strategic plan 2012/17 and annual performance plan...

Strategic Plan 2012/17 and Annual Performance Plan 2012/13

INDEPENDENT POLICE INVESTIGATIVE DIRECTORATE (IPID)

Monday, 16 April 2012

BRIEFING TO THE PORTFOLIO COMMITTEE ON POLICE

Old Assembly Chamber

Parliament

Strategic Plan 2012/17 , Annual Performance Plan and Budget 2012/13

INTRODUCTION

PROGRESS: 2011/12 COMMITMENTS

STRATEGIC PRIOIRTIES FOR 2012/13

IPID LOGIC MODEL: 2012/17

STRATEGIC OUTCOME-OTRIENTED GOALS FOR 2012/17

PROGRAMME 1: ADMINISTRATION

PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT

PROGRAMME 3: LEGAL SERVICES

BUDGET 2012

Closure

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INTRODUCTION Executive Director: Mr F Beukman

1. IPID STRATEGIC PLAN 2012-2017

2. IPID ANNUAL PERFORMANCE PLAN 2012-2013

3. ESTIMATES OF NATIONAL EXPENDITURE 2012 VOTE 23 Budget summary : MTEF Baseline – 2012/2015

2012/13 2013/14 2014/15

R 196 961 000 R 215 342 000 R 232 630 000

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INTRODUCTION Executive Director: Mr F Beukman

1. Focus: New Legislative Mandate

2. Process followed Drafts 1, 2 and 3 of the Strategic Plan 2012/17 and Annual Performance

Plan 2012/13 submitted to National Treasury on 31 August 2011, 31 October 2011 and 31 January 2012. (Also submitted to the Minister and Deputy Minister).

3. Involvement of Technical Advisory Unit (National Treasury)

4. Feedback from National Treasury and Presidency

5. Impact on priorities

6. Commitments of 2011/12

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PROGRESS: 2011/12 COMMITMENTS

1. Conversion of Case Analysts and Case Monitors

2. New Case Management System

3. Strategy to reduce backlogs

4. Finalisation of IPID Regulations

5. Implementation of the IPID Act 6. Allocation of additional funding for implementation of the IPID Act

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STRATEGIC PRIORITIES FOR 2012/13

Aim To ensure independent oversight over the South African Police Service (SAPS) and the Municipal Police Services, and to conduct independent and impartial investigations of identified criminal offences allegedly committed by members of the SAPS and the Municipal Police Services, and make appropriate recommendations. Strategic Priorities for 2012/13 The establishment of the IPID will usher in a new era of civilian oversight over specified crimes committed by members of SAPS and municipal services. Other priorities are: • Report and monitor recommendations that are made in respect of

members of the SAPS and municipal police services • Improve reporting and accountability practices • Develop policy, reporting frameworks and standard operating

procedures to regulate investigations • The strengthening of national and provincial management

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IPID LOGIC MODEL: 2012/17

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STRATEGIC OUTCOME-ORIENTED GOALS FOR 2012/17

The strategic outcome-oriented goals of the IPID are linked to the achievement of outcomes 3 and 12, as identified by the Department of Performance Monitoring and Evaluation in the Presidency. These outcomes are: Outcome 3: ALL PEOPLE IN SOUTH AFRICA ARE AND FEEL SAFE AND SECURE Outcome 12: AN EFFICIENT, EFFECTIVE AND DEVELOPMENT-ORIENTED PUBLIC SERVICE AND AN EMPOWERED, FAIR AND INCLUSIVE CITIZENSHIP The activities of the IPID will specifically focus on output 3 (of outcome 3) to combat police corruption and thereby enhance its effectiveness and its ability to serve as a crime deterrent.

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IMMEDIATE OUTCOME

THE IPID IS ACCESSIBLE TO THE PUBLIC

Development of public awareness of the IPID and its functions through community awareness programmes, media campaigns, and the establishment of satellite offices to increase public accessibility.

