Annual Performance Plan 2011/2012 - South African Police ... · for the South African Police...

3 thugs shot as cops bust

cash heist gang of nine

“A gang of nine men attempted

to rob a van but were surprised

by members of our elite policing

units - acting immediately on

intelligence received - Police

confronted them with the intent

to effect arrests,” General Bheki

Cele said in statement (Sowetan)

Game up for

robbery suspect

A suspected robber, who has been

on the run from police ever since

they raided his Pretoria rental

home two weeks ago, got the fright

of his life when he was arrested

as he unexpectedly sat down next

to the officer investigating his

case to watch the Kaizer Chiefs-

Platinum Stars soccer match at

the Royal Bafokeng Stadium. The

38-year-old man, who owns a fleet

of taxis, managed to escape from

members of the Hawks moments

before they raided his Garsfontein

home last month.

Police in the Western Cape have

hailed their

latest arms

cache discovery

as a significant breakthrough in

the fight against illegal arms in

the region. On Monday police in

Cape Town seized two hunting

rifles, one with a telescopic lens,

two shotguns, two rifle bags

and several rounds of sharp

ammunition from a house in

Behar. At least three of the seized

weapons were stole in a house

robbery early this month police

confirmed. Seven suspects were

arrested. (Citizen p6)

Human trafficking

ring Busted

Hawks bust

platinum, gold

smuggling ring In a large operation spanning

three provinces, the Hawks

have smashed a major gold and

platinum smuggling syndicate in

raids that started early yesterday.

Among the ring leaders arrested

were two police officrs who were

allegedly part of the syndicate.

The Star has reliably learnt

that the latest breakthrough

has led to assets worth more

than R6.8million being seized.

Members of the Hawks raided

the premises simultaneously in

Gauteng, the Free State and North

West and arrested eight suspects

linked to the syndicate.

SAPS hard work is

really paying offSAPS TOGETHERSQUEEZING CRIME to ZEROSAPS Members, My Family – Together Pushing Back The Frontiers Of Evil

Annual PerformancePlan 2011/2012South African Police Service

B









to effect arrests,” General

Bheki Cele said in statement

(Sowetan)

Game up

for robbery

suspectA suspected robber, who has

been on the run from police

ever since they raided his

Pretoria rental home two

weeks ago, got the fright of

his life when he was arrested

as he unexpectedly sat down

next to the officer investigating

his case to watch the Kaizer

Chiefs-Platinum Stars soccer

match at the Royal Bafokeng

Stadium. The 38-year-old

man, who owns a fleet of

taxis, managed to escape

from members of the Hawks

moments before they raided

his Garsfontein home last

month.

Police in the Western Cape

have hailed their

l a t e s t

arms cache

discovery as a significant breakthrough

in the fight against illegal arms

in the region. On Monday

police in Cape Town seized

two hunting rifles, one with a

telescopic lens, two shotguns,

two rifle bags and several

rounds of sharp ammunition

from a house in Behar. At

least three of the seized



confirmed. Seven suspects

were arrested. (Citizen p6)

H u m a n

traffickingr i n g Busted

Hawks bust

p l a t i n u m ,

g o l d

s m u g g l i n g

ring In a large operation spanning


have smashed a major gold

and platinum smuggling

syndicate in raids that started

early yesterday. Among the

ring leaders arrested were

two police officrs who were







the premises simultaneously

in Gauteng, the Free State

and North West and arrested

eight suspects linked to the

syndicate.

SAPS hard work

is really paying off

Annual Performance Plan 2011/2012


Compiled by:SAPS Strategic Management

Design and Layout:Graphic Design StudioSAPS Corporate Image

Further information on the Annual Performance Planfor the South African Police Service 2011/12 can be obtained from:The National Commissioner of the South African Police ServicePrivate Bag X94Pretoria, 0001

SAPS Website:www.saps.gov.za

RP Number: 44/2011

ISBN: 978-0-621-39963-9











(Sowetan)

Game up

for robbery


















month.


have hailed their

l a t e s t

arms cache















H u m a n


Hawks bust

p l a t i n u m ,

g o l d

s m u g g l i n g



















syndicate.

SAPS hard work



ContentsForeword by the Minister of Police i

Introduction by the National Commissioner of the South African Police Service iii

Vision, Mission and Value Statement iv

1. Background 1

2. Strategic overview for the Annual Performance Plan 2011/12 2 2.1 Situational analysis 2 2.2 Revisions to legislative and other mandates 4 2.3 Overview of the 2011/12 budget and MTEF estimates 6

3. Departmental objectives, priorities and measures for 2011/12 8

3.1 Key Departmental Programme 1: Administration 8 3.2 Key Departmental Programme 2: Visible Policing 13 3.3 Key Departmental Programme 3: Detective Services 18 3.4 Key Departmental Programme 4: Crime Intelligence 25 3.5 Key Departmental Programme 5: Protection and Security Services 27

4. Implementation of the Annual Performance Plan for 2011/12 29

5. Managing programme performance 29

6. Links to other plans 31

Annexure A - Technical Indicator Description 37

7. Addendum to the Annual Performance Plan 2011/12 47

i


i

Foreword by the Minister of PoliceWe have a responsibility as government to ensure that all South Africans are and feel safe. In giving concrete expression to this, we have over the last two years emphasised that we must fight crime both toughly and smartly.

The fundamental aim of our government is to build a society where all law-abiding citizens will enjoy dignified and safe lives. However the acts of criminality including proliferation of firearms, rapes of women and children, house robberies, hijackings and other forms of crimes; stand in direct opposite of an achievement of this goal.

We have been tasked with ensuring that society remains safe against criminals. This is a mandate we need to carry out with dedication.

Over the last year we have witnessed considerable success. Not least of which was the successful hosting of the 2010 FIFA World Cup. South Africans and the world witnessed an incident-free and successful 2010 FIFA World Cup, thanks in no small part to the contributions of our SAPS members. Nobody can undermine such contributions. A year before the World Cup, the world was standing on a threshold of fear and doubt, whether we will succeed. That contribution went a long way in even dispelling the negative perceptions about crime in South Africa and we must keep it that way.

We have also seen the successful implementation of the Festive Season “When Duty Call Operations”. During this period SAPS members embarked on extensive operations to ensure that all South African were able to enjoy a safe and secure festive season.

There have also been considerable successes in stablising and reducing certain priority crimes as witnessed in the release of our crime statistics in September 2010. Key priority crime like murder and other contact crimes showed marked decreases.

From the onset we have placed emphasis on crimes against the most vulnerable in our society and the re establishment of the FCS unit must also be considered a notable success.

The recent discovery of arms caches across the country were not random occurrences or pure coincidences. These successes were achieved through coordinated efforts. We plan properly. We execute those plans with precision and smartness. We are succeeding because we have the dedication and support of the communities.

Over the past two years, this leadership and management has demonstrated not in words but actions that we hate corruption. We have also demonstrated that we shall punish corruption by any of our members, irrespective of gender or rank.

In looking forward there are a number of key areas that need to be addressed and entrenched within the department. To be true to reality, we concede that there have been challenges as well as triumphs in this warfare on crime.

Our primary focus on our transformation agenda in the SAPS is around human resource development, from recruitment to retirement. We need to ensure that we are able to recruit the right kind of people and then to train and develop these people into the kind of Cop we want to see.

We want also to focus all our energies in ensuring that we do not only arrest those who are on the wrong side of the law, but mainly secure convictions. In order to do that, we need to re-enforce our detective and investigative arms. All members of the police from now henceforth will be introduced to basic detective work, whether in the final analysis they end up operating in detectives or not. The success of the SAPS must now be judged according to the number of successful convictions we make. The harsher sentences imposed upon criminals must be influenced by the kind of detective work conducted by police.

We shall continue the work of transforming the police force to ensure that it becomes a true servant and protector of all law-abiding citizens. Our programme over the next few years consists of ensuring a transformed and service delivery orientated police service.

Certain sections within SAPS remain untransformed in terms of orientation, race and gender. We have now begun focusing our attention in addressing this matter without compromising or weakening

Minister of PoliceEN Mthethwa

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(Sowetan)

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arms cache















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Hawks bust

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the tough stance in fighting crime. Transformation must therefore speak to the type of police force we want to create: a police force that is steeped in the values enshrined in our Constitution and inspires the confidence of the ordinary person on the street.

That is why part of command and control must address how we are managing our members. Officers must be disciplined. Management must be accountable.

Police management must ensure that local stations are run effectively and service delivery is improved. Effective command and control must speak to the four Cs, command, control, co-ordination and communication. I have also instructed the department to strengthen our communications across this organisation and ensure that there is coherence in our messaging.

For us to win this war, we must and have prioritised training of our members. We are now revising how and what is involved in training. This new way of thinking must speak to both the content and the manner in which we train. Training cannot be just about churning out numbers but must be ongoing and relevant.

Recently there have been a number of reports about our forensics capacity and problems related to this. We are well aware that we cannot strengthen our detective services without also addressing our forensic capacity.

Our tough stance on crime is further informed by the prevalence of firearms and widespread readiness to use them. This goes together with the availability of military expertise amongst criminals which have drastically changed the nature of crime in our country especially in the past decade.

A key focus for government is addressing the proliferation of firearms. We have begun in earnest in identifying loopholes within the Central Firearm Registry and are now working towards improvement measures.

While we have continually stressed that we shall take no chances with the lives of police officers against criminals we have also made it clear that we will also not allow abuses by individual police officers to go unchallenged.

Finally the police leadership and management, supported by millions of law-abiding South Africans, need to remain steadfast, confident that we are going to win the battle against crime. We have the will, we have the capacity, we have the strength and we have a clear vision.

Date: 15 March 2011.

iii


Introduction by theNational Commissioner of theSouth African Police ServiceIt gives me great pleasure as National Commissioner of the South African Police Service, to introduce the Annual Performance Plan for the Police for 2011/12. This gratification is derived from the fact that we are taking great strides forward towards reducing crime in South Africa. 2010/11 has been a year during which serious and violent crime was reduced even further, making communities and people who live in them safer. This is without question the focus of this Annual Performance Plan for 2011/12, making communities safer and ensuring South Africans are and feel safe.

The commitment made by Government within its electoral mandate has given rise to Government’s Delivery Agreement with the various National Clusters of Departments. The Department of Police is a cornerstone within Government and has the primary responsibility for ensuring that all people in South Africa are and feel safe. This imperative has shaped the developing of the priorities for 2010/11, supported by the strategic priorities of the SAPS for 2010 to 2014.

The reduction of serious and violent crime will be our focus for 2011/12. This overarching priority will be supported by a number of key initiatives identified to ensure that we achieve our crime reduction goal. The intelligence-driven increasing of the visibility of police officers within communities, focusing on illegal firearms, stolen vehicles and the curbing of the effects of liquor and substance abuse is an initiative central to the reduction of crime. Increased visibility must be accompanied by enhanced levels of professionalism and integrity by all SAPS members. Misconduct, criminality and corruption by SAPS members will not be tolerated and will be rooted out of this organization. It is imperative that SAPS members understand that more often than not, the SAPS is the first source of assistance for those in need, irrespective of the problem or difficulty they have. This places a burden of responsibility on the shoulders of every SAPS member to act with compassion, professionalism and integrity, but within the scope of the law.

The improving of the investigation of reported crime, focusing on those vulnerable groups of the community such as women and children, but also on reported serious and violent crime is considered to be a key deterrent to the perpetration of crime and will continue to be focused on by the SAPS during 2011/12. This focus will include the capacitating of detective personnel, the improving of the support to the investigation of crime and ensuring actionable intelligence, will further enhance crime investigation.

These priorities constitute the main thrust of SAPS’ focus for 2011/12 and, in addition to the detailed priorities, outputs, performance indicators, baselines and targets reflected in this Annual Performance Plan, will direct the personnel within the SAPS and their utilization of the resources allocated to the SAPS over the forthcoming year. As National Commissioner, I personally coordinated the engaging of the Deputy National Commissioners, the Provincial Commissioners and the Divisional Commissioners of the SAPS in reviewing the performance of the SAPS during 2009/10 and 2010/11, the analyzing of the requirements of Government and the Minister of Police, and impact of the strategic priorities on this, the second year of implementation of the Strategic Plan. This has been a thorough and inclusive consultative process, into which considerable effort has been placed to ensure the progression of the SAPS, building on our past successes. The planning that went into the development of this Annual Performance Plan was therefore thorough and comprehensive but this will not ensure the success of the SAPS in achieving it’s stated priorities. This Annual Performance Plan is not the property of the National Commissioner, it belongs to every single member of this organization. It is the SAPS’ Annual performance Plan, implemented by it’s members, irrespective of where they work, be it national, provincial or station level. I therefore call upon all SAPS members to direct their considerable energies towards implementing this plan through every action, word or deed they perform within the course of their duties. Furthermore, I urge management at every level in the SAPS to ensure that members are effectively guided and supported in their efforts to give full effect to this Annual Performance Plan.

National Commissioner

BH Cele

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Vision, Mission and Value StatementThe Vision of the South African Police Service is to –

➢ create a safe and secure environment for all the people in South Africa.

The Mission of the South African Police Service is to –

➢ prevent and combat anything that may threaten the safety and security of any community;

➢ investigate all crimes that threaten the safety and security of any community;

➢ ensure offenders are brought to justice; and

➢ participate in efforts to address the root causes of crime.

The values of the South African Police Service are to –

➢ protect everyone’s rights and to be impartial, respectful, open and accountable to the community;

➢ use the powers given to us in a responsible way;

➢ provide a responsible, effective and high-quality service with honesty and integrity;

➢ evaluate our service continuously and make every effort to improve on it;

➢ the effective, efficient and economic use of resources;

➢ develop the skills of all members through equal opportunity; and

➢ cooperate with all communities, all spheres of Government and other relevant role-players.

1


1. Background The content of the Annual Performance Plan for 2011/12 emanates from the Medium Term

Strategic Framework (MTSF) 2009-2014, the Medium Term Budget Policy Statement, 2010, the President’s State of the Nation Address, 2011, the SAPS’ Strategic Plan 2010 - 2014, the Delivery Agreement for the Justice Crime Prevention and Security Cluster (JCPS Cluster) (Outcome 3) and the Estimates of National Expenditure (ENE), 2011. The ENE reflects the departmental programmes/subprogrammes, based on the objects of policing in terms of the Constitution of the Republic of South Africa, 1996, which are to prevent crime; combat crime; investigate crime; maintain public order; protect and secure the inhabitants of the Republic and their property; and uphold and enforce the law.

Section 11 (2) (a) of the South African Police Service Act, 1995 (Act No. 68 of 1995), requires the National Commissioner to develop a one-year plan, setting out the priorities and objectives of policing for the following financial year. The Annual Performance Plan for the South African Police Service (SAPS) for 2011/12 has been developed in accordance with the South African Police Service Act, 1995 (Act No. 68 of 1995), and is an extension of the SAPS’ Strategic Plan for 2010 - 2014. The purpose of the SAPS Strategic Plan 2010 - 2014 is to direct strategic and operational planning within the Department for a four-year period, aligned with the electoral period. The Annual Performance Plan, extrapolated from the Strategic Plan 2010 - 2014, provides a clear indication of the strategic priorities within the context of the prevailing financial year, the measurable objectives and targets associated with the priorities, and guidelines for the implementation of the one-year focus. This is in line with the Treasury Regulations 2007, subparagraph 5.2.2 (d), which stipulates that the Performance Plan must include measurable objectives, expected outcomes, programme outputs, performance indicators and targets in respect of the Department’s programmes.

The Delivery Agreement of the JPS Cluster (Outcome 3) is based on the fact that over the past few years, the Criminal Justice System (CJS) has been burdened by high volumes of crime and the varying degrees of seriousness of reported crimes. Certain serious crimes, such as murder, aggravated robbery and hijacking, have been found to undermine people’s sense of safety and affect the national psyche more than any other crime. As a way of directly addressing Government’s Outcome 3, the CJS will focus on these crimes to restore public confidence and ensure a safe and secure society. The related outputs within Outcome 3 are to: address overall levels of serious crime, in particular contact and trio crimes which include house robbery, business robbery and hijackings (output 1); improve the effectiveness and ensure the integration of the CJS (output 2); combat corruption in the JCPS Cluster (output 3); manage the perceptions of crime among the population and investors (outputs 4 and 5); safeguard and secure the borders of South Africa through integrated border management (output 6); secure the identity and status of citizens (output 7); and integrate Information, Communication and Technology Systems and combat cyber crime (output (8). These outputs are addressed by the priorities and performance measures as contained in the Annual Performance Plan 2011/12.

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arms cache















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SAPS hard work



2. Strategic Overview for the Annual Performance Plan 2011/12

2.1 Situational analysis The situational analysis for the SAPS, as reflected in the Strategic Plan 2010 - 2014, provided an

indication of the key factors that influenced and shaped the identification of the SAPS’ strategic priorities for 2010 - 2014. The current analysis of the performance delivery and the organizational environments takes into account the strategic direction provided by Government and its impact on the SAPS, as well as the factors within the SAPS’ external and internal environments that have been identified as challenges that will impact on service delivery by the SAPS during 2011/12.

2.1.1 Performance Delivery Environment

Analysis of Crime

The priority crimes identified by the SAPS include the following broad types of crime: contact crime; contact-related crime; property-related and other serious crime; and crime detected as a result of police action.

Contact crime on the whole was reduced by -7,1% annually during the first four years of the ten-year reduction period, meaning that the overall reduction target was achieved. In 2008/2009 (the fifth year of targeted reduction), a -4,1% reduction was achieved. In the case of attempted murder, common robbery and common assault, average decreases of -8,4%; -8,2% and -6,9% respectively were achieved during the first five years of the ten-year period, while assault GBH decreased by -5,0% per annum. Murder, aggravated robbery and sexual offences also decreased during the first five years of the targeted reduction, albeit by smaller margins. Aggravated robbery decreased by -2,7% per annum, while murder and rape decreased by -2,5% and -2,3% per annum respectively over the first five years.

This means that by the middle of the 7 – 10% ten-year reduction period three trends, namely aggravated robbery, murder and sexual offences, emerged as the categories presenting the greatest challenges to the reduction effort. An analysis of these three trends indicates the following: The struggle to reduce sexual offences was mainly due to changes in the legislation relating to these offences which caused rape to become a much broader category of crime and added a range of other sexual offences mainly generated by police action to the previously existing categories of rape and indecent assault. This led to an increase during 2008/2009, followed by a small decrease during 2009/2010.

