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Independent Police Investigative Directorate (IPID)

Strategic Plan 2013/18 , Annual Performance Plan and Budget 2013/14. Independent Police Investigative Directorate (IPID). 7 MAY 2013 BRIEFING TO THE SELECT COMMITTEE ON POLICE Parliament. PORTFOLIO COMMITTEE BRIEFING BY IPID (23 APRIL 2013).

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Independent Police Investigative Directorate (IPID)

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  1. Strategic Plan 2013/18 , Annual Performance Plan and Budget 2013/14 Independent Police Investigative Directorate (IPID) 7 MAY 2013 BRIEFING TO THE SELECT COMMITTEE ON POLICE Parliament

  2. PORTFOLIO COMMITTEE BRIEFING BY IPID (23 APRIL 2013) IPID Strategic Plan 2013/18 and Annual Performance Plan and budget 2013/14 • Overview On Strategic Direction and Priorities

  3. 6 - 7 INTRODUCTION PROGRESS : 2012/13 COMMITMENTS ENVIRONMENTAL FACTORS CHALLENGES & RISKS STRATEGIC PRIORITIES FOR 2013/18 CHANGES AND INSTITUTIONAL ARRANGMENTS ENE BUDGET ALLOCATIONS PROGRAMME 1: GOVERNANCE & STAKEHOLDER MANAGMENT PROGRAMME 2: CORPORATE SERVICES PROGRAMME 3: INVESTIGATIONS & INFORMATION MANAGEMENT 4 - 5 65 8 9 10 - 13 14 - 20 21 - 36 37 - 44 45 - 53 54 - 59 PROGRAMME 4: LEGAL SERVICES 60 - 64 CONCLUSION Presentation structure

  4. PROGRESS: 2012/13 COMMITMENTS IPID Strategic Plan 2013/18 and Annual Performance Plan AND BUDGET 2013/14 • Development of training manual for investigators • Development of Standard operating procedures • Development of investigation guidelines for investigators • Training of investigators • Renaming of ICD to IPID • Implementation of expanded mandate • Investigation of high profile cases (e.g. Marikana & Cato Manor) • MOU with SAPS 4

  5. PROGRESS: 2012/13 COMMITMENTS IPID Strategic Plan 2013/18 and Annual Performance Plan AND BUDGET 2013/14 • Establishment of new components (e.g. Legal Services & Corporate Governance) • Alignment of Strategic Plan & APP with IPID Act • Devolution and delegation of powers & functions to provinces • Team building & stabilizing the Organization • Implementation of cost saving measures • Establishment of Pretoria Satellite Office • Stakeholder relations (e.g. JCPS Cluster, SAPS, CS, SIU, PP) 5

  6. ENVIRONMENTAL FACTORS IPID Strategic Plan 2013/18 and Annual Performance Plan AND BUDGET 2013/14 • Increase in violent & service delivery protests • Increase in need for crowd control by SAPS • Unrealistic expectations by general public & other state institutions • Confusion on role of IPID visa vis other institutions • Increasing workload (expanded mandate) • Increasing demand for IPID’s services • Not sufficient satellite offices 6

  7. CHALLENGES & RISKS IPID Strategic Plan 2013/18 and Annual Performance Plan AND BUDGET 2013/14 • High staff turn over (especially at lower levels) • Long distances travelled by investigators • Low skills levels (upgraded case analysts & monitors) • Non reporting by SAPS ito S29 of IPID Act • No feedback from SAPS on recommendations • Unplanned investigation projects (e.g. Marikana) 7

  8. STRATEGIC PRIORITIES FOR 2013/18 IPID Strategic Plan 2013/18 and Annual Performance Plan AND BUDGET 2013/14 • Aim • To ensure independent oversight over the South African Police Service (SAPS) and the Municipal Police Services, and to conduct independent and impartial investigations of identified criminal offences allegedly committed by members of the SAPS and the Municipal Police Services, and make appropriate recommendations. • Strategic Priorities • Investigation of all S28 matters, including Systemic corruption • Strategic alignment of planning, budgeting & reporting frameworks • Reengineering of systems, processes & structures • Reorganisation of functions, reporting lines, roles & responsibilities • Strengthening management & leadership capacity • Increasing investigative capacity • Training & capacity building • Development of performance management systems • Development of reporting, monitoring & evaluation systems • Strengthening & formalising stakeholder relations (NPA, SIU, HRC & PP) 8

