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

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1 Strategic Plan 2012/17 and Annual Performance Plan 2012/13 Strategic Plan 2012/17, Annual Performance Plan and Budget 2012/13 INDEPENDENT POLICE INVESTIGATIVE DIRECTORATE (IPID) Monday, 16 April 2012 BRIEFING TO THE PORTFOLIO COMMITTEE ON POLICE Old Assembly Chamber Parliament

2 INTRODUCTION Slide 3 PROGRESS: 2011/12 COMMITMENTS Slide 5 STRATEGIC PRIOIRTIES FOR 2012/13 Slide 6 IPID LOGIC MODEL: 2012/17 Slide 7 STRATEGIC OUTCOME-OTRIENTED GOALS FOR 2012/17 Slide 8 PROGRAMME 1: ADMINISTRATION Slide 10 PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT Slide 16 PROGRAMME 3: LEGAL SERVICES Slide 19 BUDGET 2012 Slide 21 Closure

3 INTRODUCTION Executive Director: Mr F Beukman 1. IPID STRATEGIC PLAN IPID ANNUAL PERFORMANCE PLAN ESTIMATES OF NATIONAL EXPENDITURE 2012 VOTE 23 Budget summary : MTEF Baseline 2012/ / / /15 R R R IPID STRATEGIC PLAN 2012/17 & ANNUAL PERFORMANCE PLAN AND

4 INTRODUCTION 1. Focus: New Legislative Mandate Executive Director: Mr F Beukman 2. Process followed Drafts 1, 2 and 3 of the Strategic Plan 2012/17 and Annual Performance Plan 2012/13 submitted to National Treasury on 31 August 2011, 31 October 2011 and 31 January (Also submitted to the Minister and Deputy Minister). 3. Involvement of Technical Advisory Unit (National Treasury) 4. Feedback from National Treasury and Presidency 5. Impact on priorities 6. Commitments of 2011/12 IPID STRATEGIC PLAN 2012/17 & ANNUAL PERFORMANCE PLAN AND

5 PROGRESS: 2011/12 COMMITMENTS 1. Conversion of Case Analysts and Case Monitors 2. New Case Management System 3. Strategy to reduce backlogs 4. Finalisation of IPID Regulations 5. Implementation of the IPID Act 6. Allocation of additional funding for implementation of the IPID Act IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN AND

6 STRATEGIC PRIORITIES FOR 2012/13 Aim To ensure independent oversight over the South African Police Service (SAPS) and the Municipal Police Services, and to conduct independent and impartial investigations of identified criminal offences allegedly committed by members of the SAPS and the Municipal Police Services, and make appropriate recommendations. Strategic Priorities for 2012/13 The establishment of the IPID will usher in a new era of civilian oversight over specified crimes committed by members of SAPS and municipal services. Other priorities are: Report and monitor recommendations that are made in respect of members of the SAPS and municipal police services Improve reporting and accountability practices Develop policy, reporting frameworks and standard operating procedures to regulate investigations The strengthening of national and provincial management IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN AND

7 IPID LOGIC MODEL: 2012/17 IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN AND BUDGET 2012/13

8 STRATEGIC OUTCOME-ORIENTED GOALS FOR 2012/17 The strategic outcome-oriented goals of the IPID are linked to the achievement of outcomes 3 and 12, as identified by the Department of Performance Monitoring and Evaluation in the Presidency. These outcomes are: Outcome 3: ALL PEOPLE IN SOUTH AFRICA ARE AND FEEL SAFE AND SECURE Outcome 12: AN EFFICIENT, EFFECTIVE AND DEVELOPMENT-ORIENTED PUBLIC SERVICE AND AN EMPOWERED, FAIR AND INCLUSIVE CITIZENSHIP The activities of the IPID will specifically focus on output 3 (of outcome 3) to combat police corruption and thereby enhance its effectiveness and its ability to serve as a crime deterrent. IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN AND