If aggravated robbery is disaggregated into its subcategories, street/public robbery (60,0% of the

total) decreased by an average of -6,3% per annum between 2004/2005 and 2008/2009.

It seems as if the SAPS, together with its Metro partners and private security providers, achieved a reduction of aggravated robbery in the streets and public spaces of the Central Business Districts, townships and suburbs.

The essence of the crime problem in South Africa today (2010/2011) is therefore to stop or stabilize any further increases in trio crimes, then to systematically reduce all aggravated robberies while at the same time trying everything possible to prevent aggravated robberies. During all of this, the management of perceptions and fears is of paramount importance and is an issue that the SAPS will continue to focus on during 2011/12. The analysis of the crime situation in South Africa reveals that significant advances are being made in combating crime in general. These advances translate into higher reductions in certain crime categories than in others, a factor that

3


will continue to shape the SAPS’ crime prevention, combating and investigation priorities.

Community Participation in Fighting Crime

The SAPS has achieved significant successes in mobilizing the community in the fight against crime. These successes have been driven by a revised approach to the SAPS’ communication of key policing issues with the community. This approach will be bolstered during 2011/12 through a detailed communication strategy focusing on mobilizing the community in line with the strategic priorities of the SAPS. This strategy will include the establishing of a Centre for Service Excellence that will focus on managing perceptions of crime, addressing the concerns of the community regarding policing issues as well as responding to positive feedback from the public on the standard of policing services provided.

The Investigation of Crime

The investigation of crime, as a core policing function, must be made more responsive to the needs of the community, as well as prevailing crime trends. The SAPS has, over the past few years, made tangible improvements to its investigative processes, improvements that have led to the overall, gradual improving of the detection rate of crime in general, and a significant contribution to the improving of the conviction rate, within the context of the broader CJS. The establishing and capacitating of specialized units is a key requirement in this regard in order to enable the SAPS to provide a specialized response to crimes impacting negatively on the community, including crimes against women and children and the theft of stock, particularly in the rural areas, where the economic impact of stock theft on individuals and communities is extensive.

The Directorate for Priority Crimes Investigation (DPCI) is a legislatively mandated capacity and must therefore respond to stipulated legislative requirements, including focusing on national, serious priority crime. In addition to its focus on priority crimes such as economic crime and corruption, the DPCI will, over the period 2010 - 2014, be required to focus its attention on the investigation of 100 prioritized individuals involving criminality to the value of R5 million or more.

Justice, Crime Prevention and Security Cluster

The challenge regarding effective cooperation between departments within the JCPS Cluster, including the coordinated implementation of crime combating operations and ensuring the integration of information systems, must continue to feature in the SAPS’ strategic and annual planning. The improving of the effectiveness of the CJS, in terms of the managing of criminal cases to their point of conclusion, the managing of detainees and the integration of information systems to improve information sharing and the streamlining of the CJS will feature with SAPS’ planning for 2011/12.

2.1.2 Organisational environment

Service Delivery at Station Level

The vast majority of the services provided by the SAPS are accessed by communities from various police stations situated around the country. The improving of the accessibility of these service delivery points, including police stations, to communities has been prioritized by Government. The Minister of Police and the National Commissioner have, in support of Government’s prioritization of accessibility, identified the need for the direct improving of the SAPS’ service delivery infrastructure. This includes the building of new police stations in areas that will enhance accessibility, the refurbishing of existing police stations and the providing of infrastructure essentials such as electricity, water and sanitation to stations in need for these facilities.

The ability of individual SAPS members to perform the duties required of them remains an ongoing challenge that is being addressed directly by Management. The enhancing of the professionalism,

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health and wellness of SAPS members through structured interventions such as the prioritizing of physical fitness and the implementation of an ethics management approach within the SAPS will be improved.

Improving Command and Control

The effective providing of the SAPS’ services at every level, but none more so important than station level, is largely dependent on effective command and control of all resources, including human, physical, financial and informational resources. Ineffective command and control impact on the SAPS’ performance in the delivery of its services and its efficient, effective and economical utilization of resources, in line with its strategic and operational priorities. This ineffective command and control manifests in increased absenteeism, the misuse and abuse of resources, increased unlawful actions by SAPS members and increases in misconduct and criminality, including corruption. There will be a concerted focus on the improving of command and control at all levels of the SAPS, with the emphasis being placed on station level.

Increasing the capacity of key policing capabilities

The incremental enlarging of the SAPS’ staff establishment, as prioritized by the President, must be a key feature of the SAPS’ medium term planning with the emphasis on recruiting quality above quantity and ensuring the effective, disciplined skills development of recruits, in line with the SAPS’ policing responsibilities and priorities. Increases to the staff establishment will allow for the enhanced implementation of sector policing, thereby enabling a more direct and personal link between police officials and the public at grassroots level.

Government has been clear in its gender and equity representivity requirements and the SAPS will, as part of its transformation drive, enhance both but with specific emphasis on the advancing of women in a concerted effort to improve gender equity. As a key function of the SAPS, the effective investigation of crime as both a reactive and proactive measure in combating crime ,will continue to feature prominently within SAPS’ priorities at all levels. The capacitating of this environment through increased resourcing and skills development will enhance the investigative capability of the SAPS. The investigation of crime will be augmented by the improving of the support to the investigation of crime in the form of the improving of forensic and criminal record capacities and the providing of actionable crime intelligence in support of operational policing requirements.

The application of technology in the fight against crime is crucial to the SAPS maintaining a competitive edge over criminality. The establishing of new information systems to improve basic policing functions such as the investigation of crime, property and exhibit management and detention management has been prioritized during 2011/12.

2.2 Revisions to legislative and other mandates Implementation of legislation that impacted or will impact on the activities of the SAPS in 2010/11

are as follows:

CHILD JUSTICE ACT, 2008 (ACT NO. 75 OF 2008)

The President put the Child Justice Act into operation on 1 April 2010. This Act is administered by the Minister of Justice and Constitutional Development, but has a huge impact on how children in conflict with the law are to be treated by the SAPS. The Act requires the National Commissioner of the SAPS to issue a comprehensive National Instruction on Children in Conflict with the Law, to instruct members of the Service on how they should deal with children in conflict with the law, including when children may be kept in custody and how they must be transported by the SAPS.

The Child Justice Act creates a new, separate CJS for children in conflict with the law. The Act requires that children be treated differently from adults, but provides for them to be held responsible and accountable for their actions.

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An interim National Instruction was approved and issued in tandem with the implementation of the Act. The final, revised and improved instruction was implemented on 3 September 2010, after publication in the Government Gazette. The purpose of the National Instruction is to ensure that SAPS members treat children in conflict with the law in a child justice system designed to break the cycle of crime, contribute to safer communities, and encourage children in conflict with the law to become law-abiding and productive adults.

CHILDREN’S ACT, 2005 (ACT NO. 38 OF 2005)

The Children’s Act came into operation on 1 April 2010. The Act regulates the care and protection of children as envisaged by Section 28 of the Constitution. The Act imposes certain obligations on members of the SAPS to ensure the care and protection of children. The National Commissioner issued a National Instruction to provide clear direction to members on how to render the necessary assistance and ensure the protection of children. In terms of the Act, members are required to perform their functions by following an approach which is conducive to conciliation and problem -solving, avoiding confrontation and taking action, without delay, where the interests of a child demand this.

FIREARMS CONTROL AMENDMENT ACT, 2006

Some provisions of the Firearms Control Amendment Act were put into operation in order to provide for a mechanism to renew competency certificates in respect of firearms. The Act also provides for the extension of the validity period of some categories of firearms licenses, such as conducting business as a game rancher and conducting business in hunting from five years to ten years and for other business purposes from two years to five years. These amendments will alleviate pressures on the licensing process. The Act also places an obligation on owners of muzzle-loading firearms to obtain competency certificates, which will promote responsible ownership of firearms and the safe use of firearms. Further amendments to the Act are being drafted where after the remainder of the Firearms Control Amendment Act will be put into operation.

SOUTH AFRICAN POLICE SERVICE AMENDMENT ACT, 2008 (ACT NO. 57 OF 2008)

On 7 Septemeber 2010, the Minister of Police published Regulations for the DPCI. These Regulations provide for integrity measures within the DPCI and are aimed at combating corruption and the abuse of power in the DPCI. The Regulations also provide for a complaints mechanism regarding matters investigated by the DPCI. The complaints mechanism is intended to promote the accountability of the DPCI.

CRIMINAL LAW (FORENSIC PROCEDURES) ACT, 2010 (ACT NO. 6 OF 2010)

The above Act needs to be put into operation by the Minister of Justice and Constitutional Development, who introduced the relevant Bill to Parliament. The Bill was finalised by the Portfolio Committee on Police, adopted by Parliament and submitted to the President on 5 October 2010. The Bill provides for, amongst other things, a linked database of fingerprints kept by the SAPS, the Department of Transport, the Department of Home Affairs or any other department in the national sphere of government. The Act, once in operation, will enhance the detection of crime. The implementation of the Act will require a high degree of interdepartmental cooperation.

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2.3 Overview of the 2011/12 budget and MTEF estimates Expenditure estimates

Economic classification

Expenditure trends

The spending focus over the medium term will be on increasing overall capacity in terms of personnel numbers, physical resources such as basic equipment needs, capital infrastructure, skills development and technological enhancements in the information and telecommunications environments.

Expenditure increased from R36.5 billion in 2007/08 to R53.5 billion in 2010/11, at an average annual rate of 13.6%. This was due to the spending on current payments, which increased by R16.7 billion between 2007/08 and 2010/11, driven mainly by increased expenditure in the compensation of employees. Expenditure is expected to grow to R66.7 billion over the medium term, at an average annual rate of 7.6%. The growth in expenditure over the medium term is due to: employing additional police officers; investing in capital infrastructure and technological enhancements, especially in the forensic science and investigative functions; upgrading the IT network; and reviewing and modernising the CJS to create an integrated criminal justice environment.

The budget sets out additional allocations of R1.5 billion in 2011/12, R2.1 billion in 2012/13 and R3.4 billion in 2013/14 for:

➢ Appointing approximately 2 330 additional police officials by 2013/14;

➢ Increasing the capacity of crime intelligence as well as of provincial Tactical Response Teams;

➢ Increasing the funding level for property management, especially for municipal charges;

➢ Higher than budgeted salary increases granted in 2010/11; and

R million Revised estimate Medium-term expenditure estimate2010/11 2011/12 2012/13 2013/14

Administration 18 067,00 20 215,0 21 645,1 22 901,8Visible Policing 23 228,2 24 371,9 25 918,7 28 195,9Detective Services 8 850,3 9 810,9 10 619,0 11 445,6Crime Intelligence 1 947,6 2 117,0 2 259,5 2 421,5Protection and Security Services 1 436,6 1 546,7 1 635,3 1 731,9Total 53 529,7 58 061,5 62 077,6 66 696,7

R million Revised estimate Medium-term expenditure estimate2010/11 2011/12 2012/13 2013/14

Compensation of employees 38 416,1 41 070,3 43 643,2 47 181,7Goods and services 11 913,5 13 526,1 14 535,0 15 464,2Current payments (total of compensation of employees and goods and services)

50 329,6 54 596,4 58 178,1 62 645,9

Transfers and subsidies 438,4 464,6 486,1 510,7Payments for capital assets 2 761,8 3 000,5 3 413,4 3 540,1Total 53 529,8 58 061,5 62 077,7 66 696,7

7


➢ Recruiting 21 950 new personnel over the medium term, 6 950 of whom are new appointments, and the balance to cover staff turnover.

Revenue is mainly generated from recovered debt, rental income, auctioned unclaimed stolen property, and services provided at commercial events. Revenue decreased from R345 million in 2007/08 to R272,9 million in 2010/11, at an average annual rate of 6,7%. Over the medium term, departmental receipts are expected to decrease from R272,9 million to R257,1 million due to the cyclical nature of firearm license renewals.

Departmental receipts Revised estimate Medium Term expenditure estimate2010/11 2011/12 2012/13 2013/14

Sales of goods and services produced by departments 123 376 119 661 113 046 116 830

Sales of scrap, waste, arms and other used current goods 8 663 2 501 2 100 3 000

Fines, penalties and forfeits 16 866 6 705 6 120 6 218Interest, dividends and rent on land 1 272 1 360 1 210 1 130Sales of capital assets 1 187 1 225 1 190 1 215Transactions in financial assets and liabilities 128 978 132 450 135 000 128 740Total 280 342 263 902 258 666 257 133

8











(Sowetan)

Game up

for robbery


















month.


have hailed their

l a t e s t

arms cache















H u m a n


Hawks bust

p l a t i n u m ,

g o l d

s m u g g l i n g



















syndicate.

SAPS hard work



3. Departmental Objectives, Priorities and Measures for 2011/12

3.1 Key Departmental Programme 1: Administration3.1.1 Introduction

Purpose: Develop policy and manage the Department, including providing administrative support.

Strategic objective: To regulate the overall management of the Department and provide centralized support services.

3.1.2 Administration

The Administration programme comprises the following four sub programmes:

Ministry; Management; Corporate Services; and Office Accommodation.

The budget allocated for the Administration programme increased from R18 067,0 million in 2010/11 to R20 215,0 million in 2011/12 (an increase of 11.9%) due to intensified levels for skills development interventions, increase in the staff establishment (the Department had an establishment of 190 199 personnel in 2009/10 and it is projected to grow to 202 260 personnel by 2013/14), physical infrastructure creation, information technology, radio communication systems, resourcing the CJS revamp initiative, including Integrated Justice System (IJS) projects.

Strategic Priorities for 2011/12

Human Capital Development

➢ Expenditure estimates are R1 386,640 million (2010/11), R1 449,039 million (2011/12), R1 514,246 million (2012/13) and R1 589,958 million (2013/14).

➢ Skills development and the retention of skills remains a priority for 2011/12. This will be accomplished through: focused recruitment of personnel with emphasis on skills, instead of volume based recruitment; the retaining of a sufficient pool of skilled competent personnel, specifically within identified scarce skills occupational categories; and the provision of internal and external skills development in various aspects relating to a specific classified scarce skills occupation. It will also allow previously disadvantaged groups to participate in learning programmes to develop management skills, improve productivity and to obtain expert skills for a specific occupational category.

➢ The health and wellness of the SAPS’ employees will be an ongoing priority during 2011/12 with emphasis on physical maintenance to ensure that members performing operational duties are capable of dealing with the physical demands of the job. This will be realized through health promotion programmes which form part of the overall wellness support programme. Health promotion will be complemented by Employee Health and Wellness programmes to support members in various fields.

9


➢ The improving of employment equity remains a critical focus area for 2011/12. In this regard, existing affirmative action programmes will be continued and revised if necessary to keep abreast of the continuing changes in the SAPS. Continued efforts will be made to promote gender equity by developing and appointing women in management posts. The drive to appoint people with disabilities will also be enhanced in order to achieve the 2% target of people with disabilities.

Improvement of capital infrastructure and asset management

➢ The improving of infrastructure through a structured capital works programme, specifically regarding police stations and other accommodation in the SAPS, remains a priority. The building of new police stations, the renovation (refurbishing) of existing ones and the provision of accommodation in accordance with a need analysis, including the establishment of Victim Friendly Rooms, will be prioritized in line with the operational priorities and objectives of the SAPS. In this regard, the development of geographical access norms to determine the optimal number and location of service points to ensure maximum access to services by communities will be a priority for 2011/12. Accessibility studies will be done in refining the geographical access norms.

➢ The enhancement of asset management with specific focus on the planned procurement and distribution of critical assets such as vehicles, firearms and bullet-resistant vests, will be progressed during 2011/12. The procurement of these critical assets, in line with the increases in the personnel establishment, the maintenance and replacement of these items and the managing of losses such as state owned firearms and vehicles, will be monitored and assessed given the critical role that they play during operational policing duties. It is estimated that 9 628 bullet-resistant vests to the value of R43,546 million and 6 600 weapons to the value of R35,999 million will be procured in the 2011/12 financial year. It is foreseen that an amount in access of R1,1 million will be spent on vehicles in order to replace and modernise the vehicle fleet.

Information Systems and Information and Communication Technology (IS/ICT)

➢ The development and implementation of IS/ICT, including the integration of systems across the JCPS Cluster, includes: the developing and implementing of information systems such as radio technical projects, a case management system, property and exhibit management, persons management and SAPS integration programme; a single coordinated management of continuum of criminal justice and performance across the CJS; an integration of systems developed to ensure records and data on corruption crimes across the CJS; the developing of a database of victims across the CJS; a database that enables conviction and sentences

Office accommodation and devolved funds from Public WorksCategory Revised

estimate R’000

2010/11

Estimate R’000

2011/12

% increase Estimate R’000

2012/13

% increase Estimate R’000

2013/14

% increase

Maintenance and property rates 798 837 968 663 21.3% 1 156 462 19.4% 1 220 067 5.5%

Municipal services 411 056 656 412 59.7% 775 639 18.2% 850 600 9.7%Property leases 870 041 911 562 4.8% 957 140 5.0% 1 009 783 5.5%Subtotal 2 079 934 2 536 637 % 2 889 241 % 3 080 450 %Capital works 1 118 201 1 235 293 10.5%% 1 544 557 25.0% 1 629 507 5.5%Total 3 198 135 3 771 930 17.9% 4 433 798 17.5% 4 709 957 6.2%Day-to-day maintenance (projects amounting to less than R20 000 per case)

163 690 173 676 6.1% 183 575 5.7% 189 083 3%

10











(Sowetan)

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l a t e s t

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p l a t i n u m ,

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related to identity theft; and the establishing of an integrated systems approach to combating cyber crime.

➛ Significant amounts of R900 million (2010/11), R1 850 million (2011/12), R1 942 million (2012/13), and R2 049 million (2013/14) earmarked for the improvement of the CJS of which R460 million (2010/11), R1,110 million (2011/12), R1,100 million (2012/13), and R1,077 million (2013/14) are designated for information technology.

➛ R264,1 million (2010/11), R281,6 million (2011/12), R295,6 million (2012/13) and R311,9 million (2013/14) earmarked over the next three years for the improvement of the IJS.

➛ Significant amounts of R600 million (2010/11), R628 million (2011/12), R657 million (2012/13) and R687 million (2013/14) to be spent over the next three years for the upgrade of hosting and network infrastructure.