STRATEGIC OUTCOME-ORIENTED GOALS FOR 2012/17

ULTIMATE OUTCOME:

A POLICE SERVICE THAT IS TRUSTED BY THE COMMUNITY

AND OPERATES IN LINE WITH THE SPIRIT OF THE

CONSTITUTION

The public trusts the police services to be honest, to ensure

their safety and to treat all citizens with respect and

dignity. All police officials at all times recognises and

ensures the fundamental of rights of human dignity, life,

freedom and security, as stipulated in the Bill of Rights and

the Constitution as a whole.

INTERMEDIATE OUTCOME 1:

THE IPID IS A STRONG, INDEPENDENT OVERSIGHT BODY

The IPID is an independent oversight body that conducts

investigations without fear or favour; and makes

recommendations that are acted upon and have a lasting

impact on police conduct.

INTERMEDIATE OUTCOME 2:

THE POLICE SERVICE IS RESPONSIVE TO IPID

RECOMMENDATIONS

The IPID is an independent oversight body that conducts

investigations without fear or favour; and makes

recommendations that are acted upon and have a lasting

impact on police conduct.

IMMEDIATE OUTCOME

THE PERFORMANCE MANAGEMENT SYSTEM OPERATES OPTIMALLY

The IPID has an effective performance management system, including internal controls and external performance reporting procedures, to ensure accountability. IMMEDIATE OUTCOME

THE IPID PROCESSES CASES EFFICIENTLY

The IPID operates an efficient case management system that ensures the effective completion of cases and the generation of recommendation and feedback reports within appropriate time frames.

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PROGRAMME 1: ADMINISTRATION Programme Manager: Ms M Shange

PURPOSE, OUTCOMES (STRATEGIC OBJECTIVES) AND OUTPUTS FOR PROGRAMME 1

Purpose: Provide leadership, management and support services to the IPID

Outcome 1 (Strategic objective) : THE IPID IS ACCESSIBLE TO THE PUBLIC

Outputs:

1. Public Awareness Campaigns to increase public awareness of the provisions of the IPID Act and the directorate’s functions and services.

2. Stakeholder Management: Regular engagements with and reports to key stakeholders, including the SAPS, MPS, Civilian Secretariat of Police Services and other Government and Civil Society Organisations.

Outcome 2 (Strategic objective): THE PERFORMANCE MANAGEMENT SYSTEM

OPERATES OPTIMALLY Outputs:

3. Policies and Guidelines that inform the standard operating procedures and support of the IPID mandate and ensure compliance with regulatory and legislative prescripts.

4. Performance Management System: A performance measurement and reporting system that supports management and decision making and that enable the IPID to comply with

internal and external accountability reporting in line with legislative requirements.

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Programme 1: INDICATORS AND MEDIUM TERM PERFORMANCE TARGETS

OUTPUT

(STRATEGIC OBJECTIVE) INDICATORS

Medium-term targets

2012/13 2013/14 2014/15

PUBLIC AWARENESS

CAMPAIGNS

1 Number of community outreach events

conducted annually 306 306 306

2 Number of formal media statements

and responses released annually 50 50 50

STAKEHOLDER MANAGEMENT 3 Number of formal engagements with

key stakeholders held annually 4 4 4

UP TO DATE POLICIES AND

GUIDELINES 4

Percentage of Policies reviewed by

departmental Policy Review Committee

annually

100% 100% 100%

PERFORMANCE MANAGEMENT

SYSTEM

5 Number of performance monitoring and

evaluation reports submitted

Establish Corporate Governance

Component and set annual and

quarterly targets

Perform

according to

targets

Perform

according to

targets

6 Number of financial expenditure reports

submitted 16 16 16

7 Number of asset verifications and

updates of asset register completed 4 4 4

8 % vacancy rate Below 10% Below 10% Below 10%

9 % females at senior – and top

management level 50% 50% 50%

10 % of staff compliment consisting of

people with disabilities 2% 2% 2%

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OFFICE ACCOMMODATION

• Expenditure on leases to increase from R15.1 million (in 2011/12) to

R37.4 million (in 2014/15). This increase is due to – - Adjustments to reflect actual expenditure - Expansion of existing offices - Opening of new satellite offices

• Setting of targets in respect of immovable assets is initiated by means of

the IPID’s User Asset Management Plan (UAMP).

