the SAPS 521 (f).
Percentage case
dockets inspected in
terms of which the
SAPS 521 (f) has
been completed &
filed
100%
AGSA
recommendations
(3/5)
Root Cause (5)
Root Causes (1/6)
Root Cause (3)
18
Programme 2: Visible Policing – Percentage stolen lost
firearms / state-owned firearms recovered (6)
Key Actions Responsibility Performance Indicators Targets
11. Conduct regular, unannounced
inspections at stations to correct
identified discrepancies using the
purpose-designed template, including
comparing the SAPS 13 register, 13
Store & the EFRS, ensuring circulation
within 7 days & the opening of enquiry
files for firearms not reported as lost /
stolen.
Station Commanders
Compliance certificates
Weekly
certificates
submitted
12. Ensure the registration of both criminal
and departmental cases in the event of
a SAPS firearms being reported,
recovered or detected as having been
lost & stolen.
Percentage instances of a lost
/ stolen SAPS firearms in
terms of which both criminal
and departmental cases were
registered
100%
13. Ensure the completion of the SAPS
521(f) for the circulation of firearms.
Detective
CommandersCompliance certificates
Weekly
certificates
submitted
14. Implementation of corrective measures,
including consequence management.Station Commanders Number of members charged
Target not set
(statistical
indicator)
AGSA
recommendation
(1)
Root Causes (1/6)
Root Cause (3)
Deta
il o
f th
e F
ind
ing
: Number of
schools linked to a
police station
reported to
Divisional level
was incomplete
(34%)
Not reported in
Quarter 3 (3%)
AG
SA
Reco
mm
en
dati
on
: 1. Cluster commander should
ensure that all schools within
the eThekwini outer cluster
are linked to the police
station.
2. Cluster commanders
should ensure that all schools
linked are reported to the
Province and Divisional level
in a form of Monthly returns.
3. The Provincial Head should
ensure that the consolidated
list of schools linked within
the province is reported to
the Divisional level.2.
Co
mm
en
t: Please note that the indicator
was changed during 2016/2017
to : Percentage of school safety
programmes implemented at
identified schools.
The findings by the AGSA do,
however, remain relevant as a
schools safety programme
cannot be initiated at a school
without it having being linked
to a specific police station.
19
Programme 2: Visible Policing – Number of schools linked
to police stations (1)
AGSA Finding:
Number of schools linked to police
stations to advance the school safety
programme
Primary Organisational Control:Draft Schools-based Crime
Prevention Guidelines
Error Rate:
37% (55/148)
20
Programme 2: Visible Policing – Number of schools linked
to police stations (2)
AGSA Finding:
Numbers of schools linked to police
stations to advance the school safety
programme
Root Causes of the Finding:
1. Lack of an SOP for schools-based crime prevention, a guideline is currently used.2. The detail associated with the TID related to the management of information &
source documents related to the indicator are not properly understood or not properly applied by members at cluster & stations.
3. The information & source documents related to the indicator are not verified consistently by Commanders at all levels, but particularly at cluster & station levels.
21
Programme 2: Visible Policing – Number of schools linked
to police stations (3)
Key Actions Responsibility Performance Indicators Targets
1. Develop a SOP for schools-based
crime prevention (currently draft
guideline).
Component
Head: Social
Crime Prevention
Approved SOP 31 March 2017
2. Confirm 2016/2017 targets on number
of Safer Schools Programmes to be
implemented at linked schools,
communicate the TID & its related
requirements & confirm reporting
requirements.
Conduct an information &
planning session with the
Provincial Heads Visible
Policing
30 June 2016
3. Ensure that realistic targets are set for
the measurement of the
implementation of Safer Schools
Programmes.
Conduct a National Safe
Schools Review Session with
the Dept. of Basic Education
15 July 2016
4. Conduct provincial interventions to
assist all Provinces with the practical
linkage of schools to police stations &
workshop the TID and its related
requirements.
9 sessions By 31 March 2017
AGSA
recommendation
(3)
Root Cause (2)
Root Cause (1)
Root Cause (3)
22
Programme 2: Visible Policing – Number of schools linked
to police stations (4)
Key Actions ResponsibilityPerformance
IndicatorsTargets
5. Ensure that all monthly feedback reports have been
validated by cluster commanders & consolidate the
information into a quarterly return [The signed
provincial report & supporting information is
submitted to the Divisional Commissioner: Visible
Policing].