11


Tabl

e 1:

Pro

gram

me

1: A

dmin

istr

atio

n: P

erfo

rman

ce M

easu

res

(see

Ann

exur

e A

for t

he te

chni

cal d

escr

iptio

n)

Subp

rogr

amm

ePr

ogra

mm

e per

form

ance

in

dica

tor

Audi

ted/

Actu

al Pe

rform

ance

Estim

ated

per

form

ance

20

10/11

1Me

dium

-term

targ

ets

2007

/0820

08/09

2009

/1020

11/12

2012

/1320

13/14

Minis

try

Mana

geme

nt

Corp

orate

Se

rvice

s

Offic

e Ac

comm

odati

on

Perce

ntage

of pe

rsonn

el in

terms

of th

e app

rove

d es

tablis

hmen

t

99.9%

(173

241)

99.8%

(182

754)

98.9%

(190

199)

99.7%

(194

618)

2Ma

intain

98%

(197

930)

Maint

ain 98

%(1

99 68

0)Ma

intain

98%

(202

260)

Perce

ntage

of le

arne

rs de

clare

d com

peten

t upo

n co

mplet

ion of

their

train

ing

in ter

ms of

the T

raini

ng

Prov

ision

ing P

lan (T

PP)

95.9%

81 67

1tra

ined

78 38

1 co

mpete

nt

86.8%

137 7

80 tr

ained

119 6

08

comp

etent

88.1%

231 2

05tra

ined

203 7

91co

mpete

nt

90.2%

3

135 1

81tra

ined

121 8

83co

mpete

nt

Maint

ain 88

%(1

52 13

7 mem

bers

will

be tr

ained

, of w

hich 1

1 18

9 wi

ll be d

evelo

ped

as de

tectiv

es).

Maint

ain 88

%Ma

intain

88%

Comp

ensa

tion e

xpen

ditur

e ve

rsus o

pera

tiona

l ex

pend

iture

75/25

%73

/27%

71/29

%71

/29%

71/29

%71

/29%

71/29

%

Perce

ntage

of ca

pital

inves

tmen

t, ass

et ma

nage

ment

and

maint

enan

ce pl

an co

mplet

ed

--

-56

.6% (1

0 957

) bull

et re

sistan

t ves

ts pr

ocur

ed

and d

istrib

uted

100%

firea

rms (

6 600

) an

d bull

et re

sistan

t ves

ts (9

628)

plan

ned f

or to

be

proc

ured

and d

istrib

uted

100%

firea

rms a

nd

bulle

t res

istan

t ve

sts pl

anne

d for

to

be pr

ocur

ed an

d dis

tribute

d

100%

firea

rms a

nd

bulle

t res

istan

t ve

sts pl

anne

d for

to

be pr

ocur

ed an

d dis

tribute

d-

--

-10

0% fir

earm

s dot

pin

marke

d 10

0% fir

earm

s dot

pin m

arke

d10

0% fir

earm

s dot

pin m

arke

d4.2

8:14.3

6:14.6

1:14.5

6:1Ma

intain

the r

atio o

f 4.5

1:1 pe

rsonn

el to

vehic

les

Maint

ain th

e rati

o of

4.51:1

perso

nnel

to ve

hicles

Maint

ain th

e rati

o of

4.51:1

perso

nnel

to ve

hicles

--

New

facilit

ies -

3Re

-esta

blish

ed

facilit

ies -

2

Aver

age c

omple

tion o

f 90

% pe

r pro

ject

70%

of po

lice f

acilit

y pr

ojects

comp

leted

New

facilit

ies -

11Ne

wly r

e-es

tablis

hed

facilit

ies -

4Re

-estab

lishe

d fac

ilities

- 8Re

paire

d and

upgr

aded

fac

ilities

- 7

95%

of po

lice f

acilit

y pr

ojects

comp

leted

95%

of po

lice f

acilit

y pr

ojects

comp

leted

1 Est

imat

ed p

erfo

rman

ce is

bas

ed o

n th

e ac

tual

per

form

ance

for t

he 1

st n

ine

mon

ths

of 2

010/

11.

2 The

figu

re o

f 194

618

incl

udes

enl

istm

ents

in th

e 4t

h qu

arte

r of 2

010/

11.

3 Est

imat

ed p

erfo

rman

ce a

s on

7 M

arch

201

1.

12











(Sowetan)

Game up

for robbery


















month.


have hailed their

l a t e s t

arms cache















H u m a n


Hawks bust

p l a t i n u m ,

g o l d

s m u g g l i n g



















syndicate.

SAPS hard work



Tabl

e 1:

Pro

gram

me

1: A

dmin

istr

atio

n: P

erfo

rman

ce M

easu

res

(see

Ann

exur

e A

for t

he te

chni

cal d

escr

iptio

n)

Subp

rogr

amm

ePr

ogra

mm

e per

form

ance

in

dica

tor

Audi

ted/

Actu

al Pe

rform

ance

Estim

ated

per

form

ance

20

10/11

1Me

dium

-term

targ

ets

2007

/0820

08/09

2009

/1020

11/12

2012

/1320

13/14

Minis

try

Mana

geme

nt

Corp

orate

Se

rvice

s

Offic

e Ac

comm

odati

on

Perce

ntage

of ca

pital

inves

tmen

t, ass

et ma

nage

ment

and

maint

enan

ce pl

an co

mplet

ed

--

--

90%

capa

city p

rojec

ts co

mplet

ed(1

4 poli

ce st

ation

s to b

e pr

ovide

d with

elec

tricity

ge

nera

tors,

51 po

lice

statio

ns to

be pr

ovide

d wi

th wa

ter an

d 85 p

olice

sta

tions

to be

assis

ted

with

sanit

ation

)

--

Perce

ntage

of pl

anne

d de

velop

ment

(with

in the

SA

PS an

d betw

een r

eleva

nt de

partm

ents)

, sus

taina

bility

an

d imp

lemen

tation

of

syste

ms

--

--

70%

of IS

/ICT

annu

al fun

ded p

rojec

ts co

mplet

ed

70%

of IS

/ICT

annu

al fun

ded

proje

cts

comp

leted

70%

of IS

/ICT

annu

al fun

ded

proje

cts co

mplet

ed

Numb

er of

servi

ce de

liver

y ins

pecti

ons c

ondu

cted a

t clu

ster a

nd st

ation

leve

ls

--

580 i

nspe

ction

s co

nduc

ted-

Cond

uct 6

00 se

rvice

de

liver

y ins

pecti

ons

--

13


3.2 Key Departmental Programme 2: Visible Policing3.2.1 Introduction

Purpose: Enable police stations to institute and preserve safety and security, and provide for specialised interventions and the policing of South Africa’s borders.

Strategic objective: To discourage all crimes by providing a proactive and responsive policing service that will reduce the levels of priority crimes.

3.2.2 Subprogramme: Crime Prevention

Crime Prevention provides for basic crime prevention and visible policing services at police stations, including Community Service Centres. This subprogramme has a staff complement of 85 893 and the bulk of the budget is used for compensation of employees and other related costs. An additional 10 285 personnel were moved from Programme 5: Protection and Security Services to this programme.

➢ Expenditure estimates of a total of R20 443,659 million (2010/11), R21 426,043 million (2011/12), R22 826,054 (2012/13) and R24 934,938 million (2013/14) for crime prevention.

➢ Programme spending priorities:

➛ Programme spending represents 41.9% of the Department.

➛ It will provide for 1 100 Tactical Response Team members to be trained and equipped (R35.1 million).

➛ R200 million has been provided for the implementation of the Eastern Cape radio communication system (2010/11).

➛ ±R3 million to be spent on Victim Friendly Rooms (2010/11).


➢ Crime Prevention will continue focusing on serious crime, which includes contact crimes and trio crimes (house robbery, business robbery and hijackings). Emphasis is also put on combating crimes against women and children. The SAPS, together with other role players, will render services to victims of sexual offences and domestic violence through the Thuthuzela Care Centres and Victim Friendly Rooms at police stations. Priority is also given to the implementation of a Rural Safety Strategy (see paragraph 6.6 for a discription of the Rural Safety Strategy).

➢ Reducing levels of crime will be realized through: improving police response and police visibility/patrolling in identified hotspots; increasing policing actions to reduce the proliferation of illegal firearms, the recovery of stolen/robbed vehicles, the seizure of drugs [cannabis, mandrax, crystal meth (Tik-Tik) and cocaine] and liquor as well as ensuring compliance in terms of the Second Hand Goods Act; improving cooperation with communities through crime awareness and public education programmes, Community Safety Forums and sector policing and thereby improving trust in the CJS; decreasing the incidents of persons escaping from police custody and apprehending and charging known suspects who are involved in serious crime; and collaboration between schools and police stations to address school safety, including search and seizures in dealing with drug-peddling and dangerous weapons in schools.

➢ The Minister of Police, supported by the National Commissioner and the top management of the SAPS, identified specific deficiencies relating to the managing of the Firearms Control Act by the SAPS. This resulted in the crafting of a specific strategy to address these

14











(Sowetan)

Game up

for robbery


















month.


have hailed their

l a t e s t

arms cache















H u m a n


Hawks bust

p l a t i n u m ,

g o l d

s m u g g l i n g



















syndicate.

SAPS hard work



deficiencies and ensure the effective implementation of the Act. The Strategy focuses on the capacitating of the Central Firearms Registry in terms of adequate numbers of personnel with the appropriate skills. The Strategy will culminate in the addressing of backlogs of applications for firearm licenses, permits, authorizations and renewals; in addition to the effective and timely managing of new applications to the SAPS.

➢ One of the common issues identified by senior management during their station visits was the lack of “command, control, co-ordination and communication”. It has therefore become essential that structured inspections during station visits by national, provincial, cluster and station management be conducted on a regular basis.

3.2.3 Subprogramme: Border Security

Provides for the policing of borders. This subprogramme has a staff complement of 7 114 personnel and the bulk of the budget is used for compensation of employees and other related costs.

➢ Expenditure estimates of a total of R1 323,327 million (2010/11), R1 475,016 million (2011/12), R1 554,125 million (2012/13) and R1 637,126 million (2013/14) for border security.


➢ Border Security will focus on the seizures of illegal firearms, stolen/robbed vehicles, illicit drugs and illegal goods as well as the arrest of undocumented persons and perpetrators who are involved in the smuggling of illegal firearms, stolen vehicles, drugs and illegal goods and human trafficking. The establishing of a Border Management Agency (BMA) has been prioritized at the highest level of government and will facilitate the establishing of a mechanism to oversee the various aspects associated with the securing of South Africa’s borders. However, the establishment of a BMA remains the responsibility of the State Security Agency and the SAPS is one of the key role players. The BMA will promote regional cooperation through Memoranda of Understanding with neighbouring countries in order to establish regional policing with the aim to coordinate working relations to combat crime, especially at the borders.

➢ The policing of South Africa’s borders has been prioritised within the JCPS Cluster Delivery Agreement, clearly highlighting it as a key priority for Government. The SAPS is currently engaged in a close relationship with the South African National Defense Force (SANDF) during a period of transition that will culminate in the responsibility for the maintaining of the integrity of the borders being transferred to SANDF. This relationship has resulted in the joint, coordinated deployment of SAPS and SANDF personnel along South Africa’s borders, focusing on ensuring border security, including the border line and ports of entry and exit.

3.2.4 Subprogramme: Specialised Interventions

Provides for interventions in medium to high-risk operations. This subprogramme has a staff complement of 5 515 personnel and the bulk of its budget is used for compensation of employees and other related costs. This output was supported by a total budget of R1.6 billion.

➢ Expenditure estimates of a total of R1 461,261 million (2010/11), R1 541,597 million (2011/12), R1 619,737 million (2012/13) and R1 715,002 million (2013/14) for specialised interventions.


Specialised Interventions focuses on the stabilisation of volatile stations, the maintenance of public order and intervention in extreme situations where normal policing must be supported. Specific focus will be put on the stabilising of public unrest situations, e.g. labour disputes, service delivery protest actions, and specialised operational support in serious crime incidents.

15


Tabl

e 2:

Pro

gram

me

2: V

isib

le P

olic

ing:

Per

form

ance

Mea

sure

s (s

ee A

nnex

ure

A fo

r the

tech

nica

l des

crip

tion)

Subp

rogr

amm

ePr

ogra

mm

e per

form

ance

in

dica

tor 6

Audi

ted/

Actu

al Pe

rform

ance

Estim

ated

per

form

ance

20

10/11

4Me

dium

-term

targ

ets

2007

/0820

08/09

2009

/1020

11/12

2012

/1320

13/14

Crim

e Pre

venti

onRe

duce

the n

umbe

r of

repo

rted s

eriou

s crim

es by

2%

7 2 0

57 01

62 0

98 22

92 1

21 88

72 0

84 75

42 0

79 44

92 0

37 86

01 9

97 10

3

Redu

ce th

e num

ber o

f re

porte

d ser

ious c

rimes

wi

thin t

he ru

ral e

nviro

nmen

t by

2%

--

--

Redu

ce by

2%Re

duce

by 2%

Redu

ce by

2%

Redu

ce th

e num

ber o

f con

tact

crime

s by 4

- 7%

869

2 550

684 1

9967

6 445

618 9

47Be

twee

n 649

387

and 6

29 09

3Be

twee

n 623

411

and 5

85 05

6Be

twee

n 598

474

and 5

44 10

2Re

duce

the n

umbe

r of tr

io cri

mes b

y 4 - 7

%38

554

47 27

347

222

43 56

2Be

twee

n 45 3

33an

d 43 9

16Be

twee

n 43 5

19an

d 40 8

41Be

twee

n 41 7

78 an

d 37 9

82Inc

reas

e the

numb

er of

re

cove

ries a

s a re

sult o

f po

licing

by fo

cusin

g on:

• St

olen a

nd lo

st fire

arms

by

3%12

765

13 67

57 3

769 6

697 5

977 8

258 0

59

• St

olen a

nd ro

bbed

ve

hicles

by 3%

38 77

239

838

38 02

830

574

39 16

840

343

41 55

4

4 The

se fi

gure

s ar

e es

timat

ed p

erfo

rman

ce fo

r the

201

0/11

fina

ncia

l yea

r and

are

bas

ed o

n th

e ac

tual

per

form

ance

for t

he 1

st n

ine

mon

ths

of 2

010/

11 u

sed

as a

pre

dict

ion

for

the

4th

quar

ter.

5 Tar

gets

for 2

011/

12 a

re b

ased

on

the

actu

al p

erfo

rman

ce in

200

9/10

.6 P

leas

e no

te th

at w

hile

the

indi

cato

rs re

latin

g to

the

redu

ctio

n of

ser

ious

, con

tact

and

trio

crim

es h

ave,

for t

he p

urpo

ses

of th

e m

easu

ring

and

repo

rting

on

perfo

rman

ce, b

een

plac

ed w

ithin

the

Visi

ble

Pol

ice

Key

Dep

artm

enta

l Pro

gram

me

(KD

P),

they

cut

acr

oss

the

oper

atio

nal f

unct

ions

of t

he S

AP

S, i

nclu

ding

the

DP

CI,

Det

ectiv

e S

ervi

ce, C

rime

Inte

llige

nce,

Ope

ratio

nal R

espo

nse

Ser

vice

s an

d P

rote

ctio

n an

d S

ecur

ity S

ervi

ces.

Thi

s al

so in

clud

e cr

imes

com

mitt

ed in

the

rail

envi

ronm

ent.

7 Ple

ase

note

that

ser

ious

crim

e in

clud

es “c

rimes

det

ecte

d as

a re

sult

of p

olic

e ac

tion”

(ille

gal p

osse

ssio

n of

fire

arm

s, d

rug-

rela

ted

crim

e an

d dr

ivin

g un

der t

he in

fluen

ce o

f alc

ohol

an

d dr

ugs)

. Whi

lst t

he s

erio

us c

rime

shou

ld d

ecre

ase

by 2

% p

er a

nnum

, thi

s cr

ime

cate

gory

sho

uld

incr

ease

as

a re

sult

of p

olic

e ac

tion.

8 At p

rese

nt th

e ca

tego

ry o

f “se

xual

offe

nces

” whi

ch fo

rms

part

of th

e co

ntac

t crim

e ca

tego

ry, r

epre

sent

s a

mix

ture

of c

onta

ct c

rime

(rap

e an

d se

xual

ass

ault)

and

crim

es d

etec

ted

as a

resu

lt of

pol

ice

actio

n (s

ex w

ork-

rela

ted

crim

e an

d po

rnog

raph

y). W

hils

t con

tact

crim

e sh

ould

dec

reas

e by

4-7

% p

er a

nnum

, the

crim

es d

etec

ted

as a

resu

lt of

pol

ice

actio

n sh

ould

incr

ease

.

16











(Sowetan)

Game up

for robbery


















month.


have hailed their

l a t e s t

arms cache















H u m a n


Hawks bust

p l a t i n u m ,

g o l d

s m u g g l i n g



















syndicate.