  9. IPID Strategic Plan 2013/18 and Annual Performance Plan AND BUDGET 2013/14 9

  10. STRATEGIC OUTCOME-ORIENTED GOALS FOR 2013/18 IPID Strategic Plan 2013/18 and Annual Performance Plan and budget 2013/14 The strategic outcome-oriented goals of the IPID are linked to the achievement of the NATIONAL DEVELOPMENT PLAN as well as outcomes 3 and 12. These outcomes are: Outcome 3: ALL PEOPLE IN SOUTH AFRICA ARE AND FEEL SAFE AND SECURE Outcome 12: AN EFFICIENT, EFFECTIVE AND DEVELOPMENT-ORIENTED PUBLIC SERVICE AND AN EMPOWERED, FAIR AND INCLUSIVE CITIZENSHIP The activities of the IPID will specifically focus on output 3 (of outcome 3) to combat police corruption and thereby enhance its effectiveness and its ability to serve as a crime deterrent. 10

  11. IMMEDIATE OUTCOME • THE IPID IS ACCESSIBLE TO THE PUBLIC • Development of public awareness of the IPID and its functions through community awareness programmes, media campaigns, and the establishment of satellite offices to increase public accessibility. • STRATEGIC OUTCOME-ORIENTED GOALS FOR 2013/18 • ULTIMATE OUTCOME: • A POLICE SERVICE THAT IS TRUSTED BY THE COMMUNITY AND OPERATES IN LINE WITH THE SPIRIT OF THE CONSTITUTION • The public trusts the police services to be honest, to ensure their safety and to treat all citizens with respect and dignity. All police officials at all times recognises and ensures the fundamental of rights of human dignity, life, freedom and security, as stipulated in the Bill of Rights and the Constitution as a whole. • INTERMEDIATE OUTCOME 1: • THE IPID IS A STRONG, INDEPENDENT OVERSIGHT BODY • The IPID is an independent oversight body that conducts investigations without fear or favour; and makes recommendations that are acted upon and have a lasting impact on police conduct. • INTERMEDIATE OUTCOME 2: • THE POLICE SERVICE IS RESPONSIVE TO IPID RECOMMENDATIONS • The IPID is an independent oversight body that conducts investigations without fear or favour; and makes recommendations that are acted upon and have a lasting impact on police conduct. • IMMEDIATE OUTCOME • THE PERFORMANCE MANAGEMENT SYSTEM OPERATES OPTIMALLY • The IPID has an effective performance management system, including internal controls and external performance reporting procedures, to ensure accountability. • IMMEDIATE OUTCOME • REENGINEERING & REORGANISATION • The IPID operates an efficient case management system that ensures the effective completion of cases and the generation of recommendation and feedback reports within appropriate time frames. IPID Strategic Plan 2013/18 and Annual Performance Plan and budget 2013/14 THE IPID PROCESSES CASES EFFICIENTLY The IPID operates an efficient case management system that ensures the effective completion of cases and the generation of recommendation and feedback reports within appropriate time frames. IMMEDIATE OUTCOME 11

  12. CHANGES & INSTITUTIONAL ARRANGEMENTS IPID STRATEGIC PLAN 2013/18 & ANNUAL PERFORMANCE PLAN AND BUDGET 2013/14 • CHANGES ON FUNCTIONAL PROGRAMME STRUCTURE • Previous Structure had 3 Programmes • Administration • Investigation • Legal Services • New Structure has 4 Programmes • Governance & Stakeholder Management • Corporate Services • Investigation • Legal Services • No changes on budget structure • Timing of Planning & Budgeting processes • Engagement with National Treasury • Change in 2014/15