Provincial
Commissioners
Monthly returns &
compliance
certificates
Within 5 working
days of the end
of a month
6. Ensure that all monthly feedback reports have been
validated by cluster commanders, including schools
linked to police stations, & consolidate the monthly
return for the cluster, including specifically the
schools within the Ethekwini Cluster. [The signed
report & supporting information is submitted to
the Provincial Commissioner].
Provincial Heads:
Visible Policing
Monthly returns &
compliance
certificates
Within 4 working
days of the end
of a month
7. Ensure that all monthly feedback reports have been
validated by station commanders & consolidate the
monthly return for the cluster [The signed report &
supporting information is submitted to the
Provincial Head: Visible Policing].
Cluster
Commanders
Monthly returns &
compliance
certificates
Within 3 working
days of the end
of a month
8. Designate a member(s) responsible to implement
Safer Schools Programmes in linked in [the
members’ Job Description is updated to reflect the
added responsibility].
Station
Commanders
Updated
Certificates
indicating
designated
members &
approved JDs
Within 2 working
days of the end
of a month
AGSA
recommendation
(1/3)
Root Cause (4)
AGSA
recommendation
(2)
23
Programme 2: Visible Policing – Number of schools linked
to police stations (5)
Key Actions ResponsibilityPerformance
IndicatorsTargets
9. Validate all reports on the
implementation of Safer Schools
Programmes at linked schools [The
signed report & supporting information
is submitted to the Cluster Commander].
Station
CommandersMonthly reports
Within 2 working days
of the end of a month
10. Validate the partnership with the linked
school & record the details of the linkage
on the prescribed template.
Designated
MemberCompleted templates
Within two weeks of
the validating of the
partnership
11. Conduct Safer Schools Programmes in
conjunction with the linked school.
Designated
Member
Monthly reportsWithin 1 working day
of the end of a month
12. Consolidate & record all crime
prevention activities or interventions at
schools in the Safe Schools Programmes
file.
Designated
Member
AGSA
recommendation
Root Cause (4)
24
Programme 3: Detective Service, Specialised Investigations
– Anti-Corruption Task Team (1)
AGSA Finding: Anti-Corruption Task Team (ACTT):
- Number of serious commercial crime-related trial ready cases dockets where
officials are involved including procurement fraud and corruption
- Value of amount involved in procurement fraud and corruption related cases
Limitation of
scope
Deta
il o
f th
e F
ind
ing
: ACTT: Scope Limitation
(National) - no evidence
provided to support the
performance reported
(R36 202 600 (million) and 18
trial-ready case dockets as
reported in the 2015/2016
Annual Report) As a result
performance indicator could
not be verified
ACTT: Scope limitation
(Polokwane) - failed to provide
returns to head office on a
monthly basis for quarterly
reporting. The information
submitted was progress
reports of the individual cases
and not the returns as
required.
Commercial crime unit
restraint amounts recorded
instead of ACTT
ACTT has not been reporting
its performance in the
Quarterly reports.
AG
SA
Reco
mm
en
dati
on
: 1. SAPS should ensure that there is sufficient and appropriate evidence to
support all their performance information reporting and information
available to allow proper audit trail.
2. In addition proper record should be kept of all final orders obtained i.e.
confiscation and forfeiture orders.
3. Monthly returns and progress reports must be submitted timeously. The
information contained in these monthly returns and progress reports need
to be verified before being submitted as indicated in the Performance
Information Management Framework (PIMF) 2015/2016
4. ACTT unit commander to ensure that monthly returns are submitted to
head office and differentiate between progress reports and returns for
statistics and auditing.
5. ACTT unit commander to ensure compliance with PFMA and the PIMF
2015/2016.
6. Accounting officer to ensure that the all Specialised Units are aware of
and have the PIMF 2015/2016.
7. The Commander: Management Information and Strategic Planning at the
DPCI should compare the information received for the ACTT unit with the
supporting documentation to include it in the quarterly report template.
8. The designated official at Monitoring and Evaluation should confirm the
information with the supporting document for quarterly and annual
reporting.
9. ACTT and the Commercial Crime Unit should ensure that returns are
compiled and submitted separately.