SAPS hard work



Tabl

e 2:

Pro

gram

me

2: V

isib

le P

olic

ing:

Per

form

ance

Mea

sure

s (s

ee A

nnex

ure

A fo

r the

tech

nica

l des

crip

tion)

Subp

rogr

amm

ePr

ogra

mm

e per

form

ance

in

dica

tor

Audi

ted/

Actu

al Pe

rform

ance

Estim

ated

per

form

ance

2010

/11 4

Medi

um-te

rm ta

rget

s20

07/08

2008

/0920

09/10

2011

/1220

12/13

2013

/14Cr

ime P

reve

ntion

• Illi

cit dr

ugs (

cann

abis,

ma

ndra

x, co

caine

, crys

tal

meth

(Tik-

Tik),

whoo

nga

and n

yope

) by 3

%

126 8

25kg

ca

nnab

is, 48

414

mand

rax t

ablet

s, 55

kg co

caine

and

23kg

crys

tal m

eth

(Tik-

Tik)

144 4

08kg

ca

nnab

is, 70

315

mand

rax t

ablet

s, 64

kg co

caine

and

32kg

crys

tal m

eth

(Tik-

Tik)

179 7

16kg

ca

nnab

is

78 25

2kg c

anna

bis, 2

76

812 m

andr

ax ta

blets,

69

kg co

caine

and 1

60kg

cry

stal m

eth (T

ik-Tik

)

185 1

07kg

ca

nnab

is, 72

424

mand

rax t

ablet

s, 66

kg co

caine

and

33kg

crys

tal m

eth

(Tik-

Tik)

190 6

60kg

ca

nnab

is, 74

59

7 man

drax

tab

lets,6

8kg

coca

ine an

d 34k

g cry

stal m

eth (T

ik- Tik)

196 3

80kg

ca

nnab

is, 76

835

mand

rax t

ablet

s, 70

kg co

caine

and

35kg

crys

tal m

eth

(Tik-

Tik)

• Liq

uor b

y 10%

--

1 524

584 l

t-

1 677

042lt

1 844

746lt

2 029

221lt

Incre

ase t

he re

cove

ry of

state

owne

d fire

arms

by 3%

--

1 261

-1 2

981 3

371 3

77

Redu

ce th

e inc

idenc

e of:

• sto

len/lo

st fire

arms

by 3%

12 22

312

883

11 98

210

804

11 62

211

273

10 93

5•

stolen

/robb

ed ve

hicles

by

7%88

941

86 57

982

661

77 15

276

874

71 49

366

488

Clos

ing of

iden

tified

un

licen

sed/i

llega

l liqu

or

prem

ises b

y 100

%15

297

15 92

313

456

-10

0%10

0%10

0%

Redu

ce th

e num

ber o

f es

cape

incid

ents

from

polic

e cu

stody

by 50

%66

471

960

259

830

115

075

Numb

er of

crim

e awa

rene

ss

camp

aigns

cond

ucted

--

--

Cond

uct 4

izi

mbizo

s-

-

17


Tabl

e 2:

Pro

gram

me

2: V

isib

le P

olic

ing:

Per

form

ance

Mea

sure

s (s

ee A

nnex

ure

A fo

r the

tech

nica

l des

crip

tion)

Subp

rogr

amm

ePr

ogra

mm

e per

form

ance

indi

cato

rAu

dite

d/Ac

tual

Perfo

rman

ceEs

timat

ed p

erfo

rman

ce 20

10/11

4Me

dium

-term

targ

ets

2007

/0820

08/09

2009

/1020

11/12

2012

/1320

13/14

Crim

e Pre

venti

onFin

alise

outst

andin

g ap

plica

tions

for fi

rear

m lic

ense

s, pe

rmits

, au

thoris

ation

s and

rene

wals

--

-

1 048

341 (

curre

nt ba

cklog

for fi

rear

m lic

ense

s, pe

rmits

, au

thoris

ation

s and

re

newa

ls)

100%

of ba

cklog

fin

alise

d by

31 Ju

ly 20

11-

-

New

appli

catio

ns fo

r fire

arm

licen

ses,

perm

its,

autho

risati

ons a

nd re

newa

ls pr

oces

sed

--

--

Appli

catio

ns

finali

sed w

ithin

90

worki

ng da

ys-

-

Bord

er S

ecur

ityInc

reas

e plan

ned c

rime

prev

entio

n and

comb

ating

ac

tions

at S

outh

Afric

an

bord

ers b

y 3%

-2 3

803 8

123 6

993 9

264 0

444 1

65

Identi

fied b

orde

rlines

take

n ov

er by

the S

ANDF

--

-

KZN,

Limp

opo,

and

Mpum

alang

a bod

erlin

es

taken

over

by th

e SA

NDF

SAND

F to

take

over

the F

ree S

tate

and E

aster

n Cap

e bo

rder

lines

.

--

Spec

ialise

d Int

erve

ntion

sSt

abilis

e med

ium to

high

-risk

inc

idents

--

99%

95%

100%

100%

100%

Perce

ntage

of sa

fe de

liver

y of

valua

ble an

d/or d

ange

rous

ca

rgo i

n rela

tion t

o the

nu

mber

of ca

rgo p

rotec

tion

prov

ided

100%

prote

ction

pr

ovide

d with

out

secu

rity br

each

es

100%

prote

ction

pr

ovide

d with

out

secu

rity br

each

es

100%

prote

ction

pr

ovide

d with

out

secu

rity br

each

es

100%

prote

ction

pr

ovide

d with

out s

ecur

ity

brea

ches

100%

prote

ction

pr

ovide

d with

out

secu

rity br

each

es

100%

prote

ction

pr

ovide

d with

out

secu

rity br

each

es

100%

prote

ction

pr

ovide

d with

out

secu

rity br

each

es

18











(Sowetan)

Game up

for robbery


















month.


have hailed their

l a t e s t

arms cache















H u m a n


Hawks bust

p l a t i n u m ,

g o l d

s m u g g l i n g



















syndicate.

SAPS hard work



3.3 Key Departmental Programme 3: Detective Services3.3.1 Introduction

Purpose: Enable the investigative work of the South African Police Service, including providing support to investigators in terms of forensic evidence and the Criminal Record Centre.

Strategic objective: Contribute to the successful prosecution of crime, by investigating, gathering and analyzing evidence, thereby increasing the detection rate of priority crime.

3.3.2 Subprogramme: Crime Investigations

Accommodates detectives at police stations who investigate general crime and serious crime including crimes against women and children. This subprogramme has a staff complement of 25 605 personnel, including detectives, and a total budget of R5.5 billion, of which the bulk is used for compensation of employees and other related costs. Interventions to improve the detection rate and court ready cases include enhanced skills development of detectives, docket monitoring processes and coordination in the crime detection environment.

➢ Expenditure estimates are R6 250,114 million (2010/11), R6 808,536 million (2011/12), R7 237,992 million (2012/13) and R7 793,918 million (2013/14) for general investigations.


➢ Investigation of crime focuses on the detection and court ready case dockets rates, specifically with regard to contact crime and the trio crimes (carjacking, house and business robberies). The Department has re-established the Family Violence Child Protection and Sexual Offences Units (FCS) to investigate cases of crimes against women and children. Other specialised units such as Stock Theft Units and Tracking Units will also be established.

➢ The improving of the capacity and professionalism of detectives remains high on the agenda of top management of the SAPS. The continued skills development of detectives will therefore remain a priority of the SAPS during 2011/12 as a key element of the drive to improve the investigation of reported crime.

3.3.3 Subprogramme: Specialised Investigations

Provides for the prevention, combating and investigation of national priority offences, including organised crime syndicates, serious and violent crime, commercial crime and corruption by the DPCI. This subprogramme has a staff complement of 2 617 and a total budget of R848 million, of which the bulk is used for compensation of employees and other related costs.

➢ Expenditure estimates are R909,494 million (2010/11), R985,596 million (2011/12), R1 204,182 million (2012/13) and R1 284,138 million (2013/14) for specialised investigations.


➢ The DPCI will play a pivotal role by focusing on the investigation of serious commercial crime-related cases where officials are involved in procurement fraud and corruption-related cases (focusing on the investigation of 100 individuals in terms of which assets to the value of R5 million are seized); investigating, gathering and analysing of evidence relating to serious commercial crime and serious organised crime; investigating cases of serious fraud and corruption in the JCPS Cluster; the securing of the identity and status of citizens and prioritising of operations against perpetrators of identity theft; and the combating of cyber crime.

➢ The prevention, detection and investigation of corruption within the ranks of the SAPS will

19


continue to be a major focus area for 2011/12. Emphasis will be put on the implementation of the SAPS’ Anti-Corruption Strategy in terms of the prevention of corruption, the effective investigation of cases of corruption involving SAPS members, the detection of corruption to ensure the exposing of corrupt practices, and the restoration of the SAPS’s policies, procedures and systems to prevent the re-occurrence of corrupt practices. The implementation of the Anti-Corruption Strategy will be undertaken in conjunction with all departments, specifically those in the JCPS Cluster, involving anti-corruption operations across the Cluster to detect corruption-related crime.

3.3.4 Subprogramme: Criminal Record Centre

Funds Criminal Record Centres, which manage criminal records. This subprogramme has a staff complement of 3 967 personnel and a total budget of R772 million, of which the bulk is used for compensation of employees and other related costs.

➢ Expenditure estimates are R1 113,795 million (2010/11), R1 201,665 million (2011/12), R1 418,483 million (2012/13) and R1 532,227 million (2013/14) for Criminal Record Centres. Included in the total expenditure estimates are operational amounts of R220,0 million (2010/11), R208,5 million (2011/12), R317,0 million (2012/13) and R320,6 million (2013/14) for CJS purposes in the Criminal Record Centre environment.


➢ More personnel to be appointed to increase the capacity of the Criminal Record Centre (374 functional members in 2010/11 and 348 functional members in 2011/12). However, the approach is not only to appoint new personnel members, but also to develop a clear plan indicating a process to be followed in order to enhance the skills of Criminal Record Centre members to process fingerprints effectively.

➢ The focus of the Criminal Record Centre will be on managing fingerprint evidence relating to contact crime, including trio crimes and crimes against women and children; property-related crimes; crimes dependent on police action for detection and commercial crime. The Criminal Record Centre will provide crime scene management; evidence management; explosives response and the presentation of evidence in court.

3.3.5 Subprogramme: Forensic Science Laboratory

Funds Forensic Science Laboratories, which provide specialised, technical analysis and support to investigators for evidence. This subprogramme has a staff complement of 1 462 and a total budget of R398 million, of which the bulk is used for compensation of employees and other related costs.

➢ Expenditure estimates are R576,854 million (2010/11), R815,116 million (2011/12), R758,341 million (2012/13) and R835,290 million (2013/14) for Forensic Science Laboratories. Included in the total expenditure estimates are operational amounts of R120,0 million (2010/11), R331,5 million (2011/12), R225,0 million (2012/13) and R251,2 million (2013/14) for CJS purposes in the Forensic Science Laboratory environment.


➢ More personnel to be appointed to increase the capacity of the Forensic Science Laboratories (100 functional members in 2010/11 and 150 functional members in 2011/12). However, the approach is not only to appoint new personnel members, but also to develop a clear plan indicating a process to be followed in order to enhance the skills of Forensic Science Laboratory members to analyse exhibits effectively.

➢ The focus of Forensic Science Laboratories will be to provide forensic evidence relating to contact crime, including trio crimes and crimes against women and children; property-related crimes; crimes dependent on police action for detection and commercial crime. The Forensic

20











(Sowetan)

Game up

for robbery


















month.


have hailed their

l a t e s t

arms cache















H u m a n


Hawks bust

p l a t i n u m ,

g o l d

s m u g g l i n g



















syndicate.

SAPS hard work



Science Laboratories will provide crime scene management; evidence management; explosives response and the presentation of evidence in court. Capacity will be developed within the Forensic Science Laboratory for the Integrated Ballistics Identification System testing of SAPS firearms.

21


Tabl

e 3:

Pro

gram

me

3: D

etec

tive

Serv

ices

: Per

form

ance

Mea

sure

s (s

ee A

nnex

ure

A fo

r the

tech

nica

l des

crip

tion)

Subp

rogr

amm

ePr

ogra

mm

e pe

rform

ance

indi

cato

rAu

dite

d/Ac

tual

Perfo

rman

ceEs

timat

ed p

erfo

rman

ce

2010

/11 9

Medi

um-te

rm ta

rget

s20

07/08

2008

/0920

09/10

2011

/1220

12/13

2013

/14Cr

ime I

nves

tigati

ons

Detec

tion r

ate fo

r co

ntact

crime

s, co

ntact-

relat

ed cr

imes

, pro

perty

-re

lated

crim

e, cri

mes

depe

nden

t on p

olice

ac

tion f

or de

tectio

n and

oth

er se

rious

crim

es

44.28

%42

.82%

(1 06

6 422

)46

.16%

(1 10

8 674

)52

.07%

(960

243)

Detec

tion r

ate of

be

twee

n 46 –

65%

Detec

tion r

ate of

be

twee

n 46 –

65%

Detec

tion r

ate of

be

twee

n 46 –

65%

Perce

ntage

of co

urt

read

y cas

e doc

kets

for

conta

ct cri

mes,

conta

ct-re

lated

crim

es, p

rope

rty-

relat

ed cr

ime,

crime

s de

pend

ent o

n poli

ce

actio

n for

detec

tion a

nd

other

serio

us cr

imes

--

--

3% in

creas

e on t

he

base

line d

eterm

ined

for 20

10/11

--

Detec

tion r

ate fo

r co

ntact

crime

s54

.54%

(464

985)

52.45

%(4

45 20

2)59

.62%

(459

319)

54.94

%(3

89 44

9)De

tectio

n rate

of

betw

een 6

0 – 65

%De

tectio

n rate

of

betw

een 6

0 – 65

%De

tectio

n rate

of

betw

een 6

0 – 65

%

Perce

ntage

of co

urt

read

y cas

e doc

kets

for

conta

ct cri

mes

--

--

3% in

creas

e on t

he

base

line d

eterm

ined

for 20

10/11

--

Detec

tion r

ate fo

r trio

cri

mes

10.39

%(7

397)

12.42

%(1

0 035

)14

.31%

(10 8

41)

12.87

%(9

491)

18.25

%(1

5 108

)20

.21%

(17 1

93)

22.16

%(1

9 367

)Pe

rcenta

ge of

cour

t re

ady c

ase d

ocke

ts for

trio

crim

es

--

--

3% in

creas

e on t

he

base

line d

eterm

ined

for 20

10/11

--

9 The

se fi

gure

s ar

e es

timat

ed p

erfo

rman

ce fo

r the

201

0/11

fina

ncia

l yea

r and

are

bas

ed o

n th

e ac

tual

per

form

ance

for t

he 1

st n

ine

mon

ths

of 2

010/

11 u

sed

as a

pre

dict

ion

for

the

4th

quar

ter.

22











(Sowetan)

Game up

for robbery


















month.


have hailed their

l a t e s t

arms cache















H u m a n


Hawks bust

p l a t i n u m ,

g o l d

s m u g g l i n g



















syndicate.

SAPS hard work



Tabl

e 3:

Pro

gram

me

3: D

etec

tive

Serv

ices

: Per

form

ance

Mea

sure

s (s

ee A

nnex

ure

A fo

r the

tech

nica

l des

crip

tion)

Subp

rogr

amm

ePr

ogra

mm

e pe

rform

ance

indi

cato

rAu

dite

d/Ac

tual

Perfo

rman

ceEs

timat

ed p

erfo

rman

ce

2010

/11 9

Medi

um-te

rm ta

rget

s20

07/08

2008

/0920

09/10

2011

/1220

12/13

2013

/14Cr

ime I

nves

tigati

ons

Detec

tion r

ate fo

r cri

mes a

gains

t wom

en

(18 y

ears

and a

bove

). [M

urde

r, atte

mpted

mu

rder,

all s

exua

l off

ence

s, co

mmon

as

sault

and a

ssau

lt GB

H]

67.54

%(1

54 75

8)68

.89%

(147

822)

71.92

%(1

62 83

3)55

.72%

(171

927)

Detec

tion r

ate of

be

twee

n 71 –

75%

Detec

tion r

ate of

be

twee

n 71 –

75%

Detec

tion r

ate of

be

twee

n 71 –

75%

Perce

ntage

of co

urt

read

y cas

e doc

kets

for

crime

s aga

inst w

omen

(1

8 yea

rs an

d abo

ve).

[Mur

der, a

ttemp

ted

murd

er, al

l sex

ual

offen

ces,

comm

on

assa

ult an

d ass

ault

GBH]

--

--

3% in

creas

e on t

he

base

line d

eterm

ined

for 20

10/11

--

Detec

tion r

ate fo

r cri

mes a

gains

t chil

dren

(u

nder

18 ye

ars).

[M

urde

r, atte

mpted

mu

rder,

all s

exua

l off

ence

s, co

mmon

as

sault

and a

ssau

lt GB

H]

74.56

%(5

8 042

)80

.53%

(51 9

60)

66.27

%(4

5 006

)44

.79%

(43 4

27)

Detec

tion r

ate of

be

twee

n 66 –

70%

Detec

tion r

ate of

be

twee

n 66 –

70%

Detec

tion r

ate of

be

twee

n 66 –

70%

Perce

ntage

of co

urt

read

y cas

e doc

kets

for

crime

s aga

inst c

hildr

en

(und

er 18

year

s).

[Mur

der, a

ttemp

ted

murd

er, al

l sex

ual

offen

ces,

comm

on

assa

ult an

d ass

ault

GBH]

--

--

3% in

creas

e on t

he

base

line d

eterm

ined

for 20

10/11

--

23


Tabl

e 3:

Pro

gram

me

3: D

etec

tive

Serv

ices

: Per

form

ance

Mea

sure

s (s

ee A

nnex

ure

A fo

r the

tech

nica

l des

crip

tion)

Subp

rogr

amm

ePr

ogra

mm

e pe

rform

ance

indi

cato

rAu

dite

d/Ac

tual

Perfo

rman

ceEs

timat

ed p

erfo

rman

ce

2010

/11 9

Medi

um-te

rm ta

rget

s20

07/08

2008

/0920

09/10

2011

/1220

12/13

2013

/14Sp

ecial

ised

Inves

tigati

ons

Perce

ntage

of co

urt

read

y cas

e doc

kets

for

fraud

and c

orru

ption

by

indivi

duals

with

in the

JC

PS C

luster

--

--

3% in

creas

e on t

he

base

line d

eterm

ined

for 20

10/11

--

Detec

tion r

ate fo

r se

rious

comm

ercia

l cri

me-re

lated

char

ges

40%

39%

37%

37%

Detec

tion r

ate of

be

twee

n 40 –

50%

Detec

tion r

ate of

be

twee

n 40 –

50%

Detec

tion r

ate of

be

twee

n 40 –

50%

Perce

ntage

of co

urt

read

y cas

e doc

kets

for se

rious

comm

ercia

l cri

me-re

lated

char

ges

--

-26

%Co

urt r

eady

case

do

ckets

of be

twee

n 30

- 40

%

Cour

t rea

dy ca

se

dock

ets of

betw

een

30 -

40%

Cour

t rea

dy ca

se

dock

ets of

betw

een

30 -

40%

Numb

er of

serio

us

comm

ercia

l crim

e-re

lated

case

s inv

estig

ated w

here

offi

cials

are i

nvolv

ed in

pr

ocur

emen

t frau

d and

co

rrupti

on-re

lated

case

s

--

--

50 in

vesti

gatio

ns

initia

ted50

inve

stiga

tions

ini

tiated

100 i

nves

tigati

ons

initia

ted

Numb

er of

serio

us

comm

ercia

l crim

e-re

lated

cour

t rea

dy

case

s whe

re of

ficial

s ar

e inv

olved

in

proc

urem

ent fr

aud a

nd

corru

ption

-relat

ed ca

ses

--

--

25 co

urt r

eady

case

s75

cour

t rea

dy ca

ses

100 c

ourt

read

y ca

ses

Value

of as

sets

restr

ained

/seize

d in

serio

us co

mmer

cial

crime

-relat

ed c

ases

wh

ere o

fficial

s are

inv

olved

in pr

ocur

emen

t fra

ud an

d cor

rupti

on-

relat

ed ca

ses

--

--

R125

milli

on in

as

sets

restr

ained

R375

milli

on in

as

sets

restr

ained

R500

milli

on in

as

sets

restr

ained

24











(Sowetan)

Game up

for robbery


















month.


have hailed their

l a t e s t

arms cache















H u m a n


Hawks bust

p l a t i n u m ,

g o l d

s m u g g l i n g



















syndicate.