• Weaknesses identified in respect of Immovable asset management has been addressed by: • Reconfiguring and strengthening of the Accommodation Advisory

Committee (AAC) • Development of an interim Immovable Asset Policy • Establishment of a Monitoring and Evaluation Unit (in the new

Corporate Governance Component) to monitor effectiveness IPID’s immovable asset management on an on-going basis

• Job evaluation of the post of Auxiliary Services Manager

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OFFICE ACCOMMODATION : Construction and purchase of immovable assets

From recent discussions between the DPW and the IPID, the DPW indicated that:

- It favours an increase in government’s immovable assets and that, in respect of

acquisitions, it would favour the construction and purchase of immovable assets

rather than the leasing thereof;

- Option analyses will be conducted for all properties of all departments. This

process considers the cost-benefit of various acquisition options, including the

construction and purchase of immovable assets. (Until recently, option analyses

were reserved for large departments.)

- Small departments, such as the IPID, are to receive preference in respect of

assistance by means of option analyses and the possibility exists for a purchase

or construction option to be identified.

The viability of the option of construction or purchase of immovable assets is to a

great extent dependant on the organisational growth of the department and shall

be informed by the policy framework of DPW and National Treasury in the next year

or two.

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ESTABLISHMENT OF SATELLITE OFFICES

IPID SATELLITE OFFICES PROJECTIONS

2012/13 2013/14 2014/15 2015/16 onwards

1 GAUTENG Pretoria Vereeniging

2 KWAZULU-NATAL Ladysmith Port Shepstone

3 WESTERN CAPE Worcester

4 EASTERN CAPE Port Elizabeth Queenstown

5 FREE STATE Kroonstad Sasolburg

6 LIMPOPO Bela Bela Phalaborwa

7 MPUMALANGA KwaMhlanga Ermelo

8 NORTHERN CAPE Springbok De Aar

9 NORTH WEST Klerksdorp Vryburg

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FILLING OF VACANCIES: IPID POSTS FOR 2012/13

PROGRAMME 1

Corporate Governance:

1 x Director Corporate Governance (13)

1 x Deputy Director M&E (11)

1 x Assistant Director M&E (9)

Executive Support:

1 x Director Executive Support (13)

Finance:

1 x Deputy Director Financial Administration (11)

PROGRAMME 3

1 x Director Legal Services (13)

1 x Senior Legal Admin Officer (11)

PROGRAMME 2

1 x Chief Director Investigation and Information Management (14)

1 x Director Policy and Provincial Coordination (13)

1 x Deputy Director Policy and Provincial Coordination (11)

Provincial Offices

9 X CD: Provincial Heads (14)

Upgrades of all Monitors and Case Analysts

Western Cape

1 X PI (9)

2 X SI (8)

Gauteng (JHB)

1 X PI (9)

1 X SI (8)

Gauteng (Pretoria)

1 X PI (9)

3 X SI (8)

Mpumalanga

1 X PI (9)

3 X SI (8)

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PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT Acting Programme Manager: Mr M Sesoko


Purpose: Coordinate and facilitate the IPID’s investigative processes, and develop policy and strategic frameworks that guide investigations. Outcome (Strategic objective) : THE IPID PROCESSES CASES EFFICIENTLY Outputs:

1. Case Management System: A system for the registration, allocation, tracking, management and reporting of investigations, the generation of reliable statistical information and the provision of general business intelligence.

2. Completed Investigations of cases in line with the provisions of the IPID Act, Regulations and Executive Director Guidelines.

3. Recommendation Reports to the SAPS regarding possible disciplinary steps and to the Prosecuting Authorities regarding possible criminal prosecution.

4. Feedback Reports to complainants, victims and referral authorities regarding the progress and outcomes of investigations.