9 STRATEGIC OUTCOME-ORIENTED GOALS FOR 2012/17 ULTIMATE OUTCOME: A POLICE SERVICE THAT IS TRUSTED BY THE COMMUNITY AND OPERATES IN LINE WITH THE SPIRIT OF THE CONSTITUTION The public trusts the police services to be honest, to ensure their safety and to treat all citizens with respect and dignity. All police officials at all times recognises and ensures the fundamental of rights of human dignity, life, freedom and security, as stipulated in the Bill of Rights and the Constitution as a whole. INTERMEDIATE OUTCOME 1: THE IPID IS A STRONG, INDEPENDENT OVERSIGHT BODY The IPID is an independent oversight body that conducts investigations without fear or favour; and makes recommendations that are acted upon and have a lasting impact on police conduct. INTERMEDIATE OUTCOME 2: THE POLICE SERVICE IS RESPONSIVE TO IPID RECOMMENDATIONS The IPID is an independent oversight body that conducts investigations without fear or favour; and makes recommendations that are acted upon and have a lasting impact on police conduct. IMMEDIATE OUTCOME THE 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. IMMEDIATE OUTCOME THE PERFORMANCE MANAGEMENT SYSTEM OPERATES OPTIMALLY The IPID has an effective performance management system, including internal controls and external performance reporting procedures, to ensure accountability. IMMEDIATE OUTCOME THE IPID PROCESSES CASES EFFICIENTLY The IPID operates an efficient case management system that ensures the effective completion of cases and the generation of recommendation and feedback reports within appropriate time frames. IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN AND

10 PROGRAMME 1: ADMINISTRATION Programme Manager: Ms M Shange PURPOSE, OUTCOMES (STRATEGIC OBJECTIVES) AND OUTPUTS FOR PROGRAMME 1 Purpose: Provide leadership, management and support services to the IPID Outcome 1 (Strategic objective) : THE IPID IS ACCESSIBLE TO THE PUBLIC Outputs: 1. Public Awareness Campaigns to increase public awareness of the provisions of the IPID Act and the directorate s functions and services. 2. Stakeholder Management: Regular engagements with and reports to key stakeholders, including the SAPS, MPS, Civilian Secretariat of Police Services and other Government and Civil Society Organisations. Outcome 2 Outputs: (Strategic objective): THE PERFORMANCE MANAGEMENT SYSTEM OPERATES OPTIMALLY 3. Policies and Guidelines that inform the standard operating procedures and support of the IPID mandate and ensure compliance with regulatory and legislative prescripts. 4. Performance Management System: A performance measurement and reporting system that supports management and decision making and that enable the IPID to comply with internal and external accountability reporting in line with legislative requirements. IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN AND

11 Programme 1: INDICATORS AND MEDIUM TERM PERFORMANCE TARGETS OUTPUT (STRATEGIC OBJECTIVE) PUBLIC AWARENESS CAMPAIGNS STAKEHOLDER MANAGEMENT 3 UP TO DATE POLICIES AND GUIDELINES PERFORMANCE MANAGEMENT SYSTEM INDICATORS Number of community outreach events conducted annually Number of formal media statements and responses released annually Number of formal engagements with key stakeholders held annually Percentage of Policies reviewed by departmental Policy Review Committee annually Number of performance monitoring and evaluation reports submitted Number of financial expenditure reports submitted Number of asset verifications and updates of asset register completed Medium-term targets 2012/ / / % 100% 100% Establish Corporate Governance Component and set annual and quarterly targets Perform Perform according to according to targets targets % vacancy rate Below 10% Below 10% Below 10% 9 10 % females at senior and top management level % of staff compliment consisting of people with disabilities 50% 50% 50% 2% 2% 2% IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN AND