SAPS hard work



Tabl

e 3:

Pro

gram

me

3: D

etec

tive

Serv

ices

: Per

form

ance

Mea

sure

s (s

ee A

nnex

ure

A fo

r the

tech

nica

l des

crip

tion)

Subp

rogr

amm

ePr

ogra

mm

e pe

rform

ance

indi

cato

rAu

dite

d/Ac

tual

Perfo

rman

ceEs

timat

ed p

erfo

rman

ce

2010

/11 9

Medi

um-te

rm ta

rget

s20

07/08

2008

/0920

09/10

2011

/1220

12/13

2013

/14Sp

ecial

ised

Inves

tigati

ons

Perce

ntage

of

regis

tered

serio

us

Orga

nised

Crim

e Pr

oject

Inves

tigati

ons

(OCP

I) su

cces

sfully

ter

mina

ted

--

--

To be

deter

mine

d du

e to c

hang

ed

mand

ate

--

Crim

inal R

ecor

d Ce

ntre

Perce

ntage

of or

igina

l pr

eviou

s con

victio

n re

ports

for f

orma

lly

char

ged i

ndivi

duals

ge

nera

ted w

ithin

20

days

79.25

% (8

23 93

6)wi

thin 3

0 day

s75

.25%

(809

290)

withi

n 30 d

ays

63.41

% (7

50 84

4 ou

t of a

total

of

1 184

109)

withi

n 30 d

ays

78.32

% (9

25 52

5)wi

thin 3

0 day

s80

% or

igina

l pre

vious

co

nvict

ion re

ports

ge

nera

ted w

ithin

20

days

80%

origi

nal p

revio

us

conv

iction

repo

rts

gene

rated

with

in 20

da

ys

80%

origi

nal p

revio

us

conv

iction

repo

rts

gene

rated

with

in 20

da

ys

Fore

nsic

Scien

ce

Labo

rator

yPe

rcenta

ge of

case

ex

hibits

(entr

ies)

proc

esse

d by F

oren

sic

Servi

ces w

ithin

28

worki

ng da

ys

91%

(179

702)

wi

thin 3

5 day

s92

.2% (1

61 78

0)

withi

n 35 d

ays

86%

(189

569 f

rom

a tota

l of 2

20 42

9)

withi

n 35 d

ays

89%

(254

824)

wi

thin 3

5 day

s92

% of

case

exhib

its

(entr

ies) p

roce

ssed

by

For

ensic

Ser

vices

wi

thin 2

8 wor

king

days

92%

of ca

se ex

hibits

(e

ntries

) pro

cess

ed

by F

oren

sic S

ervic

es

withi

n 28 w

orkin

g da

ys

92%

of ca

se ex

hibits

(e

ntries

) pro

cess

ed

by F

oren

sic S

ervic

es

withi

n 28 w

orkin

g da

ys

25


3.4 Key Departmental Programme 4: Crime Intelligence3.4.1 Introduction

Purpose: Manage crime intelligence and analyse crime information, and provide technical support for investigations and crime prevention operations.

Strategic objective: Contribute to the neutralizing of crime by gathering, collating and analyzing intelligence that leads to an actionable policing activity.

3.4.2 Subprogramme: Crime Intelligence Operations

Provides for intelligence-based operations. This subprogramme has a staff complement of 2 844 and a total budget of R642 million in 2009/10, of which the bulk is used for compensation of employees and other related costs.

➢ Expenditure estimates of a total of R772,334 million (2010/11), R838,254 million (2011/12), R883,245 million (2012/13) and R937,228 million (2013/14) for intelligence-based operations.

3.4.3 Subprogramme: Intelligence and Information Management

Provides for the analysis of crime intelligence patterns to facilitate crime detection in support of crime prevention and crime investigation. This subprogramme has a staff complement of 4 698 personnel and a total budget of R1 billion of which the bulk is used for compensation of employees and other related costs.

➢ Expenditure estimates of a total of R1 175,301 million (2010/11), R1 278,740 million (2011/12), R1 376,241 million (2012/13) and R1 484,315 million (2013/14) for intelligence and information management.


➢ Crime Intelligence will emphasise intelligence-based operations pertaining to some contact crimes, especially trio crimes; organised crime involving drugs, vehicles, weapons, diamonds, human trafficking, corruption, commercial crimes and illicit mining; as well as security intelligence-related crime (terrorism, border security and integrity, political, public and social instability and service delivery protests). This will be realized through planned and purposeful processes of obtaining, assembling and organising information through the exploitation of all types of sources (organisation, group or individual) for further intelligence processing and/or use as evidence.

➢ Emphasis will be put on capacitating crime intelligence, including improving the capacity and resourcing of intelligence operations against crime syndicates as well as enhancing the capacity to improve the security standard in the SAPS through vetting. In 2011/12, 783 entry-level personnel will be appointed.

26











(Sowetan)

Game up

for robbery


















month.


have hailed their

l a t e s t

arms cache















H u m a n


Hawks bust

p l a t i n u m ,

g o l d

s m u g g l i n g



















syndicate.

SAPS hard work



Tabl

e 4:

Pro

gram

me

4: C

rime

Inte

llige

nce:

Per

form

ance

Mea

sure

s (s

ee A

nnex

ure

A fo

r the

tech

nica

l des

crip

tion)

Subp

rogr

amm

ePr

ogra

mm

e per

form

ance

in

dica

tor

Audi

ted/

Actu

al Pe

rform

ance

Estim

ated

per

form

ance

20

10/11

10Me

dium

-term

targ

ets

2007

/0820

08/09

2009

/1020

11/12

2012

/1320

13/14

Crim

e Inte

lligen

ce

Oper

ation

sNu

mber

of ne

twor

k ope

ratio

ns

resu

lting f

rom

intell

igenc

e files

18 63

117

035

24 36

820

000

26 80

528

145

29 55

2

Intell

igenc

e an

d Info

rmati

on

Mana

geme

nt

Numb

er of

crim

e inte

lligen

ce

prod

ucts

relat

ing to

:

• Op

erati

onal

analy

sis re

ports

(p

rofile

s, int

ellige

nce

analy

sis re

ports

, co

mmun

icatio

n ana

lysis

repo

rts, c

ommu

nicati

on

inter

cepti

on an

alysis

repo

rts

and s

tation

and c

luster

crim

e thr

eat a

nalys

is re

ports

)

• St

rateg

ic an

alysis

repo

rts

(inclu

ding s

tatist

ical re

ports

an

d res

earch

repo

rts)

95 84

814

2 020

234 2

3125

3 782

253 7

8226

6 411

279 7

32

10 E

stim

ated

per

form

ance

is b

ased

on

the

actu

al p

erfo

rman

ce fo

r the

1st

nin

e m

onth

s of

201

0/11

.

27


3.5 Key Departmental Programme 5: Protection and Security Services

3.5.1 Introduction

Purpose: Provide protection and security services to all identified dignitaries and government interests.

Strategic objective: Minimise security violations by protecting foreign and local prominent people and securing strategic interests.

3.5.2 Subprogramme: VIP Protection Services

Provides for the protection of the President, the Deputy President, former Presidents and their spouses, and other identified VIPs while in transit. This subprogramme has a staff complement of 1 679 and a total budget of R406 million in 2009/10, of which the bulk is used for compensation of employees and other related costs.

➢ Expenditure estimates of a total of R489,821 million (2010/11), R544,423 million (2011/12), R576,115 million (2012/13) and R611,781 million (2013/14) for VIP protection.

3.5.3 Subprogramme: Static and Mobile Security

Provides for the static protection of: strategic sites, venues and residences of all identified VIPs and valuable and dangerous government cargo. This subprogramme has a staff complement of 3 786 and a total budget of R564,6 million in 2009/10. The bulk of its budget is used for compensation of employees and other related costs.

➢ Expenditure estimates of a total of R670,966 million (2010/11), R707,270 million (2011/12), R747,770 million (2012/13) and R790,532 million (2013/14) for static protection and mobile security.

3.5.4 Subprogramme: Government Security Regulator

Provides for security regulation, evaluations, and administering National Key Points and strategic installations. This subprogramme has a staff complement of 233 and the bulk of its budget is used for compensation of employees and other related costs. This subprogramme was supported by a total budget of R46 million.

➢ Expenditure estimates of a total of R55,662 million (2010/11), R61,952 million (2011/12), R65,307 million (2012/13) and R68,600 million (2013/14) for Government Security Regulator.


Emphasis will be placed on the protection of identified VIPs whilst in transit; securing strategic sites; venues and residences of all identified VIPs; the auditing of identified strategic installations; the evaluation of National Key Points to ensure compliance in terms of the National Key Points Act, 1980 (Act No. 102 of 1980) and rendering of a physical security advisory service in respect of identified VIP residences, parastatals, National Key Points and strategic installations.

28











(Sowetan)

Game up

for robbery


















month.


have hailed their

l a t e s t

arms cache















H u m a n


Hawks bust

p l a t i n u m ,

g o l d

s m u g g l i n g



















syndicate.

SAPS hard work



Tabl

e 5:

Pro

gram

me

5: P

rote

ctio

n an

d Se

curit

y Se

rvic

es: P

erfo

rman

ce M

easu

res

(see

Ann

exur

e A

for t

he te

chni

cal d

escr

iptio

n)

Subp

rogr

amm

ePr

ogra

mm

e pe

rform

ance

indi

cato

r

Audi

ted/

Actu

al Pe

rform

ance

Estim

ated

per

form

ance

2010

/11 11

Medi

um-te

rm ta

rget

s20

07/08

2008

/0920

09/10

2011

/1220

12/13

2013

/14

VIP

Prote

ction

Perce

ntage

of se

curity

pr

ovide

d in r

elatio

n to

secu

rity br

each

es

100%

prote

ction

pr

ovide

d with

out

secu

rity br

each

es

100%

prote

ction

pr

ovide

d with

out

secu

rity br

each

es

100%

prote

ction

pr

ovide

d with

out

secu

rity br

each

es

100%

prote

ction

pr

ovide

d with

out s

ecur

ity

brea

ches

100%

prote

ction

pr

ovide

d with

out

secu

rity br

each

es

100%

prote

ction

pr

ovide

d with

out

secu

rity br

each

es

100%

prote

ction

pr

ovide

d with

out

secu

rity br

each

esSt

atic a

nd M

obile

Se

curity

Perce

ntage

of se

curity

pr

ovide

d in r

elatio

n to

secu

rity br

each

es

9 sec

urity

br

each

es7 s

ecur

ity

brea

ches

98.98

% pr

otecti

on

prov

ided w

ithou

t se

curity

brea

ches

(1

3 sec

urity

br

each

es)

5 sec

urity

brea

ches

100%

prote

ction

pr

ovide

d with

out

secu

rity br

each

es

100%

prote

ction

pr

ovide

d with

out

secu

rity br

each

es

100%

prote

ction

pr

ovide

d with

out

secu

rity br

each

es

Gove

rnme

nt Se

curity

Re

gulat

orPe

rcenta

ge of

iden

tified

St

rateg

ic Ins

tallat

ions

audit

ed

-46

% (9

6 fro

m a

total

of 20

7)75

% (1

57 fr

om a

total

of 20

7)50

% (1

13 fr

om a

total

of 22

7)50

% (1

13 fr

om a

total

of 22

7)50

% (1

13 fr

om a

total

of 22

7)50

% (1

13 fr

om a

total

of 22

7)

Perce

ntage

of N

ation

al Ke

y Poin

ts ev

aluate

d11

814

583

.3% (1

30 fr

om a

total

of 15

6)15

898

% (1

71 fr

om a

total

of 17

5)98

% (1

76 fr

om a

total

of 18

0)98

% (1

81 fr

om a

total

of 18

5)Pe

rcenta

ge of

advis

ory

repo

rts co

mpile

d in

relat

ion to

requ

ests

rece

ived

98%

(251

from

a tot

al of

256)

98%

(170

from

a tot

al of

173)

88%

(321

from

a tot

al of

365)

95%

95%

95%

95%

11 E

stim

ated

per

form

ance

is b

ased

on

the

actu

al p

erfo

rman

ce fo

r the

1st

nin

e m

onth

s of

201

0/11

.

29


4. Implementation of the Annual Performance Plan for 2011/12

All divisions, provinces, clusters and stations must compile performance plans (operational plans) which are aligned to and support the Annual Performance Plan 2011/12. These performance plans must serve as a guideline for the compiling of SMS Performance Agreements and Performance Enhancement Process (PEP) Plans at all levels.

Action, business or project plans must also be compiled, which contain the planning detail required to address the implementation of the Annual Performance Plan.

The targets reflected in the Annual Performance Plan 2011/12 are applicable nationally. Provincial and station-specific targets must also be developed, based on previous targets and keeping the national targets in mind.

Managers at all levels must ensure that the terminology referred to in the Annual Performance Plan 2011/12, is kept in mind when performance plans (operational plans) are being developed at all levels.

5. Managing Programme Performance

National legislation places the responsibility for targeting performance and managing performance information with accounting officers. In terms of Section 27 (4) of the Public Finance Management Act, 1999 accounting officers must submit “measurable objectives” with their draft budgets to Parliament. In terms of Section 40 (1) and (3) accounting officers must submit information on departments’ achievement against their predetermined objectives in the annual report. Furthermore, in Section 38 (1) (b), accounting officers of departments are responsible for the transparent, effective, efficient, and economical use of resources of the department.

Performance information is the key to effective management, including planning, budgeting, implementation, monitoring and evaluation. It indicates how well a department is meeting its aims and objectives, and which policies and processes are working. It also facilitates effective accountability, enabling legislators, members of public and other interested parties to track progress, to identify scope for improvement and to better understand the issues involved. The Department of Police delivers an essential service to the community. To ensure that service delivery is efficient, effective and economical, the Department is required to formulate strategic plans and annual performance plans, allocate resources to the implementation of these plans, and monitor and report the results. These results are essential to focus the attention of the public and oversight bodies on whether the Department is delivering value for money, by comparing its performance against its budget and performance plans, and to alert managers to areas where corrective action is required. Performance information also plays an increasingly important role in budget allocations and is being used to monitor standards of service delivery. This means that performance information must be accurate, appropriate and timely.

The monitoring and evaluation of performance information is important and is uniquely oriented towards providing the Department with the ability to assess the quantity, quality and impact of services rendered against its objectives set in performance and strategic plans. Monitoring and evaluation processes assist the Department in evaluating its performance and identifying the

30











(Sowetan)

Game up

for robbery


















month.


have hailed their

l a t e s t

arms cache















H u m a n


Hawks bust

p l a t i n u m ,

g o l d

s m u g g l i n g



















syndicate.

SAPS hard work



factors that contribute to its service delivery outcomes. It provides the Department with the ability to draw causal connections between the choice of policy priorities, the resourcing of those policy objectives, the programmes designed to implement them, the services actually delivered and their ultimate impact on communities. To ensure effective management, performance information is monitored through quarterly reports in accordance with Treasury Regulation 5.3 of 2007.

5.1 Responsibilities in terms of managing performance information

The accounting officer is accountable for establishing and maintaining the systems to manage performance information.

Line managers are accountable for establishing and maintaining the performance information processes and systems within their areas of responsibility. This includes the proper record- keeping of source documentation at all levels of reporting for audit purposes and to ensure the validity, accuracy and completeness of performance information.

All officials responsible for capturing, collating and the verifying of performance data relating to their activities, are accountable for the correctness of captured data. The integrity of the Department’s overall performance depends on how conscientiously these responsibilities are fulfilled.

To ensure that managers and officials at all levels are clear on the flow of performance information, internal controls have been developed in the form of a flow diagram for each performance indicator as described in the SAPS Annual Performance Plan.

5.2 Auditing of performance information Information relating to the performance against predetermined objectives is subject to audit

by the Auditor-General in terms of Section 20 (2) (c) of the Public Audit Act, 2004 (Act No. 25 of 2004). This encompasses the assessment of overall and detailed internal controls relating to the management of and reporting on performance information includes the assessment of the relevant systems to collect, monitor and report performance information; the evaluation of reported performance information and comparing reported performance information to relevant source documentation; and conducting substantive procedures to ensure valid, accurate and complete performance reporting.

31


6. Links to other plans6.1 Human Resource Management Plan The SAPS’ human resources are the single-most important resource that it has at its disposal.

Human resources are by nature both diverse and dynamic, requiring an integrated approach to their utilization, management and development. A structured approach to the managing of human resources must take into consideration factors such as the requirements of legislation, government, the service beneficiaries of the SAPS as well as the individuals that comprise its workforce. This will ensure a more responsive and cohesive approach towards the management of human resources within the SAPS. The Medium Term Personnel Framework will address the urgent need to direct the SAPS towards a more Integrated human resource management approach. The Medium Term Personnel Framework was introduced with the main objective being to institutionalise the key values and principles of the Public Service as also reflected in the Police Service Regulations, 2008. The following human resource priorities will be addressed during 2011/12:

➢ Staffing plan (the planning, forecasting and distribution of new entry level personnel).

Medium Term Expenditure Framework establishment targets

Medium Term Expenditure Framework enlistment targets

➢ Staffing practices (recruitment, appointment, promotion, deployment, etc. of personnel to meet organisational needs).

➛ Capacitate specialised environments by giving preference to the Detective, Criminal Record Centre, Forensic Sciences and Crime Intelligence environments.

Target date Establishment targetBy 31 March 2010 192 240By 31 March 2011 195 310By 31 March 2012 197 930By 31 March 2013 199 680By 31 March 2014 202 260

2010/11 2011/12 2012/13 2013/14 New additionsEntry level constables 6,144 6,168 5,247 6,130Civilians 1,426 1,452 1,503 1,450Total 7,570 7,620 6,750 7,580Projected personnel lossesSAPS Act 3,300 3,800 3,800 3,800Public Service Act 1,200 1,200 1,200 1,200Total 4,500 5,000 5,000 5,000Effective gainEntry level constables 2,844 2,368 1,447 2,330Civilians 226 252 303 250Total 3,070 2,620 1,750 2,580

32











(Sowetan)

Game up

for robbery


















month.


have hailed their

l a t e s t

arms cache















H u m a n


Hawks bust

p l a t i n u m ,

g o l d

s m u g g l i n g



















syndicate.

