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CIVILIAN SECRETARIAT FOR POLICE

PRESENTATION TO THE PORTFOLIO COMMITTEE ON POLICE REGARDING SAPS ANNUAL PERFORMANCE PLAN OF 2013/14. CIVILIAN SECRETARIAT FOR POLICE. OUTLINE OF PRESENTATION. INTRODUCTION BACKGROUND KEY FOCUS AREAS L ink between Strategic Plan, APP, NDP, JCPS Cluster Delivery Agreement;

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CIVILIAN SECRETARIAT FOR POLICE

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  1. PRESENTATION TO THE PORTFOLIO COMMITTEE ON POLICE REGARDING SAPS ANNUAL PERFORMANCE PLAN OF 2013/14 CIVILIAN SECRETARIAT FOR POLICE

  2. OUTLINE OF PRESENTATION • INTRODUCTION • BACKGROUND • KEY FOCUS AREAS • Link between Strategic Plan, APP, NDP, JCPS Cluster Delivery Agreement; • Link between Strategic Plan, APP, Budget and ten (10) policy priorities; • Performance indicator comparison on the APP of 2012/13 and 2013/14; • Capital Projects; • CJS Revamp and IJS Programmes; and • ICT Plan for 2013/14 4. RECOMMENDATIONS 5. CONCLUSION

  3. INTRODUCTION • The Civilian Secretariat for Police Service Act 2 of 2011 establishes the Civilian Secretariat for Police (CSP) to function under the authority and direction of the Minister of Police; • The CSP is mandated to exercise an efficient and effective civilian oversight role over the police service and give strategic advice to the Minister in respect of developing and implementing policies; • The Civilian Secretariat legislation places an obligation on the CSP to provide the Minister with regular reports with regard to the performance of the police service and implementation of and compliance by the police service with policy directives issued or instructions made by the Minister; • Section 6(1),(b) of the Act gives the Civilian Secretariat a mandate to monitor the utilisation of budget of the police service aimed at ensuring compliance to policy directives and any other instructions of the Minister.

  4. BACKGROUND • The South African Police Service (SAPS) is mandated to prevent, combat and investigate crime, maintain public order, protect and secure the inhabitants of South Africa and their property, and uphold and enforce the law; • SAPS focusses on two strategic outcome oriented goals i.e. ensure that all people in South Africa are and feel safe, and ensuring adequate availability of, and access to, SAPS service points; •  The SAPS Strategic Plan 2010-2014 gives direction for the MTSF and informed the preparation of the 2013/14 Annual Performance Plan in order to maintain continuity and effect improvements on the notable achieved successes in the fight against crime as witnessed since 2009/10; • The SAPS Annual Performance Plan was developed with guidance from the Minister in terms of the identified policy priorities, legislations administered by the Minister including the constitutional mandate of the police service;

  5. STRATEGIC PLAN, APP, NDP, JCPS CLUSTER DELIVERY AGREEMENT • The SAPS Strategic Plan 2010 – 2014 has a direct link with the APP of 2013/14. The strategic objectives contained in the Strategic Plan (SP) are fairly represented in the APP with clear performance indicators developed to achieve the set objectives; • The predetermined performance indicators contained in the Refined Cluster Delivery Agreement, mainly in terms of the performance within the detective Service environment, has been incorporated in the APP; • The Strategic Plan (SP) does not explicitly indicate how the SAPS intends to implement the provisions of the Rural Safety Strategy; • Although the SP 2010-2014 does not make specific reference to the NDP, most of its recommendations had already been incorporated within the identified policy priorities of the Department of Police implemented since 2010; • The APP of 2013/14 has incorporated the NDP especially with regard to sustainable community safety structures involved in the fight against crime.

  6. STRATEGIC PLAN, APP, BUDGET AND 10 POLICY PRIORITIES • The SAPS Strategic Plan 2010 – 2014 and Annual Performance Plan 2013/14 make reference to all the focus areas of the ten policy priorities of the Department of Police. However, there is lack of performance indicators for the priorities except capital infrastructure and CJS project; • The expenditure trends for the 2013/14 financial year will focus on the overall capacitation of the SAPS in terms of additional number of personnel (maintained at 199 936), capital infrastructure, skills development and technological enhancements with regard to ICT; • The largest driver of the spending for the 2013/14 financial year accounting for 46.6% of the allocated budget would be under Visible Policing programme mainly attributed to the number of personnel doing operational duties; • Personnel budget increases from R46.8 billion to R50.8 billion in 2013/14 mainly to cater for the stabilisation and normalisation of the SAPS staff establishment at 199 936;