25
Programme 3: Detective Service, Specialised Investigations
– Anti-Corruption Task Team (2)
AGSA Finding: Anti-Corruption Task Team (ACTT):
- Value of amount involved in procurement fraud and corruption
related cases
- Number of serious commercial crime-related trial ready cases
dockets where officials are involved including procurement fraud
and corruption
Root Causes of the Finding:
1. Commanders & members do not have a thorough
understanding of the performance reporting
requirements and relevant directives documented
in the relevant TIDs.
Comment:
Please note that while the value of amount
involved in procurement fraud and corruption
cases is a Medium-Term Strategic Framework
(MTSF) performance indicator, it should not
have been allocated to the DPCI, but rather to
the National Prosecuting Authority (NPA).
26
Programme 3: Detective Service, Specialised Investigations
– Anti-Corruption Task Team (3)
Key Actions ResponsibilityPerformance
IndicatorsTargets
1. Standardize / formalize the approach
to reporting performance information
to ensure the capturing of the
information required & to ensure
physical evidence supporting the
stated achievement.
Component
Head: Serious
Corruption
Investigation
Approved & distributed
reporting template
Completed on 1
November 2016
2. Conduct inspections at Units focusing
on the ACTT Performance Information
System, case dockets & Case Control
Registers to monitor performance &
the recording of performance-related
information.
The number of Units
inspected
All Units inspected
by 31 March 2017
3. Improve coordination & engagement
within ACTT structures.
Monthly meetings with
ACTT Stakeholders12 meetings
4. Ensure that all monthly returns from
Provinces are verified & certified.
Monthly certification of
performance reports
On or before the 5th
of every month
AGSA
recommendations
(1/3)
AGSA
recommendations
(1-5)
AGSA
recommendation
(1)
27
Programme 3: Detective Service, Specialised Investigations
– Anti-Corruption Task Team (4)
Key Actions ResponsibilityPerformance
IndicatorsTargets
5. Separate performance reporting by the
two components (Serious Corruption &
Serious Commercial Crime
Investigation).
Commander:
National
Management
Information &
Strategic Planning
Established reporting
procedures & templates
Completed
6. Conduct quarterly comparisons of
reported performance information with
relevant source documentation.
Approved quarterly
performance
information
As per communicated
quarterly performance
reporting schedule
7. Ensure that all Commanders have a
thorough understanding of the
requirements of the TIDs and related
directives.
The percentage
Commanders briefed100%
8. Certify the correct completion of
performance information templates for
submission to the Component Head:
Serious Corruption Investigation.
Provincial
Commanders:
Serious Corruption
Investigation
Certified performance
information reports
On or before the 5th of
every month
9. Maintain physical copies of returns for
audit purposes. Filed returnsOn or before the 5th of
every month
10. Ensure that physical records of all
confiscation & forfeiture orders are
maintained.
Physical inspections of
all case dockets
Monthly certification
submitted
AGSA
recommendation
(9)
Root Cause (1)
AGSA
recommendations
(2)
AGSA
recommendations
(2)
AGSA
recommendation
(6)
28
Programme 3: Detective Service, Specialised Investigations
– Anti-Corruption Task Team (5)
Key Actions ResponsibilityPerformance
IndicatorsTargets
11. Conduct inspections on case dockets &
CAS to ensure compliance.
Unit Commanders:
Serious Corruption
Investigation
Compliance certificatesWeekly certificates
submitted
12. Ensure the implementation of
corrective action, including the in-
service training of members & institute
consequence management where
required
The number of
members charged
No target set
(statistical indicator)
13. Certify the correct completion of
performance information templates &
the required supporting information
for submission to the Provincial
Commander: Serious Commercial
Crime.
Certified performance
information reports
Within 3 working days
of the end of a month
AGSA
recommendations
(3/4/5)
29
Programme 3: Detective Service, Specialised Investigations
– Commercial Crime (1)
AGSA Finding:
Percentage trial-ready case dockets for serious
commercial crime-related charges
Detection rate for serious commercial crime-related
charges
Error Rate: 30%
(30/100)
Deta
il o
f th
e F
ind
ing
: Trial-ready rate:
Limitation of scope -
failed to provide
supporting documentation
(monthly returns and CAS
printouts) for the
performance reported on
the quarterly reports.
Detection Rate:
Cases were incorrectly recorded as trial ready case dockets in the 3rd Quarterly report
Cases could not be traced back to the list of cases provided by the DPCI for audit (8 cases)
AG
SA
Reco
mm
en
dati
on
:
Trail-ready rate:
1. The Commercial Crime Unit Commander should ensure that the
members utilize CAS in the process of investigation and when the
investigation is being finalized to ensure that a report can be
drawn from CAS for the performance indicator.