SAPS hard work



➛ Enhancement of a 50/50 gender representation on Middle Management and Senior Management Level.

➛ Implementation of a revised promotion policy.

➛ Roll-out of a Work Reintegration Strategy.

➛ Interventions focusing on the following: Integrity Management Framework/Wellness of Employees/Commander Support/ Bereaved Family Support.

➛ Promote HIV counseling and testing.

➢ Remuneration and conditions of service (the attraction and retention of personnel and the enhancement of performance).

➛ Proposed salary structure to accommodate the Lieutenant and Major ranks, including pay progression.

➛ Ensure the successful implementation of salary increases for employees below Senior Management Level and Senior Management Level with effect from 1 May 2011 and 1 January 2012 respectively.

➛ Review payment of Scarce Skills Allowances.

➢ Performance management (maintaining individual and team performance)

➛ Implement a key performance area-based generic assessment framework for Senior Management.

➛ The entrenchment of procedures (e.g. audits) to confirm compliance and adherence to performance management systems.

➢ Human Resource Development (fostering of the skills and knowledge of personnel)

The following development priorities will be focused on during 2011/12:

➢ Labour relations (fostering of a good working relationship between personnel and the SAPS).

➛ Review agreements and policies relating to the: SAPS Discipline Regulations; Grievance Procedure; a policy regarding transport between residence and place of work; restructuring

Course Number of courses Number of members to be trained

Resolving of crime (basic, specific, support skills and knowledge to enhance the competency of detectives)

548 11 189

Client/customer service development (improvement of service delivery at SAPS, community contact points)

395 7 831

Victim Support (effective support to victims of crime) 191 3 820Violence against woman and children (effectively deal with violence against women and children)

470 9 999

Reservist development (enhance the skills of SAPS reservists to perform policing functions)

98 2 640

Forensic-related training 194 3 521Tactical Response Team development 18 895Development of station commanders (station management learning programme)

61 1 198

Other priorities include K53 training, the re-skilling of Warrant Officers and Emergency Care Development.

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of divisional and provincial structures and the re-introduction of the Lieutenant and Major ranks.

6.2 Information and Communication Technology Plan The purpose of the IS/ICT Plan is to ensure the development, including systems within the SAPS

and between relevant Departments, sustainability and implementation of IS/ICT, in line with the constitutional, legislative, policy mandates and the strategic priorities of the SAPS. Emanating from the SAPS Strategic Plan for 2010 - 2014, the following initiatives have been identified for 2011/12 in support of the strategic priorities of the SAPS, including the CJS and the IJS:

Initiative DescriptionAction Request for Service (ARS) A crime-related complaint or request could be lodged directly with a police

official on duty at an Emergency Response Centre (ERC) or in person at a Community Service Centre (CSC). It entails the recording of incidents reported by the public and the consequent actions to be taken.

Automatic Fingerprint Identification System (AFIS) Civil Database

Functionality for the capturing and storing of fingerprints on AFIS of civil persons applying for Illicit Activity Reports.

Detention Management - (SAPSDM) Establishes an integrated business, information, system and ICT architectures, for the management of a detainee from the time of arrest until the legal release of the person.

Digital Imaging Development Project for Criminal Records Centre

Digital Imaging to replace conventional photos.

Fingerprint Exhibit Imaging Development Project (Subset of Digital Imaging)

A digital capacity to photograph fingerprint lifters and exhibits.

Sexual Offence Registers (Department of Justice and Constitutional Development) and Child Protection Registers (Department of Social Development)

Implement Child Protection and Sexual Offenders Registers.

Capacity expansion of Criminal Record Centres (CRC and LCRC) hardware and software

Capacitating Forensic Services.

Enhancement of Firearms Register System (EFRS)

Provide for the firearm registration at dealers/gunsmiths and submission of returns by ammunition manufacturers.

ID Services (IJS) Provide a single, unified approach and capability to ensure that an individual can be uniquely identified upon his/her entry into the IJS process.

Investigation Case Docket Management The management and administration of criminal cases, inquests and enquiries throughout the life cycle of a case, i.e. from inception to disposal, including cyber crime, identity theft and corruption-related cases. This priority includes the scanning of 50% dockets at 20 identified stations (E-Docket management).

Local Criminal Record Centre (LCRC) Administration Information System (LIAS)

An information system to manage all LCRC activities.

Property Control & Exhibit Management - (PCEM) Manage exhibits and property items from the time it enters the SAPS process until the lawful disposal thereof, without terminating the current system.

SAPS Network Modernisation Programme Redesign the SAPS network to cater for modern technology capabilities and the replacement of redundant infrastructure.

Veterinary Service System Third Party Software Acquisition Project

Third party product entailing a practice management system used by private Veterinary Doctors to be adapted for SAPS use.

Modernization and expansion of hardware and software

Crime Intelligence, Detective Services, Support Services, Ports of Entry, Criminal Record Centers (CRC) and Forensic Science Laboratories (FSL), Police stations, 10111 Centres, Optimize the inter-departmental capabilities and capacity

Office automation Implement office automation solutions.

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6.3 The Anti-corruption Strategy The SAPS has a mandated function to investigate criminal cases of corruption that may occur

in any sector of society. The SAPS’ Anti-Corruption Strategy, however, focuses on combating corruption within the SAPS, recognizing the negative impact corruption has on the morale of SAPS members, but more importantly on the perception that the public has of the SAPS’ ability to effectively police this country.

The SAPS conducted an audit of the extent of compliance of its Anti-corruption Strategy with the Cabinet approved Minimum Anti-corruption Capacity Requirements (MACC) in 2009/10. The SAPS was assessed by the Department of Public Service and Administration as being 69% compliant with the MACC, in 7th position overall of the 27 national departments assessed. The MACC audit was instrumental in enabling the SAPS to review its Anti-corruption Strategy, not only to ensure compliance with the MACC, but also to ensure performance in terms of the combating of corruption in the SAPS.

The revised Anti-corruption Strategy comprises four, inter-related pillars, namely: the prevention, detection and investigation of corruption, and the resolution of cases of corruption. The four pillars of the strategy each have a specific purpose, with key initiatives having been developed for implementation within each pillar:

➢ Prevention - to develop a culture in SAPS that is professional and does not tolerate corruption and criminality, including the developing and implementation of an Integrity Management Framework for the SAPS, ensuring the application of key corruption-prevention policy (such as Whistle-blowing, Declaration of Interest and Gifts to Members policies, the sensitizing and educating of SAPS members and the public on the nature, causes and consequences of corruption).

➢ Detection - to proactively detect corruption within its ranks as well as all sectors of society, including the targeted activation of specific detection capacities within the SAPS such as Crime Intelligence, Internal Audit and the National and Provincial Inspectorate and the random and targeted testing of the integrity of members.

➢ Investigation - to investigate all reports and cases of corruption effectively and efficiently, focusing on the prioritization of criminal investigations against members of the SAPS and establishing effective intelligence and investigative links with other departments.

➢ Resolution - to counter act the effects of corruption by taking appropriate action, through consistent and thorough disciplinary action and the improvement of internal controls aimed at preventing the re-occurrence of corruption.

The implementation of the Anti-corruption Strategy will be driven by Management at all levels through the implementation of specific, measurable, attainable, time-bound anti-corruption action plans designed to ensure the integrated application of the four pillars of the Anti-corruption Strategy.

6.4 The Risk Management Strategy The SAPS, like all Government Departments and public entities, is required to implement an

effective, efficient and transparent system of risk management and internal control in terms of the Public Finance Management Act, 1999 (Act No. 1 of 1999), and the Treasury Regulations 2005. However, the SAPS applies risk management not merely to ensure legislative compliance but as an integral part of its focus to establish effective corporate governance.

The SAPS’ Risk Management Strategy has been developed to ensure the thorough identification

of existing and emerging risk at all levels, the establishing of a process to manage the risk and the comprehensive monitoring of the effectiveness of managerial controls to mitigate or reduce the risk.

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The annual Strategic Risk Register reflects the total, estimated risk exposure of the SAPS, given its annual strategic and operational priorities, its utilization of allocated resources, and its responsibilities to the public in terms of the accountable performing of its mandated functions. The risk management process therefore directly supports the strategic management process in the SAPS by addressing those factors that may prevent the SAPS from achieving its strategic or operational priorities. National Divisions and Provinces replicate the risk management process in response to their annual priorities and functions, taking into careful consideration, the need for the mitigation of SAPS’ strategic risk profile. A clear link has been established between the risk management and internal audit capacities, as both environments augment and support the functioning of the other.

The phased implementation of risk management, necessitated by the size and extent of members and resources of the SAPS, will include Cluster Station level during 2011/12, thereby improving the managing of the SAPS’ strategic risk profile.

The National Risk Committee assesses the efficacy of the risk management process and provides guidance in terms of the application of internal controls so as to ensure the effective mitigation of risk. The National Risk Committee provides risk assurance to the National Commissioner and the Audit Committee of the SAPS.

6.5 The Service Delivery Improvement Programme The SAPS’ Service Delivery Improvement Programme (SDIP) was developed to respond directly

to the requirements of the White Paper on Transforming Public Service Delivery - Batho Pele (1997).

The SDIP requires the development of Service Delivery Charters by all SAPS’ “front-offices” 12,

detailing the services provided, the standards of such services, the times during which the services can be accessed, the commitment of the front-office to continuous improvement of the standard of service delivery, a redress mechanism for dealing with enquiries or complaints and the contact particulars of management. Service Delivery Charters are a key factor in the communicating of SAPS’ service delivery information and should therefore be prominently displayed in all front-offices such as Community Service Centers at police stations.

A further requirement of the SDIP is the developing of Service Delivery Improvement Plans (SDI Plans) at all levels within the SAPS. The SDI Plans detail the specific actions that the respective office will undertake in its application of each of the eight Batho Pele Principles. The SDI Plan functions as an addendum to performance plans at all levels and, by focusing on the improving of basic levels of service delivery, enhances the implementation of such performance plans.

The development, implementation and monitoring of Service Delivery Charters and SDI Plans is the responsibility of top management at all levels.

6.6 The Rural Safety Strategy The Rural Safety Strategy of the SAPS aims to address rural safety as part and parcel of an

integrated and holistic day-to-day crime prevention approach, based on the principles of Sector Policing which addresses the needs of the entire rural community, including the farming community.

Sector Policing, as the main policing approach, will be pivotal to address rural safety in

cooperation with the community and relevant stakeholders. This approach will be supported by crime prevention and service delivery, a rapid reaction capacity at cluster level and the utilization of reservists at sector level as force multipliers.

12 The “front-office” is described as any SAPS office that engages directly with the public.

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Rural safety on the South African borderline will further be strengthened in terms of integrating and coordinating of local deployment along borderline operations to combat illegal cross border movement of people, goods and contraband.

This approach aims to sustain and integrate the Rural Safety Strategy by providing a properly

trained and resourced capacity to implement rural safety measures. The strategy further aims to promote effective and dedicated participation, partnership and

involvement of internal and external stakeholders in an integrated, joint and coordinated manner. The Rural Safety Strategy is based on the following four pillars: Pillar 1: Enhanced Service Delivery

➢ To improve access to safety and security services and infrastructure;

➢ Adopting a proactive and responsive operational approach;

➢ Implementation of Sector Policing and sector deployment;

➢ Enhanced utilization of reservists;

➢ Enhanced border security;

➢ Enhanced communication regard rural safety and crime combating issues;

➢ Improved availability of information/intelligence to support Intelligence-driven operations;

➢ Establishment of an information gathering and sharing capability;

➢ Optimal utilization of all available resources in an integrated manner; and

➢ Prompt and effective investigation of reported crime, as well as effective prosecutions.

Pillar 2: Integrated Approach

➢ Promote and involve all role players and stakeholders in an integrated and coordinated manner to support improved accessibility and service delivery to the rural community. Enhanced cooperation and coordination of all available resources are required.

Pillar 3: Community Safety Awareness

➢ Establishment of Safety Networks (protection of “home and hearth”); and

➢ Creating community awareness and educating the rural community in terms of safety and security issues (pamphlets, posters, booklets, community programmes and projects).

Pillar 4: Rural Development

➢ Promoting effective crime prevention through environmental design.

➢ Implementation of the Comprehensive Rural Development Plan.

The effectiveness of the Rural Safety Strategy will be assessed in terms of the reduction of levels of serious and violent crime in rural areas. This assessment will be conducted on a monthly, quarterly and annual basis by means of the monitoring of reported levels of crime at individual stations in the rural areas, in addition to the effectiveness of the investigation of reported crime.

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Annexure ATechnical Indicator DescriptionKey Departmental Programme 1: Administration

Indicator title Percentage of personnel in terms of the approved establishment.Short definition The indicator relates to the percentage of personnel in terms of the approved establishment.

Achievement of the target can only be measured at the end of the financial year as recruitment and filling of posts as well as personnel losses occur continuously throughout the year.

Source/collection data Information is generated from the PERSAL/PERSAP Systems for in-year reporting. The Vulindlela System is used for annual reporting.

Method of calculation Total number of the establishment divided by the approved establishment target.Reporting cycle Performance is reported quarterly and annually.Changes to the indicator A continuation from previous financial years.Desired performance The aim is to achieve 98% out of a target of 197 930 by 31 March 2012.Indicator responsibility Planning: Division: Human Resource Utilisation and implementation: Division: Personnel

Services.

Indicator title Percentage of learners declared competent upon completion of their training in terms of the Training Provisioning Plan (TPP).

Short definition The indicator relates to the percentage of learners declared competent upon completion of Operational, Support, Management Development, Lateral entry-level, Entry-level basic (Phase 1 and 2) and Reservist training programmes. Competence refers to learners who achieved or met the requirements according to the assessment criteria of the specific learning outcomes as specified in the learning programme.

Source/collection data Information is generated from the Training Administration System.Method of calculation By measuring the cumulative “actual number of learners trained certified as competent”

against the cumulative “actual number of learners who attended training”.Reporting cycle Performance is reported quarterly and annually.Changes to the indicator A continuation from previous financial years.Desired performance The aim is to declare 88% learners competent upon completion of their training by 31 March

2012.Indicator responsibility Division: Human Resource Development

Indicator title Compensation expenditure versus operational expenditure.Short definition The indicator entails the ratio expressed as a percentage between the total amounts spent

on all compensation expenditure compared to the total amount spent on all operational expenditure during the financial year.

Source/collection data Information is generated from the POLFIN System.Method of calculation .Reporting cycle Performance is reported quarterly and annually.Changes to the indicator A continuation from previous financial years.Desired performance The aim is to achieve 71% compensation expenditure and 29% operational expenditure by

31 March 2012.Indicator responsibility Division: Financial and Administration Services

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Indicator title Percentage of planned development (within the SAPS and between relevant departments), sustainability and implementation of systems.

Short definition The indicator relates to progress made with regard to the planned actual deliverables per information and technological project as part of the implementation of the Information Systems and Information and Communication Technology (IS/ICT) Plan, which is to ensure the:• development (the ability to expand, develop, enhance and extend IS/ICT products and

services) including systems within the SAPS and between relevant Departments,• sustainability (the ability to maintain IS/ICT services and infrastructures). These projects

are derived from the SAPS Information and Technology Plan which defines the priority information and technology projects, the annual deliverables and the life span of each project, including security cluster strategic imperatives and renewal and regular enhancement of outdated IS/ICT, as well as the necessary expansion to accommodate natural growth in capacity required, and

• implementation (the ability to successfully implement and utilize IS/ICT products or services). It implies the resolution of certain key factors that could negatively influence initialization, completion or the outcome of initiatives of IS/ICT in line with the constitutional, legislative and policy mandates and the strategic priorities of the SAPS.

Source/collection data Information is generated manually.Method of calculation Percentage per information and technology project completed based on the average

completion status of the planned deliverables per project.Reporting cycle Performance is reported quarterly and annually.Changes to the indicator A continuation from previous financial years.Desired performance The aim is to complete 70% planned projects by 31 March 2012.Indicator responsibility Division: Technology Management Services

Indicator title Percentage of capital investment, asset management and maintenance plan completed.Short definition The indicator relates to Capital Works Programme and Maintenance Programme of the

SAPS and includes new police facilities (police facilities constructed where no police facility existed previously), re-established police facilities (existing police facilities that are replaced by new structures on its existing site), newly re-established police facilities (existing police facilities that are replaced by new structures on a new site) and repaired and upgraded police facilities (existing police facilities that are extensively repaired and upgraded, which includes additional accommodation). The indicator also relates to the procurement and distribution of vehicles and bullet-resistant vests.

Source/collection data Information is obtained from:• Bullet-resistant vests - Provisioning Administration System (PAS)• Vehicles - Provisioning Administration System (PAS)• Police facility projects - PAS, Work Control System (Dept of Public Works), spreadsheet

by SAPS Projects to track project status, site meeting minutes for confirmation of expected completion dates.

Method of calculation • Status of police facilities per project plans completed divided by police facilities per project plans planned to be completed, expressed as a percentage.

• SAPS total personnel establishment divided by the total number of SAPS vehicles, expressed as a ratio.

• Number of bullet-resistant vests distributed divided by the number of bullet-resistant vests planned for, expressed as a percentage.

Reporting cycle Performance is reported quarterly and annually.Changes to the indicator 2011/2012 as aboveDesired performance The aim is to:

• Distribute 100% bullet-resistant vests planned for by 31 March 2012• Maintain/improve the 4.51:1 ratio of personnel to vehicles by 31 March 2012.• Complete 70% per project of the planned for police facilities by 31 March 2012.

Police Facilities- New Facilities (N)- Newly Re-established Facilities (NRE)- Re-established Facilities (RE)- Repair & Upgrade (RU)

11487

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Indicator responsibility Division: Supply Chain Management

Key Departmental Programme 2: Visible Policing

Indicator title Reduce the number of serious crimes, contact crimes and trio crimes.Short definition The indicator relates to the reduction of serious crimes, contact crimes and trio crimes.Source/collection data Information is generated from the Crime Administration System.Method of calculation Percentage increase/decrease against the number of reported crimes in the same period

during the previous financial year.Reporting cycle Performance is reported quarterly and annually.Changes to the indicator A continuation from previous financial years.Desired performance The aim is to reduce the number of serious crimes by 2%, contact crimes by 4 - 7% and trio

crimes by 4 - 7% in 2011/12.Indicator responsibility Crime Research and Statistics Component at the Division: Crime Intelligence

Indicator title Increase the number of recoveries as a result of policing by focusing on: stolen and lost firearms; stolen and robbed vehicles, illicit drugs and liquor.