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OUTPUT


Medium-term targets

2012/13 2013/14 2014/15

CASE MANAGEMENT

SYSTEM

1 Percentage of cases allocated within 48

hours of registration

95%

(5 995)

98%

(6 500)

100%

(6 750)

2

Number of statistical reports generated on the number and type of cases investigated, recommendations made and the outcomes thereof

19 19 19

COMPLETED

INVESTIGATIONS

3 Percentage of all investigations completed within the financial year

Determine base line and set

targets for outer years

Determined

base line plus

5%

Determined

base line plus

10%

4

Number of investigations older than 12 months from date of registration (excluding cases of systemic corruption) per year

656 492 369

RECOMMENDATION

REPORTS

5

Disciplinary recommendation reports

generated within 30 days of completion

of investigations

All completed cases All completed

cases All completed

cases

6

Criminal recommendation reports

generated within 30 days of completion

of investigations


cases All completed

cases

FEEDBACK REPORTS ON

INVESTIGATIONS 7

Feedback reports regarding the

outcome of investigations provided

within 30 days of closure thereof


cases All completed

cases

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TRAINING PROGRAMME FOR IPID INVESTIGATORS

2012/13 Investigators Training in terms of section 28 of the IPID Act SECOND QUARTER TRAINING SERVICE PROVIDER The department has already conducted the following training for Case Analysts and Monitors (who have been converted to the level of Investigator and Senior Investigators): • Crime Resolving (offered by SASSETA) • National Diploma in Policing (offered by SASSETA)

2012/13 Training Service Provider IPID Act

1st Quarter DNA DNA Project Section 28

SEXUAL OFFENCES National Prosecuting Authority Section 28

TORTURE HJN Training Section 28

2nd Quarter FORENSIC AND BALLISTIC EVIDENCE COLLECTION

INDEPENDENT FORENSIC BALLISTIC EXPERT

Section 28

MEDICO LEGAL EVIDENCE INDEPENDENT MEDICAL PATHOLOGIST

Section 28

CORRUPTION HJN TRAINING Section 28

3rd Quarter FIREARM TRAINING TO BE OUTSOURCED Section 28

4th Quarter REPORT WRITING TO BE OUTSOURCED Section 28

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PROGRAMME 3: LEGAL SERVICES Programme Manager: Ms KC Mbeki


Purpose: Provide investigation advisory services and legal and litigation support. Section 8 of the IPID Act establishes Legal Services as Programme 3. Although this programme provides a support function to the directorate as a whole and to investigators in particular, there is a necessity to explicitly stipulate the outputs generated by this programme. The objectives of this programme is to ensure that investigations are conducted efficiently and within the ambit of the law by providing investigators with adequate legal advice and guidance during and after completion of investigations, within 24 hours of request. Outputs: 1. Legal and Litigation Advisory Services: Management of the directorate’s legal

obligations, civil and labour litigation matters and the granting of policing powers to investigators.

2. Investigation Advisory Services: Legal advice and guidance to investigators during and after the completion of investigations.

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OUTPUT


Medium-term targets

2012/13 2013/14 2014/15

LEGAL AND LITIGATION

ADVISORY SERVICES

1

Percentage of contracts and service level

agreements finalised within 21 working

days of request

Determine

base line

Determined

base line plus

5%

Determined

base line plus

10%

2 Percentage of legal opinions provided to the directorate within 10 working days of request

Determine

base line

Determined

base line plus

5%

Determined

base line plus

10%

INVESTIGATION

ADVISORY SERVICES

3 Percentage of investigations in which legal advice was requested

Determine

base line

Determined

base line plus

5%

Determined

base line plus

10%

4 Percentage of legal opinions provided to investigators within 24 hours of request

Determine

base line

Determined

base line plus

5%

Determined

base line plus

10%

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BUDGET 2012: Index CFO: MS LN CWELE

• Budget overview • Budget Projections: Proposed Budgetary Baseline Allocations for the Medium

Term Expenditure Framework (2012 – 2015)

