department of police strategic plan 2010 2014 n.
Skip this Video
Loading SlideShow in 5 Seconds..
Department of Police: Strategic Plan 2010/2014 PowerPoint Presentation
Download Presentation
Department of Police: Strategic Plan 2010/2014

Department of Police: Strategic Plan 2010/2014

0 Views Download Presentation
Download Presentation

Department of Police: Strategic Plan 2010/2014

- - - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript

  1. Department of Police: Strategic Plan 2010/2014 Briefing to the Portfolio Committee on Police 09 March 2010

  2. Strategic Plan 2010/14 • Vision, Mission, Values and Code of Ethics • Legislative and other Mandates • Constitutional Mandates • Legislative Mandates • Policy Mandates • Situational Analysis • Strategic Priorities of the SAPS • Long-term Infrastructure and Capital Asset Plan • Service Delivery Improvement Programme • Information and Communication Technology Plan • Human Resource Management Plan

  3. Constitutional Mandate • The mandate of the SAPS is derived from Section 205 of the Constitution of the Republic of South Africa, 1996 (Act 108 of 1996). The objectives of policing are: • Prevent, combat and investigate crime. • Maintain public order. • Protect and secure the inhabitants of the Republic and their property. • Uphold and enforce the law.

  4. Legislative Mandates - Administration • The SAPS is responsible for the administration of the following legislation, which has been taken into consideration during the determining of the strategic priorities and objectives for the SAPS: • The South African Police Service Act, 1995 (Act No. 68 of 1995), as amended by the South African Police Service Amendment Act, (Act No. 57 of 2008). This Act states that “there is a need to provide a police service throughout the national territory to: • ensure the safety and security of all persons and property in the national territory; • uphold and safeguard the fundamental rights of every person as guaranteed by Chapter 3 of the Constitution; • ensure co-operation between the Service and the communities it serves in the combating of crime; • reflect respect for victims of crime and an understanding of their needs; and • ensure effective civilian supervision over the Service”. • Protection of Constitutional Democracy Against terrorist and related Activities Act, 2004 (Act No. 33 of 2004). • Firearms Control Act, 2000 (Act No. 60 of 2000). • Explosives Act, 1956 (Act No. 26 of 1956). • Tear-gas Act, 1964 (Act No. 16 of 1964). • Dangerous Weapons Act, 1968 (Act No. 71 of 1968). • Control of Access to Public Premises and vehicles Act, 1985 (Act No. 53 of 1985). • National Key Points Act, 1980 (Act No. 102 of 1980). • Intimidation Act, 1982 (Act No. 72 of 1982). • Second-hand Goods Act, 1955 (Act No. 23 of 1955). • The Private Security-Industry Regulation Act, 2001 (Act No. 56 of 2001).

  5. Legislative Mandates – Powers and Functions • The SAPS derives its powers and functions from the following legislation, which enables the activities undertaken in pursuance of its mandate in terms of Section 205 of the Constitution: • The South African Police Service Act, 1995 (Act No. 68 of 1995), as amended by the South African Police Service Amendment Act, (Act No. 57 of 2008). • The Criminal Procedure Act, 1977 (Act No. 51 of 1977). • The Interception and monitoring Prohibition Act, 1992 (Act No. 127 of 1992). • The National Strategic Intelligence Act, 1994 (Act No. 39 of 1994). • The Domestic Violence Act, 1998 (Act No. 116 of 1998). • The Prevention and Combating of Corrupt Activities Act, 2004 (Act No. 12 of 2004). • The Inter-Governmental Relations Framework Act, 2005 (Act No 13 of 2005).