Short definition The indicator relates to the number of firearms stolen and lost and firearms recovered, vehicles stolen and robbed and recovered, and the quantity of illicit drugs and liquor seized.

Source/collection data Information on firearms is generated from the Firearm Registration System (FRS), information on vehicles from the Vehicle Circulation System (VCS), information on illict drugs from the Operational Planning and Monitoring System (OPAM) and information on liquor from provincial level.

Method of calculation • Number of firearms recovered.• Number of firearms stollen or lost.• Number of vehicles recovered.• Number of vehicles stolen or robbed.• Information on illicit drugs is calculated by the OPAM system.• Information on liquor is calculated manually.

Reporting cycle Performance is reported quarterly and annually.Changes to the indicator The indicator has been revised to emphasise recoveries made as a result of policing in

general and not only as a result of crime prevention actions per se.Desired performance The aim is recover:

• 7 597 stolen and lost firearms by 31 March 2012• 39 168 stolen and robbed vehicles by 31 March 2012• 185 107kg cannabis, 72 424 mandrax tablets, 66kg cocaine and 33kg crystal meth (Tik-

Tik) in 2011/12.• 1 677 042lt liquor by 31 March 2012 and • to reduce the incidence of stolen and lost firearms by 3% and stolen and robbed

vehicles by 7%.Indicator responsibility Division: Visible Policing

Indicator title Reduce the number of escape incidents from police custody.Short definition The indicator relates to the number of escape incidents from police custody.Source/collection data Police stations report incidents to the Division: Visible Policing on a prescribed notification

form. The Division: Visible Policing records all incidents on a central database.Method of calculation By adding all the incidents reported via the prescribed notification form.Reporting cycle Performance is reported quarterly and annually.Changes to the indicator A continuation from previous financial yearsDesired performance The aim is to reduce the number of escapes from police custody to 301 incidents by 31

March 2012.Indicator responsibility Division: Visible Policing

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Indicator title Increase the recovery of state owned firearms.Short definition The indicator relates to the number of state owned firearms recovered which include SAPS

as well as other state departments firearms as well as municipalities (official institutions).Source/collection data Information will be generated from the Firearm Registration System (FRS).Method of calculation By adding the number of state owned firearms recovered.Reporting cycle Performance is reported quarterly and annually.Changes to the indicator New indicatorDesired performance The aim is to recover 1 298 state owned firearms in 2011/12.Indicator responsibility Division: Visible Policing

Indicator title Increase planned crime prevention and combating actions at South African borders.Short definition The indicator relates to the number of planned crime prevention and combating actions at

South African borders.Source/collection data Information is generated from monthly success reports from ports of entry and border posts.Method of calculation ManuallyReporting cycle Performance is reported quarterly and annually.Changes to the indicator A continuation from previous financial years.Desired performance The aim is to conduct 3 926 planned crime prevention and combating actions in 2011/12.Indicator responsibility Division: Operational Response Service

Indicator title Stabilise medium to high-risk incidents.Short definition The indicator relates to specialised operational support where normal policing requires

additional support for incidences such as public violence, acts of extremism/terrorism, serious crime incidents and hostage release operations. Stabilisation entails: “To reach a state where there are no longer any major challenges or problems to the extent that it is unlikely that the situation will suddenly get worse and can be managed through normal day-to-day policing interventions”.

Source/collection data Information is generated from quarterly reports from National Intervention Units and the Special Task Force. Information on public violence is generated from the Incident Registration Information System.

Method of calculation Number of incidents/requests successfully resolved/stabilized divided by the number of incidents/requests attended to.

Reporting cycle Performance is reported quarterly and annually.Changes to the indicator A continuation from previous financial years.Desired performance The aim is to stabilise 100% incidents attended to by 31 March 2012.Indicator responsibility Division: Operational Response Service

Indicator title Percentage of safe delivery of valuable and/or dangerous cargo in relation to the number of cargo protection provided

Short definition This indicator relates to the protection of valuable and/or dangerous government cargo. Valuable cargo can be defined as cargo of a material or monetary value with considerable importance or quality such as cash currency, gold bullion and currency printing material. Dangerous cargo can be defined as cargo causing danger, risk or harm such as explosives and ammunition, nuclear material, firearms and drugs.

Source/collection data Information is generated from incident reports submitted to the Division: Operational Response Services.

Method of calculation Total number of security breaches divided by the total number of protection provided.Reporting cycle Performance is reported quarterly and annually.Changes to the indicator A continuation from previous financial years.Desired performance The aim is to provide 100% safe delivery of valuable and/or dangerous government cargo

in 2011/12.Indicator responsibility Division: Operational Response Services

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Key Departmental Programme 3: Detective Services

Indicator title Detection rate for:• contact crimes (including trio crimes), contact-related crimes, property-related

crime, crimes dependent on police action for detection and other serious crimes• crimes against women (18 years and above)• crimes against children (under 18 years)

Short definition The indicator relates to the detection rate (the ability to solve charges) in respect of serious crimes.

Source/collection data Information is generated from the Performance Chart which is rooted from the Crime Management Information System (CMIS) except for crimes against women and children which is generated through ad hoc reports from the Crime Administration System.

Method of calculation Column 3 (number of cases referred to court) + Column 4 (number of cases withdrawn) + Column 6 (number of cases unfounded) divided by Column 1 (number of cases reported) + Column 2 (number of cases brought forward) x 100.

Reporting cycle Performance is reported quarterly and annually.Changes to the indicator A continuation from previous financial years.Desired performance The aim is to detect 46-65% serious crime charges, 71-75% crimes against women, 66-70%

crimes against children, 60 -65% contact crimes and 18.25% trio crimes in 2011/12.Indicator responsibility Division: Detective Services

Indicator title Percentage of court ready case dockets for:• contact crimes (including trio crimes), contact-related crimes, property-related

crime, crimes dependent on police action for detection and other serious crime• crimes against women (18 years and above)• crimes against children (under 18 years)

Short definition The indicator relates to the provision of a fully investigated case docket, whether it includes one or more charges (investigations finalised), which can be utilized by the National Prosecuting Agency (NPA) for the prosecution of an offender/s on the charges linked to the docket. Fully investigated entails that there is no outstanding information which requires further investigation by a detective, and that all evidence (e.g. statements, DNA, toxicology) has been obtained. (refer to letter 3/1/8/6 dated 7 October 2010 signed by Lt Genl Mgwenya for a detailed explanation on the definition on court ready case dockets)

Source/collection data Information is generated from the Crime Administration System.Method of calculation Cases booked out to court for a specific period (e.g. a quarter) which indicates investigation

finalised, divided by cases booked out to court (including investigation finalised and not finalised), expressed as a percentage.

Reporting cycle Performance is reported quarterly and annually.Changes to the indicator A continuation from previous financial years.Desired performance The aim is to achieve a 3% increase in court ready case dockets on the baseline determined

for 2010/11.Indicator responsibility Division: Detective Services

Indicator title Percentage of court ready case dockets for fraud and corruption by individualswithin the JCPS Cluster

Short definition The indicator relates to the monitoring and evaluation of court ready cases for corruption against individuals within the JCPS Cluster in terms of the Prevention and Combating of Corrupt activities Act, 2004 (Act No. 12 of 2004) as part of the SAPS implementation of the Anti-Corruption Strategy. Court ready case dockets relates to the provision of a fully investigated case docket, whether it includes one or more charges (investigations finalised), which can be utilized by the National Prosecuting Agency (NPA) for the prosecution of an offender/s on the charges linked to the docket. Fully investigated entails that there is no outstanding information which requires further investigation by a detective, and that all evidence (e.g. statements, DNA, toxicology) has been obtained. (refer to letter 3/1/8/6 dated 7 October 2010 signed by Lt Genl Mgwenya for a detailed explanation on the definition on court ready case dockets)

Source/collection data Information is generated from the Crime Administration System.

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Method of calculation Cases booked out to court for a specific period (e.g. a quarter) which indicates investigation finalised, divided by cases booked out to court (including investigation finalised and not finalised), expressed as a percentage.

Reporting cycle Performance is reported quarterly and annually.Changes to the indicator A continuation from previous financial years.Desired performance The aim is to achieve a 3% increase in court ready case dockets on the baseline determined

for 2010/11.Indicator responsibility Directorate Priority Crimes Investigation

Indicator title Percentage of court ready case dockets for serious commercial crime-related charges

Short definition The indicator relates to the provision of a fully investigated case docket, whether it includes one or more charges (investigations finalised), which can be utilized by the National Prosecuting Agency (NPA) for the prosecution of an offender/s on the charges linked to the docket. Fully investigated entails that there is no outstanding information which requires further investigation by a detective, and that all evidence (e.g. statements, DNA, toxicology) has been obtained. (refer to letter 3/1/8/6 dated 7 October 2010 signed by Lt Genl Mgwenya for a detailed explanation on the definition on court ready case dockets).Serious commercial crime refers to serious fraud, forgery and uttering, theft (such as the theft of trust funds), commercial crime that is of such extent or complexity that it requires the services of a charted accountant during investigation, and contraventions of certain statutes (including statutes relating to inter alia, companies, trusts and close corporations, long and short term insurance, the counterfeiting of local and foreign currency, the counterfeiting and illicit trade in counterfeit products and goods, intellectual property rights, banks and the banking industry, exchange control, estate agents, serious corruption, and cyber crime).

Source/collection data Information is generated from monthly commercial crime returns (from unit to national level) and monthly crime returns from the Advance Fee Fraud and the Serious Economic Offences Units as well as the Crime Administration System.

Method of calculation Cases booked out to court for a specific period (e.g. a quarter) which indicates investigation finalised, divided by cases booked out to court (including investigation finalised and not finalised), expressed as a percentage.

Reporting cycle Performance is reported quarterly and annually.Changes to the indicator A continuation from previous financial years.Desired performance The aim is to achieve 30 - 40% court ready case dockets for commercial crime-related

charges in 2011/12.Indicator responsibility Directorate Priority Crimes Investigation

Indicator title Detection rate for serious commercial crime-related chargesShort definition The indicator relates to the detection rate (the ability to solve charges) in respect of

commercial crime-related charges. Serious and priority commercial crime refers to serious and priority fraud, forgery and uttering, theft (such as the theft of trust funds), commercial crime that is of such extent or complexity that it requires the services of a charted accountant during investigation, and contraventions of certain statutes (including statutes relating to inter alia, companies, trusts and close corporations, long and short term insurance, the counterfeiting of local and foreign currency, the counterfeiting and illicit trade in counterfeit products and goods, intellectual property rights, banks and the banking industry, exchange control, estate agents, serious corruption, and computer-related/cyber crime). The indicator is directly influenced by the extent and complexity of serious an priority commercial crime cases, the duration of the investigation which can take several years to years to finalise (such as large investment scheme fraud cases). Large case loads will result in a lower detection rate.

Source/collection data Information is generated from monthly commercial crime returns (from unit to national level) and monthly crime returns from the Advance Fee Fraud and the Serious Economic Offences Units as well as the Crime Administration System.

Method of calculation Charges referred to court for the first time + charges withdrawn out of court) + charges unfounded/false divided by new complaints/charges reported + charges brought forward x 100.

Reporting cycle Performance is reported quarterly and annually.

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Changes to the indicator A continuation from the previous financial year.Desired performance The aim is to detect 40 - 50% commercial crime-related charges in 2011/12.Indicator responsibility Directorate Priority Crimes Investigation

Indicator title Number of serious commercial crime-related cases investigated where officials are involved in procurement fraud and corruption-related cases.

Number of serious commercial crime-related court ready cases where officials are involved in procurement fraud and corruption-related cases.

Value of assets restrained/seized in serious commercial crime-related cases where officials are involved in procurement fraud and corruption-related cases.

Short definition The indicators relate to the investigation, court ready cases and assets seized in serious commercial crime-related cases where officials are involved in procurement fraud and corruption-related cases.

Source/collection data Information is generated from reports (from unit to national level) received from the investigation units and provincial offices of commercial crime, the Serious Economic Offences Units and other role players in the multi-disciplinary Anti-Corruption Task Team (ACTT), including the special investigating unit (SIU), the Asset Forfeiture Unit (AFU) and the National Prosecuting Authority (NPA).

Method of calculation Cumulative figuresReporting cycle Performance is reported quarterly and annually.Changes to the indicator New indicatorDesired performance The aim is to investigate 50 cases, to achieve 25 court ready cases and to restrain R125

million in assets in 2011/12.Indicator responsibility Division: Priority Crime Investigation

Indicator title Percentage of registered serious Organised Crime Project Investigations (OCPI)successfully terminated

Short definition The indicator refers to Organised Crime Project Investigations (OCPI), which is registered upon the identification of an organised crime syndicate committing crime in an organised fashion, which could not be investigated successfully by means of the general investigation process. An OCPI is registered to allow for the application of covert investigation techniques during the investigation process in gathering sufficient evidence against the members of the syndicate. The objective of the OCPI is to dismantle the function of the syndicate.

Source/collection data Information is generated from the OCPI database maintained by Organised Crime.Method of calculation The number of projects successfully terminated divided by the number of registered

organised crime project investigations (OCPI).Reporting cycle Performance is reported quarterly and annually.Changes to the indicator A continuation from previous financial years.Desired performance To be determined due to change in mandate.Indicator responsibility Directorate Priority Crimes Investigation

Indicator title Percentage of original previous conviction reports for formally charged individuals (SAPS 69’s) generated within 20 days

Short definition The indicator refers to the number of previous conviction reports generated for formally charged individuals within 20 days.

Source/collection data Information is generated from the Business Intelligence System.Method of calculation The number of previous conviction reports generated for formally charged individuals within

20 days divided by the total number of previous conviction reports generated in the same reporting period, expressed as a percentage.

Reporting cycle Performance is reported quarterly and annually.Changes to the indicator The turnaround time has been changed from 30 days to 20 days.Desired performance The aim is to generate 80% original previous conviction reports within 20 days in 2011/12.Indicator responsibility Division: Forensic Science Services

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Indicator title Percentage of case exhibits (entries) processed by Forensic Services within28 working days

Short definition The indicator refers to the number of case exhibits (entries) processed by Forensic Services within 28 working days. An exhibit refers to evidence found at a crime scene and is brought to the laboratory to be analysed. An exhibit can contain different types of evidence (entries) which are distributed to the respective disciplines for further analysis.

Source/collection data Information is generated from the Forensic Laboratory Administration (FSLAdmin) and the Short Tandem Repeat Laboratory (STRLab) Systems. The STRLab system is used for biological exhibits (administration).

Method of calculation The number of case exhibits (entries) processed by forensic Services within 28 working days divided by the total number of case exhibits (entries) on hand (carried over >28 working days + received) in the same period, expressed as a percentage.

Reporting cycle Performance is reported quarterly and annually.Changes to the indicator The turnaround time has been changed from 35 days to 28 working days.Desired performance The aim is to analyse 92% of case exhibits (entries) processed by Forensic Services within

28 working days in 2011/12.Indicator responsibility Division: Forensic Science Services

Key Departmental Programme 4: Crime Intelligence

Indicator title Number of network operations resulting from intelligence filesShort definition The indicator relates to obtaining, assembling and organising information through the

exploitation of all types of sources on a target (organisation, group or individual) for further intelligence processing and/or use as evidence.

Source/collection data Information is generated from quarterly reports from cluster, provincial and component levels.

Method of calculation Information is calculated manually.Reporting cycle Performance is reported quarterly and annually.Changes to the indicator A continuation from previous financial years.Desired performance The aim is to conduct 26 805 network operations in 2011/12.Indicator responsibility Division: Crime Intelligence

Indicator title Number of crime intelligence productsShort definition The indicator refers to Operational analysis reports:

• Profiles (a resume of information/intelligence gathered on a suspect to serve as an aid to the investigating officer to locate the suspect and identify him/her.

• Intelligence analysis reports (a factual report based on evaluated information/intelligence which can be utilised to identify specific individuals, criminal groups, suspects or tendencies, relevant premises, contact points and methods of communication)

• Communication analysis reports (a report based on the result of the analysis of specific identified telephone/cellular phone numbers as provided by the various communication networks when subpoenaed to do so)

• Communication interception analysis reports (reports based on the result of the analysis of voice intercepted communications, intercepted text messages as well as internet service provider telecommunications)

• Station and cluster crime threat analysis reports (reports compiled at cluster and station levels based on the spatial and time patterns of crime statistics, matrix case linkage analysis and fieldwork). These reports guide station commissioners on the what, where, when, why, who and how of the incidence of crime.

• Research reports (descriptive and explanatory reports based on crime statistics and research in an attempt to explain crime phenomena).

Source/collection data Information is generated from quarterly reports from cluster, provincial and component levels.

Method of calculation Information is calculated manually.Reporting cycle Performance is reported quarterly and annually.

45


Changes to the indicator A continuation from previous financial years.Desired performance The aim is to produce 253 782 crime intelligence products in 2011/12.Indicator responsibility Division: Crime Intelligence

Key Departmental Programme 5: Protection and Security Services

Indicator title Percentage of security provided in relation to security breaches: VIP ProtectionShort definition This indicator relates to the security breaches of the in transit protection of all individuals

identified as VIP’s in terms of the Risk Management Policy (RIMAS) as approved by cabinet, by virtue of their public office or strategic importance to the country (including foreign dignitaries). A security breach is any act that bypasses or contravenes security policies, practices or procedures resulting in physical harm, medical emergency or embarrassment of a VIP.

Source/collection data Information is generated from incident reports submitted to the Division: Protection and Security Services by the Incident Management Centre. In the case of Presidential Protection Units, information is submitted to the National Commissioner’s office.

Method of calculation Information is calculated manually.Reporting cycle Performance is reported quarterly and annually.Changes to the indicator A continuation from previous financial years.Desired performance The aim is to provide 100% protection to VIP’s whilst in transit without security breaches in

2011/12.Indicator responsibility Division: Protection and Security Services – protection of other identified VIP’s whilst in

transit. National Commissioner’s office - protection of the President, the Deputy President, former Presidents and their spouses whilst in transit.