  7. STRATEGIC PLAN, APP, BUDGET AND 10 POLICY PRIORITIES cont … • Spending on consultancy services will decrease from R136.4 million to R135.7 million in 2013/14 but picking up to R149.2 million in 2015/16. The impact of the AG’s findings on SAPS consultancy budget would not necessarily show during the MTEF period but expected to see a shift during the forthcoming Medium Term Strategic Framework. • Other key spending priorities during the MTEF period are: • Increasing police access points to improve response time; • Procurement of specialised equipment and provision of training within the detective Service and crime intelligence environments; • Implementation of the Integrated Justice System Programme, Domestic Violence Act, Firearm Control Amendment Act, Service Delivery Improvement Programme, Sector Policing and Rural Safety Strategy; • Investment in capital equipment to support basic policing services; • Resourcing of the FCS Units and capacitation of the DPCI.

  8. PERFORMANCE INDICATOR AND TARGETS COMPARISON: 2012/13 AND 2013/14 APP • Programme 1: Administration • New indicator to measure the spending trends (100 per cent) on capital works, leases and maintenance. However there is a projected 20 per cent variance on the spending from approved infrastructure project budget; • The workforce remains unchanged at 98 per cent and will be maintained during the MTEF • Reintroduction of performance targets to measure the percentage of learners declared competent on completion of K53 driver training, bursaries offered to policing and scarce skills areas, intake of learnerships; • Adjustments of performance targets on percentage of learners declared competent in terms of the Training Provision Plan, spending trends on planned police facilities projects and the ratio of the budget on personnel compensation and operations; • The performance indicator that measured the percentage distribution of firearms and bullet resistant vests has been omitted;

  9. PERFORMANCE INDICATOR AND TARGETS COMPARISON: 2012/13 AND 2013/14 APP • Programme 2: Visible Policing • The following performance indicators and targets remained unchanged • Targets for serious, contact and trio-crimes remain unchanged; • Target for stolen/lost firearms and lost/robbed vehicles, • Reaction times to complaints (ABC) • Number of crime related hits • Reintroduction of the performance indicator to measure the number of police stations offering victim friendly services, and quantity of illicit drugs and liquor confiscated; • The performance target that measures the number of processed firearm related applications remains unchanged at 90 per cent. However, the implications is that the remaining 10 per cent would accumulate every year which would end up creating a backlog. Further, it would be crucial that the SAPS provide clarity in terms of the processes of creating the Turn-around Strategy for the Central Firearms Register (CFR).

  10. PERFORMANCE INDICATOR AND TARGETS COMPARISON: 2012/13 AND 2013/14 APP • Programme 3: Detectives • The performance targets are mostly constant and not incremental throughout the MTEF Period; • The percentage inconsistencies in terms of trial ready case dockets for contact, trio- and serious crimes is projected to increase by average of 3 per cent in 2012/13 moving steeply to 15 per cent in 2013/14 and regressing back to average 3 per cent in 2014/15; • The percentage of trial ready dockets for crimes against women under 18 year is projected to increase by 1 per cent in 2012/13 and steeply increasing by 30 per cent 2013/14, and regressing back to 3 per cent in 2014/15; • The indications is that there is under targeting and confining only to the predetermined targets agreed upon in the JCPS Cluster; • The sudden high increase in the performance target for trial ready dockets may be an indication of trying to catch-up with the Cluster target by 2014/15;

  11. PERFORMANCE INDICATOR AND TARGETS COMPARISON: 2012/13 AND 2013/14 APP • Programme 4: Crime Intelligence • The performance target to measure crime intelligence network operations and number of intelligence reports remain unchanged; • There are new performance indicators to measure the number of covert intelligence projects, percentage of foreign/hostile intelligence operations, percentage of information security breaches, percentage of strategic intelligence reports and security threat assessment; • The performance indicator to measure the number of intelligence products generated has been reintroduced; • The performance indicator to measure crime intelligence strategic and operation analysis reports has been omitted from the 2013/14 APP in contrast to 2012/13;

  12. PERFORMANCE INDICATOR AND TARGETS COMPARISON: 2012/13 AND 2013/14 APP • Programme 5: Protection and Security Services (PSS) • All performance indicators within the PSS has not changed and targets in terms of audited and evaluated strategic installations at National Key Point is maintained at 50 per cent and 100 per cent respectively for the MTEF;