2. The Commercial Crime Unit Commander should ensure that all
supporting documentation and information be available in order
for the validity and accuracy of the information provided in the
quarterly reports to be verified.
Detection rate:
3. The Unit Commander should implement the following controls:
3.1 The Unit Commander should ensure that regular reviews on the monthly and quarterly reporting are performed, and all errors are corrected on a timely basis.
3.2 The Unit Commander should do regular follow ups on errors that have not yet been corrected and ensure that all errors are corrected.
3.3 The discrepancies should be investigated and updated on quarterly reports to ensure that year end reporting will be accurate, valid and complete.
Error Rate: 31%
(26/83)
30
Programme 3: Detective Service, Specialised Investigations
– Commercial Crime (2)
AGSA Finding:
Percentage trial-ready case dockets for serious
commercial crime-related charges
Detection rate for serious commercial crime-
related charges
Root Causes of the Finding:
1. Commanders & members do not have a thorough understanding of the performance reporting
requirements & relevant directives documented in the relevant TIDs.
2. Adequate source document controls are not in place.
3. Commanders & investigating officers are not updating the CAS/ICDMS, either due to non-compliance
or a lack of training.
31
Programme 3: Detective Service, Specialised Investigations
– Commercial Crime (3)
Key Actions ResponsibilityPerformance
IndicatorsTargets
1. Conduct inspections at all Serious Commercial
Crime Units to correlate case dockets with the
CAS/ICDMS and ensure the maintenance of
performance & supporting information
Component
Head: Serious
Commercial
Crime
Number of Units
inspected
All Units inspected
by 31 March 2017
2. Compile data integrity reports on information
captured on CAS pertaining to all Serious
Commercial Crime Units.
Data integrity reports Monthly
3. Liaise with TMS to develop a functionality on
CAS/ICDMS to enable Serious Commercial
Crime Units to draw the percentage of trial-
ready case dockets.
Developed
CAS/ICDMS
functionality
Monthly feedback
until the
functionality is
developed
4. Ensure all Serious Commercial Crime Units
implement a source document (Case Control
Register) to validate the accuracy of monthly,
quarterly & annual performance information.
Distributed directive 1 November 2016
5. Ensure that all monthly returns from Provinces
are verified & certified.
Monthly certification
of performance
reports
Within 5 working
days of the end of a
month
6. Ensure the inclusion of a KPA in the
Performance Agreements & PEP Plans of all
Commanders relating to the management of
performance information.
Signed-off
performance
agreements & PEP
Plans
31 March 2017
AGSA
recommendations
(1/2)
Root Cause (2)
AGSA
recommendations
(2)
32
Programme 3: Detective Service, Specialised Investigations
– Commercial Crime (4)
Key Actions ResponsibilityPerformance
IndicatorsTargets
7. Conduct Quarterly Performance Reviews
to ensure accuracy of reported
information.
Provincial
Commanders:
Serious
Commercial Crime
Minutes of Quarterly
Performance Reviews
Within 21 working days
of the end of a quarter
8. Conduct a comparison of the CAS & the
Business Intelligence (BI) System before
compiling monthly return.Certified performance
information reports
Within 5 working days
of the end of a month9. Certify the correct completion of
performance information templates for
submission to the Component Head:
Serious Commercial Crime.
10. Conduct inspections on case dockets &
CAS to ensure compliance. Unit
Commanders:
Serious
Commercial Crime
Compliance certificatesWeekly certificates
submitted
11. Ensure the implementation of corrective
action, including the in-service training
of members & institute consequence
management where required
The number of members
charged
No target set (statistical
indicator)
12. Certify the correct completion of
performance information templates for
submission to the Provincial
Commander: Serious Commercial Crime.
Certified performance
information reports
Within 3 working days
of the end of a month
AGSA
recommendations
(2)
AGSA
recommendations
(2)
Root Cause (2)
33
Programme 3: Detective Service, Specialised Investigations
– Commercial Crime (5)
Key Actions ResponsibilityPerformance
IndicatorsTargets
13. Conduct Quarterly Performance Reviews
to ensure accuracy of reported
information.
Unit
Commanders:
Serious
Commercial Crime
Minutes of Quarterly
Performance Reviews
Within 21 working days
of the end of a quarter
14. Ensure the correction of data anomalies
reflected in monthly data integrity
reports.