Indicator title Percentage of security provided in relation to security breaches: Static SecurityShort definition This indicator relates to the security breaches of strategic sites, venues and residences of all

identified VIPs. A security breach is any unauthorised access into the protected installation or residence; any illegal and/or unauthorised item found on such premises.

Source/collection data Information is generated from incident reports submitted to the Division: Protection and Security Services by the Incident Management Centre.

Method of calculation Total number of days x two shifts per day x total residences and institutions protected = total protection actions. Total security breaches divided by total protection actions, expressed as a percentage.

Reporting cycle Performance is reported quarterly and annually.Changes to the indicator A continuation from previous financial years.Desired performance The aim is to provide 100% static protection to VIP’s without security breaches in 2011/12.Indicator responsibility Division: Protection and Security Services

Indicator title Percentage of identified Strategic Installations auditedShort definition This indicator relates to the percentage of identified strategic installations audited to

effectively manage security for all authorities in the government, parastatals, national key points and other government installations by means of a relevant regulatory framework.

Source/collection data Information is generated from the Audit Control Register maintained at the Division: Protection and Security Services.

Method of calculation Number of Strategic Installations audited divided by the number of identified Strategic Installations, expressed as a percentage.

Reporting cycle Performance is reported quarterly and annually.Changes to the indicator A continuation from previous financial years.Desired performance The aim is to audit 50% (113) from a total of 227 Strategic Installations in 2011/12.Indicator responsibility Division: Protection and Security Services

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Indicator title Percentage of national Key Points evaluatedShort definition This indicator relates to the number of National Key Points evaluated in compliance with the

National Key Points Act, 1980 to effectively manage security for all National Key Points by means of the NKP Act directive and regulations.

Source/collection data Information is generated from Security Evaluation Reports submitted by Provincial Protection and Security Services offices.

Method of calculation Number of National Key Point evaluated divided by the number of declared National Key Points.

Reporting cycle Performance is reported quarterly and annually.Changes to the indicator A continuation from previous financial years.Desired performance The aim is to evaluate 98% (171) from a total of 175 National Key Points in 2011/12.Indicator responsibility Division: Protection and Security Services

Indicator title Percentage of advisory reports compiled in relation to requests receivedShort definition This indicator relates to the percentage of advisory reports compiled in relation to requests

received in the rendering of a physical security advisory service to all identified VIP installations, parastatals, National Key Points and strategic installations.

Source/collection data Project register maintained by the Division: Protection and Security Services.Method of calculation Number of advisory reports compiled divided by the number of requests received, expressed

as a percentage.Reporting cycle Performance is reported quarterly and annually.Changes to the indicator A new separate indicator.Desired performance The aim is to compile 95% advisory reports in relation to requests received in 2011/12.Indicator responsibility Division: Protection and Security Services.

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7. Addendum to the Annual Performance Plan 2011/2012

This addendum to the Annual Performance Plan 2011/12 provides a more focused indication and explanation of the performance information contained in the Annual Performance Plan 2011/12. The amendment is not intended to replace the Annual Performance Plan 2011/12 but rather to supplement the information contained in the Performance Plan, thereby providing a detailed, one-year focus of the objectives, performance indicators, baselines and targets. This will allow for the focused implementation of the SAPS’ Strategic Priorities during 2011/12 and the thorough assessment of the SAPS’ performance in implementing these objectives during the 2011/12 financial year.

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Table 1: Programme 1: Administration: Performance Measures

Subprogramme Objective Output Performance Indicator

Baseline2009/2010

Target2011/2012

Ministry

Management

Corporate Services

Office Accommodation

To regulate the overall management of the Department and provide centralised support services relating to the:• Recruitment of personnel with

emphasis on skills• Retaining of a sufficient pool

of skilled competent personnel (scarce skills occupational categories)

• Improving of employment equity• Maintenance of a minimum level

of personnel in relation to the approved establishment

Maintain a minimum number of employees to provide a policing service

Percentage of personnel in terms of the approved establishment

A minimum workforce of 98.9%(190 199) in terms of the approved establishment

Maintain a minimum workforce of 98% in terms of the approved establishment (197 930)

• Skills development for specific, classified scarce skills occupations (including the detectives)

Provision of needs-based training

Percentage of learners declared competent upon completion of their training in terms of the Training Provisioning Plan (TPP)

88.1% (231 205 members trained and 203 791 found competent)

Maintain 88%(152 137 members will be trained, of which 11 189 will be developed as detectives)

• Maintaining the balance between the personnel and operational expenditure

Return on investment

Compensation expenditure versus operational expenditure

71/29% Maintain the expenditure ratio of not more than 71/29% for compensation/ operational expenditure

• Enhancement of asset management through planned procurement and distribution of critical assets (firearms, vehicles and bullet-resistant vests)

• Improving of infrastructure through a structured capital works programme

Management of supply chain

Percentage of capital investment, asset management and maintenance plan completed

- 100% firearms(6 600) and bullet-resistant vests (9 628) planned for to be procured and distributed

- 100% firearms dot pin marked

A ratio of 4.61:1 personnel to vehicles

Maintain the ratio of 4.51:1 personnel to vehicles

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Baseline2009/2010

Target2011/2012

Ministry

Management

Corporate Services

Office Accommodation

• Improving of infrastructure through a structured capital works programme

Management of supply chain

Percentage of capital investment, asset management and maintenance plan completed

3 new police facilities

2 re-established police facilities

70% of police facility projects completed:

11 new facilities

4 newly re-established facilities

8 re-established facilities

7 repaired and upgraded facilities

- 90% capacity projects completed:

14 police stations to be provided with electricity generators

51 police stations to be provided with water

85 police stations to be assisted with sanitation

• Development and implementation of information systems and information and communication technology, including the integration of systems across the JCPS Cluster with specific focus on IJS/CJS projects

Management of IS/ICT

Percentage of planned development (within the SAPS and between relevant departments), sustainability and implementation of systems

- 70% of IS/ICT annual funded projects completed

• Station visits to address command, control, coordination and communication

Enhanced service delivery

Number of service delivery inspections conducted at cluster and station levels

580 inspections conducted

Conduct 600 service delivery inspections

Refer to Table 1 (pages 11 and 12) in the Annual Performance Plan 2011/2012 and the Technical Indicator Description on pages 37 to 38 of Annexure A.

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Table 2: Programme 2: Visible Policing: Performance Measures

Subprogramme Objective Output Performance Indicator 1

Baseline2009/2010

Target2011/2012

Crime Prevention To discourage all crimes by providing a proactive and responsive policing service that will reduce the levels of priority crimes relating to:

Visible crime deterrence

Reduce the number of reported serious crimes by 2% 2

2 121 887 2 079 449

• Serious crime, including contact crimes and trio crimes (house robbery, business robbery and hijackings)

Reduce the number of contact crimes by 4-7% 3

676 445 Between 649 387 and 629 093

• Crimes against women and children

Reduce the number of trio crimes by 4-7%

47 222 Between 45 333 and 43 916

Reduce the number of reported serious crimes within the rural environment by 2%

- Reduce by 2%

• Improving police response and police visibility/patrolling in identified hot spots

• Increasing police actions to address stolen/lost firearms, stolen/robbed vehicles, illicit drugs and liquor

• Compliance with the Second-Hand Goods Act

Increase the number of recoveries as a result of policing by focusing on:• Stolen and lost

firearms by 3%• 7 376 • 7 597

• Stolen and robbed vehicles by 3%

• 38 028 • 39 168

• Illicit drugs (cannabis, mandrax, cocaine, crystal meth (Tik-Tik), whoonga and nyaope) by 3%

• 179 716kg cannabis

• 185 107kg cannabis, 72 424 mandrax tablets, 66kg cocaine and 33kg crystal meth (Tik-Tik)

• Liquor by 10% • 1 524 584lt • 1 677 042ltIncrease the recovery of state owned firearms by 3%

1 261 1 298

1 Please note that while the indicators relating to the reduction of serious, contact and trio crimes have, for the purposes of the measuring and reporting on performance, been placed within the Visible Policing Key Departmental Programme (KDP), they cut across the operational functions of the SAPS, including the DPCI, Detective Service, Crime Intelligence, Operational Response Services and Protection and Security Services. This also include crimes committed in the rail environment.

2 Please note that serious crime includes “crimes detected as a result of police action” (illegal possession of firearms, drug-related crime and driving under the influence of alcohol and drugs). Whilst the serious crime should decrease by 2% per annum, this crime category should increase as a result of police action.

3 At present the category of “sexual offences” which forms part of the contact crime category, represents a mixture of contact crime (rape and sexual assault) and crimes detected as a result of police action (sex work-related crime and pornography). Whilst contact crime should decrease by 4-7% per annum, the crimes detected as a result of police action should increase.

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Baseline2009/2010

Target2011/2012

Crime Prevention Visible crime deterrence

Reduce the incidence of:• Stolen/lost

firearms by 3%• 11 982 • 11 622

• Stolen/robbed vehicles by 7%

• 82 661 • 76 874

Closing of identified unlicensed/illegal liquor premises by 100%

13 456 100%

• Decreasing the incidences of escapes from police custody

Reduce the number of escape incidents from police custody by 50%

602 301

• Rendering of services to victims of sexual offences and domestic violence

• Improving cooperation with communities through crime awareness and public education programmes

• Collaboration between schools and police stations to address school safety

Number of crime awareness campaigns conducted

- Conduct 4 izimbizos

• Implementation of the Firearms Control Act

Finalise outstanding applications for firearm licenses, permits, authorisations and renewals

- 100% of backlog finalised by 31 July 2011

New applications for firearm licenses, permits, authorisations and renewals processed

- Applications finalised within 90 working days

Border Security 4 To secure South African borders by focusing on the:

• Seizure of illegal firearms, stolen/robbed vehicles, illicit drugs and illegal goods

• Arrest of undocumented persons, and perpetrators involved in the smuggling of illegal firearms, stolen vehicles, drugs and illegal goods and human trafficking

Deterrence of illegal activities at borderlines

Increase planned crime prevention and combating actions at South African borders by 3%

3 812 3 926

• Transferring of borderlines to the SANDF in a coordinated manner

Identified borderlines taken over by the SANDF

- SANDF to take over the Free State and Eastern Cape borderlines

4 Include Ports of Entry and Borderlines

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Baseline2009/2010

Target2011/2012

Specialised Interventions

To provide a rapid response capability for intervening in dangerous and potentially dangerous situations where normal policing requires additional support by focusing on public unrest situations (e.g. labour disputes, service delivery protest actions), and serious crime incidents

Stabilise dangerous and potentially dangerous situations

Stabilise medium to high-risk incidents

99% 100%

To minimise security violations during the protection of valuable and or dangerous cargo

Protection of valuable and or dangerous cargo

Percentage of safe delivery of valuable and or dangerous cargo in relation to the number of cargo protection provided

100% 100%

Refer to Table 2 (pages 15 to 17) in the Annual Performance Plan 2011/2012 and the Technical Indicator Description on pages 39 to 40 of Annexure A.

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Table 3: Programme 3: Detective Services: Performance Measures


Baseline2009/2010

Target2011/2012

Crime Investigations

To contribute to the successful prosecution of offenders, by investigating, gathering and analysing evidence relating to the detection and court ready case docket rates with regard to:

More policeable crime:• Aggravated robbery - Bank robbery - Robbery of cash in transit - Truck-hijacking - Other aggravated robbery• Common robbery• Trio Crimes: - Carjacking - Robbery residential - Robbery at business premises• Housebreaking and unlawful

intrusion (residential and non-residential)

• Theft of motor vehicles and motorcycles

• Theft out of or from motor vehicles• Stock theft

Less policeable contact crimes:• Murder and attempted murder• Assault GBH• Assault common• Sexual offences• Malicious damage to property (All of the above include attempts)

Crimes dependant on police action for detection:• Illegal possession of firearms and

ammunition• Drug-related crime• Driving under the influence of

alcohol and drugs

Crimes investigated

Detection rate for contact crimes, contact-related crimes, property-related crimes, crimes dependent on police action for detection and other serious crimes

46.16%(1 108 674)

Detection rate of between46 - 65%

Detection rate for contact crimes

59.62%(459 319)

Detection rate of between 60 - 65%

Detection rate for trio crimes

14.31%(10 841)

18.25%(15 108)

Detection rate for crimes against women (18 years and above). [Murder, attempted murder, all sexual offences, common assault and assault GBH]

71.92%(162 833)


Detection rate for crimes against children (under 18 years). [Murder, attempted murder, all sexual offences, common assault and assault GBH]

66.27%(45 006)


Percentage of court ready case dockets for contact crimes, contact-related crimes, property-related crimes, crimes dependent on police action for detection and other serious crimes

- 3% increase on the baseline determined for 2010/11

Percentage of court ready case dockets for contact crimes


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Baseline2009/2010

Target2011/2012

Crime Investigations

Crimes investigated

Percentage of court ready case dockets for trio crimes


Percentage of court ready case dockets for crimes against women (18 years and above). [Murder, attempted murder, all sexual offences, common assault and assault GBH]


Percentage of court ready case dockets for crimes against children (under 18 years). [Murder, attempted murder, all sexual offences, common assault and assault GBH]


Specialised Investigations

To contribute to the successful prosecution of offenders, by investigating, gathering and analysing evidence relating to:

• Serious commercial crime-related cases where officials are involved in procurement fraud and corruption-related cases

• Serious fraud and corruption in the JCPS Cluster

Priority crimes investigated

Percentage of court ready case dockets for fraud and corruption by individuals within the JCPS Cluster


Number of serious commercial crime-related cases investigated where officials are involved in procurement fraud and corruption-related cases

- 50 investigations initiated

Number of serious commercial crime-related court ready cases where officials are involved in procurement fraud and corruption-related cases

- 25 court ready cases

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Baseline2009/2010

Target2011/2012

Specialised Investigations

Priority crimes investigated

Value of assets restrained/seized in serious commercial crime-related cases where officials are involved in procurement fraud and corruption-related cases

- R125 million in assets restrained

• Serious commercial crime including cyber crime

Detection rate for serious commercial crime-related charges

37% Detection rate of between 40 - 50%

Percentage of court ready case dockets for serious commercial crime-related charges

- Court ready case dockets of between 30 - 40%

• Serious organised crime Percentage of registered serious Organised Crime Project Investigations (OCPI) successfully terminated

- To be determined due to changed mandate

Criminal Record Centre

To provide support to the investigation of all serious crime, including contact crimes, trio crimes, crimes against women and children, property-related crimes, crimes dependent on police action for detection, commercial crime and organised crime through:• Fingerprint evidence• Crime scene management• Evidence management• Presentation of evidence in court• Explosives response

Fingerprint identification

Percentage of original previous conviction reports for formally charged individuals generated within 20 days

63.41% (750 844 from a total of 1 184 109) within 30 days

80% original previous conviction reports generated within 20 days

Forensic Science Laboratory

To provide forensic support to the investigation of all serious crimes, including contact crimes, trio crimes, crimes against women and children, property-related crimes, crimes dependent on police action for detection, commercial crime and organised crime through:• Crime scene management• Evidence management• Presentation of evidence in court• Explosives response

Forensic evidence

Percentage of case exhibits (entries) processed by Forensic Services within 28 working days

86% (189 569 from a total of 220 429) case exhibits processed by Forensic Services within 35 days

92% of case exhibits (entries) processed by Forensic Services within 28 working days

Refer to Table 3 (pages 21 to 24) in the Annual Performance Plan 2011/2012 and the Technical Indicator Description on pages 40 to 44 of Annexure A.

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Table 4: Programme 4: Crime Intelligence: Performance Measures


Baseline2009/2010

Target2011/2012

Crime Intelligence Operations

To contribute to the combating of crime through a planned and purposeful process of obtaining, assembling and organising information through the exploitation of all types of sources on any target (issue, organisation, group or individual) with regard to:








alcohol and drugs

Security intelligence-related crime including:• Counter terrorism (e.g. rightwing

and religious extremism)• Border security-related matters• Public stability• VIP security• Taxi violence• Intergroup violence• Major events• Counter intelligence investigations

within the SAPS relating to: - Police corruption - Security vetting - Institutional intelligence

Crime intelligence overt/covert projects and network operations

Number of network operations resulting from intelligence files

24 368 26 805

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Baseline2009/2010

Target2011/2012

Intelligence and Information Management

To contribute to the combating of crime by:

Subjecting information to systematic examination in order to identify significant facts and gaps, to determine various interrelationships, and to derive security conclusions

Applying social science methodology to explain crime phenomena

Providing descriptive reports based on crime statistics for a specific area and time period

Providing operational reports compiled at cluster and station level based on spatial and time patterns of crime, matrix case linkage analysis and field work

Crime focus areas will include:








alcohol and drugs

Crime intelligence reports

Number of crime intelligence products relating to:

Operational analysis reports (profiles, intelligence analysis reports, communication analysis reports, communication interception analysis reports and station and cluster crime threat analysis reports)

Strategic analysis reports (including statistical reports and research reports)

234 231 253 782

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Baseline2009/2010

Target2011/2012

Intelligence and information management

Security intelligence-related crime including:• Counter terrorism (e.g. rightwing

and religious extremism)• Border security-related matters• Public stability• VIP security• Taxi violence• Intergroup violence• Major events• Counter intelligence investigations

within the SAPS relating to: - Police corruption - Security vetting - Institutional intelligence

Refer to Table 4 (page 26) in the Annual Performance Plan 2011/2012 and the Technical Indicator Description on pages 44 to 45 of Annexure A.

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Table 5: Programme 5: Protection and Security Services: Performance Measures


Baseline2009/2010

Target2011/2012

VIP Protection To minimise security violations of the in-transit protection of all individuals identified as VIPs in terms of the Risk Management Policy

Protection of all identified VIPs while in-transit

Percentage of security provided in relation to security breaches

100% protection provided without security breaches


Static and Mobile To minimise security violations of strategic sites, venues and residences of all identified VIPs

Static protection of all identified VIPs, their property, and other governmant buildings

Percentage of security provided in relation to security breaches

98.98% protection provided without security breaches (13 security breaches)


Government Security Regulator

To regulate physical security in the government sector and strategic installations

Secured National Key Points, strategic installations, parastatals and identified VIP installations

Percentage of identified strategic installations audited

75% (157 from a total of 207)


Percentage of National Key Points evaluated

83.3% (130 from a total of 156)


Percentage of advisory reports compiled in relation to requests received


95%

Refer to Table 5 (page 28) in the Annual Performance Plan 2011/2012 and the Technical Indicator Description on pages 45 to 46 of Annexure A.

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Notes

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Notes

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Notes

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