  13. CAPITAL PROJECTS: 2013/14 • The ring-fenced budget allocation for capital infrastructure in terms of building and upgrading of police stations will increase from R794.6 million in 2012/13 to R1 billion in 2013/14; • The Strategic Plan indicates that the SAPS will undertake a total of 36 capital projects for the 2013/14 financial year comprising of 5 new police stations, 5 newly re-established police stations, 21 re-established police stations and 5 repaired and upgraded police stations; • Under spending in the infrastructure projects is evident during the preceding years. In the 2012/13 a total budget of R794.5 million was allocated of which only 55.6 per cent was spent by the end of the third quarter with only two projects completed; • The target set for infrastructure projects in 2013/14 seems too ambitious taking into consideration the transversal challenges with the DPW and spending patterns currently experienced;

  14. CJS REVAMP AND IJS PROGRAMMES • R300 million had been budgeted for spending on the CJS Revamp Programme which is expected to increase to R400 million in 2014/15; • The allocated budget for the CJS in the 2012/13 financial year was R2.143 billion with spending at 52 per cent at the end of the third quarter. • The spending on IJS Programme was at 40.8 per cent of the allocated budget of R295.6 million at the same period; • The spending on the CJS and IJS programmes has been very slow during the preceding years yet the budget keeps increasing with roll-over amounts from preceding years;

  15. ICT PLAN: 2013/14 • The following projects will be undertaken to provide support to the CJS and IJS Programmes: • The Request for Service Solution will be provided to 14 x 10111 centres. However, it is not clear whether this add to the targeted sites for 2012/13 hence the reported challenges emanating from the third quarter report of 2012/13; • The AFIS will be provided to 17 x LCRC’s during 2013/14; • 3 200 new Field Terminal devices; • Deployment of the Fingerprint Enrolment System at 20 police stations; • 40 additional priority police station will be provided with the Case Docket Management System; • 142 police stations are earmarked to be provided with and implement the firearm functionality of the PCEM; • CCTV to be implemented at 24 priority sites during the 2013/14. Similar sites identified in 2012/13 are indicated again in the 2013/14. This may be an indication that the target set for 2012/13 on this sites may not be achieved (the third quarter report supports this assertion).

  16. GENERAL COMMENTS • The Strategic Plan and Annual Performance Plan are fairly aligned to the policy priorities of the Department of Police, NDP and JCPS Cluster Refined Delivery Agreement; • The SAPS workforce will increase to reach 199 936 by end March 2014 to enable the SAPS to achieve the set targets; • The allocation of increase budget to capital projects, CJS and IJS is appreciated and indications are that the SAPS has put measure in place to improve spending and delivery the outputs; • The overall incremental trends of performance targets will ensure that SAPS strives for improvements year-on-year;

  17. SPECIFIC CONCERNS • Administration • The omission of the target measuring the distribution of firearms and bullet proof vests; • Maintaining the ratio of personnel to vehicles at 4.51:1; • The inconsistent capital project plans contained in the Strategic Plan and APP of 2013/14. Infrastructure projects are not clearly articulated, and it is not clear how many new police stations are going to be built. The APP refers to 24 buildings at planning and design stages and 13 under construction by DPW. It also refers to 6 buildings at planning and design stages while only one is under construction by SAPS. Clear indicators and target need to be reflected with regard to infrastructure projects on the APP throughout the MTEF period; • The SDIP seems to focus solely on the Community Service Centre. The police are commended for developing the four quadrant of frontline service delivery with key service delivery objectives. However, clear performance indicators and standards need to be developed;

  18. SPECIFIC CONCERNS cont … • Visible Policing • The 10 per cent remainder within the performance indicator related to the processing of firearm applications and uncertainty with regard to the Turn-around Strategy for the CFR; • The audited figures on serious crimes for the 2009/10 and 2010/11 have changed; • The performance target for measuring escapes in police custody is confusing; • Detective Service • There is under targeting and maintaining of performance targets; • The sudden high increase in the performance targets for trial ready dockets; • Crime Intelligence • Most of the performance indicators are classified (why include them in the APP); • There are inconsistencies in the use of percentage in the APP, with no actual numbers presented. Treasury make reference to the use of percentages on the Frame work for Strategic Plans and Annual Performance Plan, that the baselines and target must be expressed in terms of numbers however if a percentage is used then the absolute numbers must be presented as well.

  19. RECOMMENDATIONS • The SAPS must ensure that the Civilian Secretariat is involved in their planning processes in order to provide inputs related to the policy direction of the Minister; • The SAPS must ensure that all concerns raised by the Civilian Secretariat including those raised by other oversight structures and civil society are properly addressed.

  20. THANK YOU

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