• Budget Breakdown per Programme: 2012/13 – 2014/2015 • Per Economic Classification: Breakdown of allocation for the financial years –

2011/12 and 2012/13

• Per Programme, per Economic Classification: Allocation breakdown for the

financial years: 2011/12 and 2012/13

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BUDGET 2012: Overview CFO: MS LN CWELE

Staff requirements There will be a gradual introduction of new posts over the next five-year period. The investigative capacity in the Provinces will continually be increased as part of the new strategic drive. Skills development Increased focus on improving the skills of investigators to enable them to execute the extended mandate in terms of clause 28(1) of the IPID Act. Expenditure over the MTEF period 1. Expenditure increased from R99.3 million in 2008/09 to R153.5 million in 2011/12

at an average annual rate of 15.6 per cent.

2. Over the medium term, expenditure is expected to grow to R232.6 million at an average annual rate of 14.9 per cent due to enhancing capacity in support services and increasing the investigative capacity and access to the directorate’s services.

3. The 2012/13 Budget sets out additional allocations of R36 million in 2012/13, R45 million in 2013/14 and R52.1 million in 2014/15 to provide for salary adjustments and the implementation of the IPID Act (2011).

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BUDGET 2012: MTEF Baseline allocations

MTEF Baseline – 2012/ 2015

2012/13 2013/14 2014/15

R 160 979 000 R 170 355 000 R 178 872 000

Proposed budgetary baseline allocations to the IPID for the Medium Term Expenditure Framework: 2012-2015

Additional funding for implementation of IPID – 2012/ 2015

2012/13 2013/14 2014/15

R 35 982 000 R 44 987 000 R 53 758 000

TOTAL budget allocations

2012/13 2013/14 2014/15

R 196 961 000 R 215 342 000 R 232 630 000

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BUDGET 2012 : MTEF Allocations

R 196 961 000

R 215 342 000

R 232 630 000

2012/13

2013/14

2014/15

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BUDGET 2012: Allocations per programme

Budget per Programme over the MTEF period

Programme 2012/2013 2013/2014 2014/2015

R’000 R’000 R’000

Administration 92 850 100 300 108 936

Investigation & Information Management

98 755 109 418 117 790

Legal Services 5 356 5 624 5 904

Total 196 961 215 342 232 630

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BUDGET 2012: Breakdown per programme

2012/13 2012/14 2014/15

92850 100300 108936

98755 109418 117790

5356 5624

5904

P3

P2

P1

Breakdown per Programme of the budgetary baseline proposal for the 2012/13 to 2014/15 financial years

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BUDGET 2012 : Budget per Economic Classification

Budget per Economic Classification over MTEF period

ECONOMIC CLASSIFICATION 2012/13 2013/2014 2014/15

R’000 R’000 R’000

Compensation of employees 95 165 105 750 114 051

Goods & Services 95 925 105 459 115 501

Transfers 95 106 114

Capital Assets 5 776 4 027 2 964

TOTAL 196 961 215 342 232 630

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BUDGET 2012 CFO: MS LN CWELE

PROGRAMME 1

2011/12 Allocation R’million


% Increase

Compensation of Employees 29.6 36.6 23.6

Goods and services 42.1 55.0 30.6

Departmental Agency (Transfer)

0.1 0.1 0

Machinery and Equipment 1.6 1.1 -31.3

Total for Programme 1 73.4 92.8 26.4

PROGRAMME 2

Compensation of Employees 50.9 53.7 5.5

Goods and services 25.6 40.4 57.8


- - -

Machinery and Equipment 1.9 4.6 142.1


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BUDGET 2012 CFO: MS LN CWELE

PROGRAMME 3 2010/11

Allocation R’million


% Increase

Compensation of Employees 1.0 4.9 390

Goods and services 0.5 0.4 -20


- - -

Machinery and Equipment 0.1 0 -100


GRAND TOTAL 153.5 196.9 28.27

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CLOSURE

strategic plan 2012/17 and annual performance plan...

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