  13. PREVIOUS (2012/13) PROGRAMMES IPID Strategic Plan 2013/18 and Annual Performance Plan and budget 2013/14 • Programme 1: Administration • Executive support • Corporate governance • Internal Audit • Finance • Corporate Management Services (Corporate Services) • Programme 2: Investigation & Information Management • Investigations • Information management • Policy development & provincial coordination • Programme 3: Legal Services • Litigation & legal support • Investigation advisory services 13

  14. NEW (2013/14) PROGRAMMES IPID Strategic Plan 2013/18 and Annual Performance Plan and budget 2013/14 • Programme 1: Governance & Stakeholder Management • Executive support • Corporate governance • Internal Audit • Financial management • Security services • Programme 2: Corporate Services • ICT • Communication Services • Auxiliary Services • Human Resource Management & Development • Programme 3: Investigation & Information Management • Investigations • Information management • Policy development & provincial coordination • Programme 4: Legal Services • Litigation & legal support • Investigation advisory services 14

  15. PROGRAMME 1: GOVERNANCE & STAKEHOLDER MANAGEMENT IPID Strategic Plan 2013/18 and Annual Performance Plan and budget 2013/14 Purpose: Provide leadership & overall management and support as well as stakeholder management Strategic objectives : Ensure that IPID is accessible to the public & has a performance management Outputs: Stakeholder Managementto promote regular & sustainable engagements with key stakeholders, including the SAPS, MPS, Civilian Secretariat of Police Services and other Government and Civil Society Organisations. Policies and Guidelines that inform standard operating procedures and support of the IPID mandate and ensure compliance with regulatory and legislative prescripts Reengineering & realignment of systems, processes, functions & structures: to foster coordination and effective service delivery. 15

  16. PROGRAMME 2: CORPORATE SERVICES IPID Strategic Plan 2013/18 and Annual Performance Plan and budget 2013/14 Purpose:Provide administrative and logistical support Strategic Objective: Development & maintenance of performance management system Outputs: Public Awareness Campaigns to increase public awareness of the provisions of the IPID Act and the directorate’s functions and services. Performance Management System to support management and decision making as well as to enable IPID to comply with internal and external accountability reporting requirements in line with Government policy and legislative mandate CT Plan & Governance framework to foster an effective use of technology to support our business processes Capacity Building: to ensure full capacitation of IPID and skills development Re-alignment of organisational structure: to ensure effective performance management & efficient management of IPID’s resources 16

  17. PROGRAMME 3: INVESTIGATION AND INFORMATION MANAGEMENT IPID Strategic Plan 2013/18 and Annual Performance Plan and budget 2013/14 Purpose: Coordinate and facilitate the IPID’s investigative processes, and develop policy and strategic frameworks that guide investigations. Strategic objective : Ensure the investigation & processing of cases Outputs: Case Management System for the registration, allocation, tracking, management and reporting of investigations, the generation of reliable statistical information and the provision of general business intelligence. Investigation of cases in line with the provisions of the IPID Act, Regulations and Executive Director Guidelines. Making of Recommendation to the SAPS regarding possible disciplinary steps and to the Prosecuting Authorities regarding possible criminal prosecution. Provision of Feedback to complainants, victims and referral authorities regarding the progress and outcomes of investigations. 17

  18. PROGRAMME 4: LEGAL SERVICES IPID Strategic Plan 2013/18 and Annual Performance Plan and budget 2013/14 Purpose: to manage IPID’s legal obligations and provide legal support services Strategic Objective: facilitation and provision of litigation, legal administration and investigation advisory services Outputs: Manages the IPID’s legal obligations, drafting of legal documents, and coordinate civil and labour litigation matters Legal advice and guidance to investigators during and after the completion of investigations and the granting of policing powers to investigators. 18

  19. SUPPORTING PRESENTATIONS IPID Strategic Plan 2013/18 and Annual Performance Plan and budget 2013/14 ENE BUDGET ALLOCATIONS

