Abstract
Performance monitoring, often based on the use of performance indicators, has become a central aspect of the work of government departments in South Africa. Even though the South African Police Service (SAPS) is regarded as one of the leading government departments in the use of performance monitoring systems, it does not use performance information in a critical enough manner, particularly given the risk that the introduction of performance measures will lead to perverse incentives. Given that the SAPS is one of the largest police services in the world, the centralised reporting on organisational performance in the annual report is ineffective. It obscures much more than it reveals about what is being achieved by the organisation. Since 2005 the Auditor General of South Africa has been phasing in a ‘predetermined objectives’ audit that involves checking on the reliability of the performance information presented by the SAPS. Though he has limited capacity to do so, the AG also carries out what are called ‘performance audits’, that involve deeper and more focused scrutiny of the functioning of government departments. A 2008-09 performance audit on service delivery at police stations and 10111 call centres highlights the type of scrutiny that the SAPS needs to be subjected to if information on its performance is to become more meaningful.
Highlights
Since the early 1980s an increasing number of governments have invested in systems of performance management, incorporating the use of performance indicators and the implementation of systems of performance assessment
One of the inherent risks of indicators is that they have unintended consequences such as ‘promoting inappropriate behaviour or malicious compliance’.2. This has been illustrated in South Africa with evidence of performance management related targets and systems contributing to a pattern of non-recording of cases reported at police stations.[3]
The existence of police stations, of which there are currently 1 122, is in itself apparent evidence of the intention to ensure that police are deployed in locations that will enable them to be accessible to and serve the public
Summary
The key auditing function performed by the Auditor General[24] is often seen to be the audit of financial statements In this respect the SAPS audit history has fared well. The first of these examines compliance with key legislation, including legislation pertaining to ‘financial matters, financial management, and other related matters’.27.
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