Compliance certificatesMonthly certificates
submitted
15. Ensure that performance information
discrepancies that are identified are
investigated, ensure corrective action is
implemented & update quarterly &
annual performance reports.
Commander:
National
Management
Information &
Strategic Planning
Compliance certificatesMonthly certificates
submitted
16. Ensure that all Commanders have a
thorough understanding of the
requirements of the TIDs.
The percentage
Commanders briefed100%
Root Cause (1)
AGSA
recommendation
(3.1)
AGSA
recommendation
(3.3)
AGSA
recommendation
(3.2)
34
Programme 3: Detective Service, Forensic Science
Laboratory (1)
AGSA Finding:
Percentage of ballistics intelligence
(IBIS) case-exhibits (entries) finalized
within 28 working days
Primary Organisational Control:
Standard Operating Procedure:
FSL00030P Case Administration &
Exhibit Management
Error Rate:
71,13% (69/97)
Deta
il o
f th
e F
ind
ing
:
Inability to verify FSL admin
dates captured (69.07%).
No FSL system controls to limit
entry of completion of case
before date of registration
(2%).A
GSA
Reco
mm
en
dati
on
: 1. The Regional Commander
should ensure that the unit
follows the Performance
Information Management
Framework 2015/2016 in their
process of case reception,
registering, analysing, and
completion of a case.
35
Programme 3: Detective Service, Forensic Science
Laboratory (2)
AGSA Finding:
Percentage of ballistics (IBIS)
intelligence case-exhibits (entries)
finalized within 28 working days
Root Causes of the Finding:
1. At the time of the audit, the Forensic Science Laboratory (FSL) Administration System did not permit the
manual capturing of the actual receipt date of the exhibits by the data typist. The FSL Administration
System automatically configures a registration date which is the date the exhibits were captured on the
system. Furthermore, it did not prevent the capturing of a completion date before the registration /
receipt date.
Clarification Comments:
Integrated Ballistics Intelligence System (IBIS) exhibits were received during a time when the FSL
Admin system was off-line.
Subsequently, the IBIS examiners commenced the performing of a forensic examination in order to
prevent back-logs developing.
The finalisation date of the examination was captured on IBIS when the examination was completed.
The IBIS exhibits were later registered when the FSL Admin System came on-line.
The date of registration (receipt) was automatically populated by the FSL Admin System (after the
date completion of the examination) & the date of completion was imported from IBIS system &
captured on the FSL Administration System used.
36
Programme 3: Detective Service, Forensic Science
Laboratory (3)
Key Actions ResponsibilityPerformance
IndicatorsTargets
1. Facilitate the upgrade / enhancement of
the FSL Administration System to permit a
receipt date to be entered by the capturer
and to prevent a data entry being made for
case completion date, before the receipt &
registration date entry.
FSL Management &
Division technology
Management Services Enhanced system
functionality
31 November
2016
2. The revision of SOP: FSL0030P and
implementation thereof to address the
findings.
FSL: Quality ManagerRevised and
implemented SOP01 October 2016
3. Facilitate forensic awareness and
workshops (quality circles) to ensure that
members are conversant with the revised
SOP, namely FSL0030P (Case Registration &
Exhibit Management)
Quality Managers FSL
Section Head /
CommandersNumber of forensic
awareness workshops
1 by 31
December 2016
(Continuous for
new members)
4. Conduct quality inspections and audits at
Forensic Science Laboratories to assess the
level of compliance to SOP: FSL0030P.
FSL Quality Managers
Number of Quality
inspections and audits
conducted
1 per Quarter
5. Monitoring and evaluation of the enhanced
FSL Admin system to ensure integrity of the
data from the system
Technology
Management Services
and FSL Laboratory
Management
Monthly Monitoring &
Evaluation and trend
analysis
Within 5 working
days of the end
of a month
AGSA
recommendation (1)
Root Cause (1)
37
Actions to be addressed in Support of the Rectification of
all 9 Findings
Key Actions ResponsibilityPerformance
IndicatorsTargets
1. Assess all stations audited by the AGSA
during 2015/2016 to determine the
impact of a layered approach to
inspections in respect of all findings &
ensure accountability through the
application of consequence
management.
Head: Strategic
Management
Assessment reports
detailing repeat
findings &
recommending
consequence
management
31 December
2016 &
31 March 2017
2. Conduct an assessment of the all
relevant TIDs to determine their
relevance, appropriateness and viability.