  20. Briefing by the Chief Financial Officer BUDGET 2013ESTIMATES OF NATIONAL EXPENDITUREVote 23:Independent Police Investigative Directorate Budget 2013/14

  21. Introduction Budget 2013/14 • Purpose of ENE: sets out planned expenditure and planned performance at the time of tabling the budget • Aligned to National Development Plan 2030 and outlines IPIDs contribution to governments 12 outcomes and the key service delivery goals • Performance, personnel and finances are discussed together in each Programme, in respect of the impact they have on each Programmes plans • Aligned to the current approved Budget Programme Structure of the IPID

  22. Budget Summary Budget 2013/14

  23. Goals and Contribution to NDP and Government Outcomes Budget 2013/14

  24. Budget Overview Budget 2013/14 Staff requirements • There will be a minimal introduction of new posts over the next three-year period. • The investigative capacity in the Provinces will continually be increased as part of the new strategic drive. Skills development • Increased focus on improving the skills of investigators to enable them to execute the extended mandate in terms of section 28 of the IPID Act. Budget Allocations over the MTEF period • Budget allocations increased from R106.2 million in 2009/10 to R197.9 million in 2012/13 at an average growth rate of 23 per cent. • Over the medium term, expenditure is expected to grow to R247.2 million at an average growth rate of 7.7 per cent due to increasing the IPIDs investigative capacity and access to the directorate’s services.

  25. MTEF Budget Allocations Budget 2013/14

  26. MTEF Budget Allocations ...continued Budget 2013/14

  27. Programme 1 Administration Budget 2013/14

  28. Programme 1 Administration ...continued Budget 2013/14

  29. Programme 1 Administration ...continued Budget 2013/14

  30. Programme 2 Investigation and Information Management Budget 2013/14

  31. Programme 2 Investigation and Information Management ...continued Budget 2013/14

  32. Programme 2 Investigation and Information Management ...continued Budget 2013/14

  33. Programme 3 Legal Services Budget 2013/14

  34. Programme 3 Legal Service ...continued Budget 2013/14

  35. Programme 3 Legal Service ...continued Budget 2013/14

  36. PROGRAMME 1 STRATEGIC PRIORITIES • PROGRAMME 1 • GOVERNANCE AND STAKEHOLDER MANAGEMENT

  37. INTRODUCTION IPID Strategic Plan 2013/18 and Annual Performance Plan 2013/14 The IPID: Policing the police for a safer South Africa • Our strategic orientation in the next five years is informed by Chapter twelve of the National Development Plan: Vision 2030. The IPID is a strategic partner in building safer communities and ultimately making it possible for people living in South Africa to feel safe in all areas of life. For women to walk freely in the streets and children to play safely outside. • Building safer communities will also mean that the police service is well resourced and professional, staffed by highly skilled police officers who value their work, serve the community, safeguard lives and property without discrimination, protect the peaceful against violence, and respect the rights to equality and justice. • At the heart of the work of the IPID is the promotion of a police service that is trusted by communities and operates in line with the Constitution of the Republic. The strategic space that is occupied by the IPID can be summarized as “Policing the police for a safer South Africa”.

  38. PURPOSE FOR PROGRAMME 1 IPID Strategic Plan 2013/18 and Annual Performance Plan 2013/14 Programme 1: Governance and Stakeholder Management The alignment of the Directorate in line with the IPID Act (Act 1 of 2011) meant restructuring of IPID structures, systems and codes. Arising out of that process the Directorate has established a new programme viz. Governance and Stakeholder Management. Purpose • Responsible for the overall management of the IPID; • Provides policy and strategic leadership to the Directorate; • Enhances the IPID’s ability to deliver on government priorities and objectives e.g. outcome 3 and 12 as adopted by Cabinet in January 2010, the National Development Plan etc. The programme will gradually expand in the next few years to include more strategic support to the Directorate

  39. PURPOSE FOR PROGRAMME 1 IPID Strategic Plan 2013/18 and Annual Performance Plan 2013/14 The programme will achieve the above through the following five sub-programmes: Executive Support • Provides strategic and administrative support to the Executive Director; • It coordinates and manages liaison with the Minister’s Office, parliamentary committees and key stakeholder; and • Manages inter-governmental relations and ensures compliance with the additional reporting obligations in terms of the IPID Act. Corporate Governance • Focuses on monitoring and evaluation of performance, and reporting on the attainment of strategic objectives of the IPID; • Provides risk management services and ensure compliance with laws, regulations and other prescripts.