  6. Policy Mandates - The Medium-term Strategic Framework • Improve the efficiency and effectiveness of the Criminal Justice System by enhancing detective and forensic environments • Modernize the Criminal Justice System through the application of technology solutions • Enhancing the skills and increasing the number of investigators and forensic experts • Mobilize the population in the fight against crime • Acceleration of efforts to reduce serious and violent crimes • Intensifying of efforts to combat crimes against women and children and the promotion of the empowerment of victims of crime • Establishment of a border management agency to manage migration, customs and land borderline control services and to efficiently coordinate other relevant departments in the ports of entry environment • Combat corruption in the public and private sector

  7. Policy Mandates – JCPS Cluster Priorities • Levels of overall contact and trio crimes; • Acceleration of efforts to reduce Contact Crimes by 34% and the Trio Crimes by 31% by the 31 March 2014 • Effectiveness and integration of criminal justice systems; • Corruption; • Crime perception management; • Effectiveness and integration of Border Management; • Securing the identify and status of citizens; and • Integration of Information Communication Technology systems and the development of an integrated cyber crime approach.

  8. SAPS’ Strategic Priorities • The SAPS’ proposed strategic priorities were derived from the following sources: • Presidents’ State of the Nation Address – 11 February 2010 • The deliberations from the national Commissioner’s Strategic Planning Session - September 2009 • Critical analysis provided by Deputy National Commissioners, Provincial and Divisional Commissioners • The Conversation with the President • Issues identified by the National Commissioner • Please note: the strategic priorities provide a broad, 4-year direction • The strategic priorities will be implemented by means of specific key actions • The detail associated with performance management will be in the Annual Performance Plan.

  9. Operational Strategic Priorities and Key Actions • Crime Prevention • Reduction of crime levels • Specifically contact crime, including the “trio crimes” • Crimes against women and children (domestic violence) • Contact crimes have a social dimension • Addressing substance abuse as a contributing factor to the violent nature of crime • Increasing the visibility of SAPS personnel members • Ensure implementation of an intelligence-driven, integrated, comprehensive crime prevention strategy • Reduction of illegal firearms • Crime perception management • Mobilization of the community in the fight against crime • Building a positive image of the SAPS • Victim empowerment, expand roll-out of victim centers, all new police stations to have facilities, existing police stations equipped with facilities • An annual victim survey

  10. Operational Strategic Priorities and Key Actions • Crime Prevention (cont.) • Effectiveness and integration of border management • Improving regional cooperation • Contribute to the establishing of a Border Management • Policing incidents of a public disorder or security nature • Combating corruption • The prevention, detection and investigation of corruption in the SAPS • Complying with legislative obligations, i.e. the Prevention and Combating of Corrupt Activities Act • Managing perceived and actual levels of corruption • Coordinated anti-corruption operations across CJS • Medium Term Target: • Focussed on the reduction of levels of all serious crime between 4-7% • Reduction of levels of contact crime has been set at 34% • Reduction of trio crimes has been set at 31%

  11. Operational Strategic Priorities and Key Actions • Investigation of crime • Effective investigation of reported crime • Coordinated focus on apprehending and charging known criminals (across provincial boundaries) • The further capacitating of the Directorate of Priority Crimes Investigation (DPCI) • Securing the identity and status of citizens • Prioritise operations against perpetrators of identity theft • Focus on national priority crimes, including organised crime, commercial crime, drugs, people smuggling, human trafficking, cyber crime and corruption • Cyber crime policy developed • The improving of the Criminal Justice System (CJS) • Arrest and investigation process • Intelligence utilization • Coordination of delivery of quality and professional services • Improve capacity / professionalism of Detectives • Medium Term Target: Increasing the detection rate of contact crimes to 57.5% and for trio crimes to 34% • Support to the Investigation of Crime • Improve forensic services and fingerprints • the collection of evidence • Improving the procedures for the updating of records of criminals • Extend the capacity of the Criminal Record and Forensic Science Services Division • Medium Term Target: Extend the capacity during the next five years and the incremental increase of targets relating to processing of forensic and fingerprint evidence

  12. Operational Strategic Priorities and Key Actions • Crime Intelligence • Provide actionable intelligence on crime priorities and to enable prosecutions • Focus intelligence operations against syndicates involved in drug and people smuggling and human trafficking • Capacitate crime intelligence • Improve capacity and resource intelligence operations against crime syndicates • Enhance the analysis capacity to improve the quality of assessments • Improve coordination between crime intelligence and operational Divisions