Assessment Report 31 March 2017
3. Ensure that all provinces, clusters &
stations receive the approved TID & all
relevant directives relating to the
performance indicators.
Submitted
confirmation
certificates
30 November
2016
4. Identify & analyze relevant
organizational controls to the AGSA
findings.
Analysis Report 31 March 2017
5. Ensure an integrated approach to the
conducting of visits by internal
assurance providers.
Combined assurance
allocations for
2016/2017
31 March 2017
2. Overview of the SAPS’s
Combined Assurance
Process
Fourth Line of Defence
39
First Line of Defence
Line Managers:
- Station Commanders
- Cluster Commanders
- Provincial Commissioners
- Divisional Commissioners
Organisational Controls:
- Standard Operating Procedures
- Standing Orders
- National Instructions
- Official Directives
Second Line of Defence
Management (functional areas)
Management Interventions:
- Compliance Management; &
- Correction of under-
performance
Risk Management
Third Line of Defence
Internal Audit
Combined Assurance Lines of Defence
Top Management
National Management Forum /Audit Committee
Regulatory Supervisors
External Audit
Correlation of all
findings
Integrated, single
Findings
Rectification Plan
Reinforcement of
organisational
controls &
consequence
management
40
Combined Assurance Dashboard
Combined
Assurance
Dashboard
Line Management
Factory Walk
Checklist
Station Risk
Response Plan
Management & Management Interventions (MI)
Support
capabilities, e.g.
Financial
Management,
SCM
270 Priority
Stations (MI)
Computerised
Assessment Tool
(CAT)
Internal Audit
Risk-based Audits
Performance
Audits
Consulting Audits
External Audit
Financial
Predetermined
Objectives
Compliance
Oversight Bodies
Portfolio
Committee on
Police
Civilian
Secretariat
SAPS Audit
Committee
3. Annual Financial
Statements
• Keep full and proper records of the financial affairs of the
department.
• Prepare financial statements in accordance with generally
recognised accounting practice.
• Submit financial statements within two months after the
financial year (31 May).
• Auditor General (AG) to audit and submit their report ( 31 July).
End-year Reporting: Annual Financial
Statements42
• Prepared on a modified cash basis, in accordance with the formats /
standards prescribed by the National Treasury, where only certain
elements are recognised in the primary financial statements i.e.:
– Appropriation statement;
– Statement of financial performance (income statement);
– Statement of financial position (balance sheet); and
– Statement of changes in net assets and cash flow statement.
• Primary financial information (notes) thereto i.e. revenue, expenses,
assets and liabilities (Supporting notes).
• Secondary financial information that has been recorded, but did not
qualify for recognition in the primary financial statements (Additional
Notes).
Annual Financial Statements43
• Pre-month end and year-end closure meetings: 18 February 2016.
• Month-end closure: 31 March 2016 - 8 April 2016.
• Processes between 14 March and 8 April:
– Final withdrawal of funds at National Treasury.
– Final payment of revenue raised during the financial year.
– Finalisation of all ledger account transactions.
– Ensure that all transactions were received from National Treasury and
captured on POLFIN.
– Ensure that all transactions are reconciled.
• Actions after year end closure: 9 - 10 April 2016
– Roll-over of transactions to 2016/17 financial year .
Process Flow: Month- and Year-end Procedures44
• Preparing the Annual Financial Statements (AFS):
– Obtain information to compile the Accounting Officers report.
– Submission of information: 15 April 2016.
– Management review and sign off: 13 May 2016.
– Revise and finalise the accounting policies.
– Obtain information from responsible environments to prepare the appropriation statement, primary
financial statements and notes, secondary financial notes and annexures.
– Overall management review and sign off: 25 April 2016.
– Prepare secondary notes for commitments and accruals: 18 May 2016.
– Management review and sign off for commitments and accruals: 20 May 2016.
– Signing of the AFS by the accounting officer between 23 - 27 May 2016.
– Submission of AFS on 31 May 2016 to National Treasury.
• Overall Action Steps:
– Intensify review actions before sign-off.
– Capacity in the specific environment to be strengthened.
Process Flow: Month- and Year-end Procedures
cont.45
• Annual Financial Statements:
– The financial statements submitted for audit were not supported by full and proper
records.