  40. PURPOSE FOR PROGRAMME 1 IPID Strategic Plan 2013/18 and Annual Performance Plan 2013/14 Internal Audit • Provides internal audit services by conducting compliance and performance audits; and • Facilitates internal forensic investigations Security Management Services • Provides security management services by developing and supporting the implementation of security policy, systems and procedures; • Provides access, information and physical security; • Monitors the implementation of information technology policies based on MISS; • Facilitates integrity testing, vetting and security clearance of IPID personnel. Financial Management • Provides effective and efficient financial management, • Also provides supply chain and asset management services

  41. OUTCOMES (STRATEGIC OBJECTIVES) AND OUTPUTS FOR PROGRAMME 1 IPID Strategic Plan 2013/18 and Annual Performance Plan 2013/14 STRATEGIC OBJECTIVE (OUTCOME): THE IPID IS ACCESSIBLE TO THE PUBLIC Stakeholder Management: Engage key stakeholders regularly, including the SAPS, MPS, Civilian Secretariat for Police, and other relevant Government and Civil Society Organisations. STRATEGIC OBJECTIVE (OUTCOME): THE PERFORMANCE MANAGEMENT SYSTEM OPERATES OPTIMALLY Up to date Policies and Guidelines: Inform the standard operating procedures in support of the IPID mandate and ensure compliance with regulatory and legislative prescripts. Performance Management System: A performance measurement and reporting system that supports management decision making and that enables the IPID to comply with internal and external accountability reporting in line with legislative requirements.

  42. MEDIUM-TERM TARGETS FOR PROGRAMME 1 IPID Strategic Plan 2013/18 and Annual Performance Plan 2013/14

  43. MEDIUM-TERM TARGETS FOR PROGRAMME 1

  44. QUARTERLY INDICATORS FOR PROGRAMME 1 IPID Strategic Plan 2013/18 and Annual Performance Plan 2013/14

  45. PROGRAMME 2 STRATEGIC PRIORITIES PROGRAMME 2 CORPORATE SERVICES

  46. PURPOSE AND SUB PROGRAMMES FOR PROGRAMME 2 IPID Strategic Plan 2013/18 and Annual Performance Plan 2013/14 Purpose: To provide corporate management services, information communication technology, communication and marketing, auxiliary services, human resource management and development services to the Directorate. • Information Communication Technology This component provides communication services by developing, implementing and maintaining Information Communication Technology strategy and advisory services. • Communication and Marketing This component provides communication and marketing services by developing, implementing and maintaining policy frame work for knowledge management and communications. • Auxiliary Services This component provides auxiliary services by managing service level agreement with Department of Public Works regarding renting of new property and maintenance of existing property • Human Resource Management and Development Services This component provides human resource management and development services through development of human resource policies and strategies.

  47. OUTCOMES (STRATEGIC OBJECTIVES) AND OUTPUTS FOR PROGRAMME 3 IPID Strategic Plan 2013/18 and Annual Performance Plan 2013/14 Purpose: to provide administrative and logistical support Outputs: • The IPID is accessible to the Public • The Performance Management System operates optimally • Re-engineering and re-organization of IPID

  48. IPID is accessible to the Public IPID Strategic Plan 2013/18 and Annual Performance Plan 2013/14

  49. PERFORMANCE MANAGEMENT SYSTEM OPERATES OPTIMALLY IPID Strategic Plan 2013/18 and Annual Performance Plan 2013/14

  50. PERFORMANCE MANAGEMENT SYSTEM OPERATES OPTIMALLY IPID Strategic Plan 2013/18 and Annual Performance Plan 2013/14

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