  13. Organizational Strategic Priorities and Key Actions • Human Capital Development • Skills development and the retention of skills • Focused recruitment of personnel • Health and wellness of the SAPS’ employees • Transformation • Racial discrimination, employment and gender equity • Budget and Resource Management • Improving infrastructure • The building of new police stations / offices and the refurbishing of existing stations / offices • Victim friendly facilities • Enhancing Information systems and information communications technology (IS / ICT) • Development of IS / ICT, including integration of systems across the Cluster, inter alia: • System to be developed to ensure records and data on corruption crimes across the CJS • Database of victims across CJS • Database that enables convictions and sentences related to identity theft • Integrated systems approach to combating cyber crime • Enhancing of asset management • Critical items, including vehicles, bullet-resistant

  14. Long-term Infrastructure and Capital Asset Plan • This Plan will respond directly to requirements that have been determined by National Commissioner • Currently in a position where the infrastructure that is in place does not provide access to the services provided by SAPS to all communities • The following will be addressed within this Plan: • New Police Stations • 2010/11 - 10 • 2011/12 - 10 • 2012/13 - 0 • 2013/14 - 4 • 20104/15 - 6 • Newly re-established Stations (existing station replaced by new structure on a new site) • 2010/11 - 11 • 2011/12 - 4 • 2012/13 - 2 • 2013/14 - 1 • 20104/15 - 2

  15. Long-term Infrastructure and Capital Asset Plan (cont) The following will be addressed within this Plan (cont): Re-established Police Stations (existing station replaced by new structure on existing site) 2010/11 - 10 2011/12 - 8 2012/13 - 9 2013/14 - 24 20104/15 - 12 Repaired and upgraded Police Stations 2010/11 - 11 2011/12 - 7 2012/13 - 7 2013/14 - 2 20104/15 - 4 15

  16. Service Delivery Improvement Programme • The purpose of the SDIP is to improve basic service delivery by ensuring the implementation of the Batho Pele principles within the SAPS. • The following priorities have been identified for the SDIP: • The development and implementation of Service Delivery Improvement Plans by front and back offices at divisional, provincial and station levels. • Improving the functioning of front and back offices in order to improve effectiveness and efficiency. • Participation by the SAPS in key, national Batho Pele initiatives such as National Police Day and African Public Service Day

  17. Information Systems and 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 and policy mandates and the strategic priorities of the SAPS. • Refer to page 25 of the Strategic Plan for the detail of the systems that will be focussed on over the medium-term • The focus of these systems will be the requirements of the Criminal Justice System and the improving of the core functions of the SAPS, i.e. crime prevention, investigation and detection

  18. Medium-term Human Resource Plan • The purpose of the SAPS’ Medium-term HR Plan is to manage the human resources that the department has at its disposal in line with the constitutional, legislative and policy mandates and the strategic priorities of the SAPS. • The Medium-term HR Plan is divided into 6 pillars: • Staffing Plan: • Will ensure the effective, efficient and economic planning and forecasting and distribution of new entry level personnel to meet the future Human Resource (HR) demands within the scope of specific job requirements and employment equity guidelines taking into consideration other environmental factors impacting on the overall staffing plan. • Staffing practices: • Will ensure fair and effective procedures and processes for recruitment, appointment, promotion, deployment, etc of personnel to meet the SAPS’ needs and to ensure the well-being of employees. • Remuneration and Conditions of Services: • Will ensure the attraction and retention of personnel and the enhancement of their performance through appropriate pay, benefits and working conditions. • Performance Management: • Will foster productivity and effectiveness by maximizing and maintaining individual and team performance. • Human Resource Development: • Will improve the SAPS’ effectiveness by fostering the skills and knowledge of personnel. • Labour Relations: • Will foster and maintain a good working relationship between personnel and the SAPS by recognizing mutual dependence.

  19. Medium-term Human Resource Plan (cont.) • The following strategic priorities were identified for the managing of the SAPS’ HR capacity: • Recruiting of personnel; • Optimising personnel utilisation; • Developing human resources; • Implementing Employment Equity; • Implementing performance management; • Ensuring professional service ethos; • Providing a health and wellness service; • Providing legal advisory and support services; and • Ensuring policy compliance in support of strategic priorities.

  20. End, Thank you