– Material misstatements of immovable tangible assets, operating lease commitments,
and contingent liabilities identified by the auditors in the submitted financial
statements were subsequently corrected and the supporting documents were
provided subsequently.
• Procurement and contract management:
– Persons in service of the Department of Police who had a private or business interest
in contracts awarded by the Department of Police failed in certain instances to
disclose such interest.
• Reference to internal control e.g. monitoring, record keeping etc.:
– Referring to the above.
Report of the Auditor General to Parliament 46
• “Incorrect classification of Work in Progress (WIP) relating to the
Telkom Towers building”
• Accounting Manual for Departments / Standard:
– Capital WIP current costs and finance lease payments:
• The payments made during the current reporting period on projects where
the relevant asset is not ready for use at year-end.
– WIP projects – asset ready for use:
• Once a project asset is ready for use, the budget holder must bring the total
cost to bring the asset to that position and condition into its asset register.
• Once all obligations in terms of the contract are concluded the final costing
must be done and the asset register updated.
Finding: Immoveable Capital Asset (Note 30
and Annexure 7)47
• Action Steps:
– SAPS purchased building in 2015/16 financial year and paid DPW.
– SAPS viewed the payment of the building as work in progress (title deed
registration in April 2016 etc.) and not included in additions (asset
register).
– AGSA viewed initially the transaction as a prepayment.
– National Treasury ruled that the building (transaction) should be treated
as an addition to the asset register and not work in progress.
– Capital work in progress clarification to be enhanced with the National
Treasury (Accounting Treatment).
Finding: Immoveable Capital Asset (Note 30
and Annexure 7) cont.48
• “The lease commitments disclosed were calculated incorrectly”
• Accounting Manual for Departments / Standard:
– A lease is an agreement whereby the lessor conveys to the lessee in return for a
payment or series of payments, the right to use an asset for an agreed period of
time.
– DPW devolved its property leasing budget which is reflected as a budget for
property leases on user department’s budgets.
– The lease budget appears on a user department’s budget which is used to pay
DPW for private owned leased accommodation.
– DPW continues to enter into leases to supply in the accommodation needs of
departments.
– DPW thus still procure and manage leases on behalf of client departments.
Finding: Operating Lease Commitment for
Land and Buildings (Note 22.1)49
• Action Steps:
– Lease Commitments: Land and Buildings:
• SAPS used Property Management Information System data of DPW to compile relevant
note.
• Certain data, specifically related to four indefinite leases were found not to be correct by
AG. National Treasury was approached.
• SAPS subsequently obtained and reviewed more than 1000 lease agreements and
adjusted data.
• Establish and intensify monthly review meetings on Facility Component level. (Maintain
secondary database).
• Strengthen capacity of Sub Section: Rental and Leases in order to perform monitoring
and verifications (±3 posts).
• Activate quarterly forum meetings between DPW and SAPS, specifically aimed at leases.
• Senior Management to sign off on timeous submission of reported information.
Finding: Operating Lease Commitment for Land
and Buildings (Note 22.1) cont.50
• “Incorrect estimated amounts were incorrectly captured on the system,
and some civil claims were duplicated on the system”
• Accounting Manual for Departments / Standard:
– A contingent liability may arise from unexpected events that are not wholly within
the control of the department.
– Civil claims against the state (department / province) that have not been settled
(by a court order or mutually between the parties) must be included in
contingent liabilities.
– Certain types of claims are normally overstated.
– SAPS uses amounts claimed from the Department in letters of demand received
from claimants.
Finding: Contingent Liabilities (Civil Claims
note 18 and Annexure 5) 51
• Action Steps
– Process summary:
• In terms of Act 40 of 2002 (Institution of Legal Proceedings Against Certain Organs of State Act),
legal proceedings (summons issued) cannot be instituted against a Department without
complying with the Act i.e. serving a letter of demand.
• Upon receipt of a letter of demand (via facsimile, electronic mail, registered mail or hand
delivered) at either the Division: Legal & Policy Services, the Minister or the National
Commissioner’s office, the letter of demand is forwarded to Archives & Registry to open a file.
• The file is then forwarded to Division: Legal & Policy Services: Litigation & Administration.
• Upon receipt of the file, a civilian number is created.
• Thereafter an incident is registered and an acknowledgment of receipt typed.
• A schedule is then prepared for the relevant Province (where the incident occurred) and the
letter of demand with the schedule is then scanned and e-mailed to the relevant Province.
• The acknowledgment of receipt is thereafter transmitted via facsimile or post to the claimant or
the latter’s legal representative.
Finding: Contingent Liabilities (Civil Claims
note 18 and Annexure 5) cont.52
• Upon receipt of the letter of demand the Provincial Legal Services must open a file and capture the provincial
file number on the Loss Control System against the specific incident number.
• An instruction must be send to the relevant station to investigate the claim details as per the letter of demand.
• Once the investigation is finalised, the report with supporting documentation is forwarded to Provincial Legal
Services.
• The latter must then check the Loss Control System for details (i.e. specific station, amount) according to the
investigation report and documents and amend (update) the Loss Control System where necessary.
• It must be noted that during the investigation of the claim and/or after receipt of the investigation report
Summons can be served.
• Once a Summons is served, the Loss Control System must be updated as the claim amount can differ from the
amount in the letter of demand, as well as a cause of action can be added and thus the Loss Control System
must be amended where necessary. Instructions are provided to the State Attorney and normal litigation
proceed.
• During the litigation process the Loss Control System must be updated as the claim amount can be increased
(amended) by a Plaintiff, e.g. in the case of a shooting incident, assault, etc. until finalisation of the litigation
(payment of court order/settlement or dismissal of claim).
Finding: Contingent Liabilities (Civil Claims
note 18 and Annexure 5) cont.53
• Existing controls:
– Monthly reports (exception reports) are drawn from the Loss Control System and brought to the attention of all
Provincial Heads: Legal Services, as updating of the Loss Control System is the responsibility of all legal offices
during the litigation process. The rating reports also provide an indication of whether the Loss Control System
is updated regularly.
• Additional controls to enhance accuracy of data:
– The Loss Control System has a control function (S.3.15) but it is currently allocated to administrative personnel
(capturers of data). This will be revoked and allocated to supervisors (to be identified by Provincial Heads), so
as to ensure segregation between the functions of capturing and control.
– Furthermore all Provincial Heads must ensure that monthly physical checks are done, i.e. data on the Loss
Control System against files (this instruction was provided in July after the Auditor-General’s findings where
provided).
– Training is provided to all officers and administrative personnel on the Loss Control System to ensure data
integrity; interpretation of reports; verification of data and amendments where necessary. The training
programme commenced in September 2016.
– Provincial Heads will be instructed to report on a quarterly basis the frequency on which reports were drawn,
deficiencies identified and corrections made (specifically with regard to amounts, updates and exceptions).
Finding: Contingent Liabilities (Civil claims
note 18 and Annexure 5) cont.54
4. Procurement & Contract
Management
• “Inadequate monitoring of controls to detect SAPS staff members performing remunerative
work without approval”
• Policy:
– All employees of the SAPS (level 1-15), who earn money or any income from a source other than
their SAPS salary, must apply for authorization in writing.
– National Instruction 4 of 2012 regulates the performance of external remunerative work and
stipulates certain types of work that are prohibited as remunerative work while a person is in the
employ of the SAPS.
– In terms of the delegation of powers, only a Provincial Commissioner or Divisional Commissioner
may approve applications to perform remunerative work.
– The prescribed application form must be completed and submitted for consideration annually.
– The relevant Provincial Commissioner or Divisional Commissioner record all information related to
applications received, authorisation granted and applications not approved, on a database. The
information is submitted to Head Office for consolidation of a national database.
Finding: Procurement and Contract
Management56
Finding: Procurement and Contract
Management cont.57
• Action Steps:
– Two circulars were issued instructing SCM practitioners in SAPS to verify the identity
number(s) as provided by bidders against the Public Servant Verification System which
resides on the website of the Department of Public Service and Administration. (If found
that any of the directors/members/shareholders are employed by the State such written
price quotation or bid will be disqualified).
– The SAPS has implemented National Treasury’s Central Supplier Database (CSD) which came
into in effect on 1 July 2016. The CSD verifies the status of directors and shareholders of
bidders against various databases as part of its compliance checks on State employees.
– Importance of this matter was raised and reiterated at a recent National Procurement
Forum which was held with all Section Heads in divisions and provinces.
– Public Service Regulations (13C) published on 29 July 2016 also require that an employee
shall not conduct business with any organ of state or be a director of a public or private
company conducting business with an organ of state, unless such is in an official capacity a
director of a company listed in schedule 2 and 3 of the PFMA (by 31 January 2017).
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