12 OFFICE ACCOMMODATION Expenditure on leases to increase from R15.1 million (in 2011/12) to R37.4 million (in 2014/15). This increase is due to - Adjustments to reflect actual expenditure - Expansion of existing offices - Opening of new satellite offices Setting of targets in respect of immovable assets is initiated by means of the IPID s User Asset Management Plan (UAMP). Weaknesses identified in respect of Immovable asset management has been addressed by: Reconfiguring and strengthening of the Accommodation Advisory Committee (AAC) Development of an interim Immovable Asset Policy Establishment of a Monitoring and Evaluation Unit (in the new Corporate Governance Component) to monitor effectiveness IPID s immovable asset management on an on-going basis Job evaluation of the post of Auxiliary Services Manager IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN AND

13 OFFICE ACCOMMODATION : Construction and purchase of immovable assets From recent discussions between the DPW and the IPID, the DPW indicated that: - It favours an increase in government s immovable assets and that, in respect of acquisitions, it would favour the construction and purchase of immovable assets rather than the leasing thereof; - Option analyses will be conducted for all properties of all departments. This process considers the cost-benefit of various acquisition options, including the construction and purchase of immovable assets. (Until recently, option analyses were reserved for large departments.) - Small departments, such as the IPID, are to receive preference in respect of assistance by means of option analyses and the possibility exists for a purchase or construction option to be identified. The viability of the option of construction or purchase of immovable assets is to a great extent dependant on the organisational growth of the department and shall be informed by the policy framework of DPW and National Treasury in the next year or two. IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN AND

14 ESTABLISHMENT OF SATELLITE OFFICES IPID SATELLITE OFFICES PROJECTIONS 2012/ / / /16 onwards 1 GAUTENG Pretoria Vereeniging 2 KWAZULU-NATAL Ladysmith Port Shepstone 3 WESTERN CAPE Worcester 4 EASTERN CAPE Port Elizabeth Queenstown 5 FREE STATE Kroonstad Sasolburg 6 LIMPOPO Bela Bela Phalaborwa 7 MPUMALANGA KwaMhlanga Ermelo 8 NORTHERN CAPE Springbok De Aar 9 NORTH WEST Klerksdorp Vryburg IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN AND

15 FILLING OF VACANCIES: IPID POSTS FOR 2012/13 PROGRAMME 1 Corporate Governance: 1 x Director Corporate Governance (13) 1 x Deputy Director M&E (11) 1 x Assistant Director M&E (9) Executive Support: 1 x Director Executive Support (13) Finance: 1 x Deputy Director Financial Administration (11) PROGRAMME 3 1 x Director Legal Services (13) 1 x Senior Legal Admin Officer (11) PROGRAMME 2 1 x Chief Director Investigation and Information Management (14) 1 x Director Policy and Provincial Coordination (13) 1 x Deputy Director Policy and Provincial Coordination (11) Provincial Offices 9 X CD: Provincial Heads (14) Upgrades of all Monitors and Case Analysts Western Cape 1 X PI (9) 2 X SI (8) Gauteng (JHB) 1 X PI (9) 1 X SI (8) Gauteng (Pretoria) 1 X PI (9) 3 X SI (8) Mpumalanga 1 X PI (9) 3 X SI (8) IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN 2012/13

16 PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT Acting Programme Manager: Mr M Sesoko PURPOSE, OUTCOMES (STRATEGIC OBJECTIVES) AND OUTPUTS FOR PROGRAMME 2 Purpose: Coordinate and facilitate the IPID s investigative processes, and develop policy and strategic frameworks that guide investigations. Outcome (Strategic objective) : THE IPID PROCESSES CASES EFFICIENTLY Outputs: 1. Case Management System: A system for the registration, allocation, tracking, management and reporting of investigations, the generation of reliable statistical information and the provision of general business intelligence. 2. Completed Investigations of cases in line with the provisions of the IPID Act, Regulations and Executive Director Guidelines. 3. Recommendation Reports to the SAPS regarding possible disciplinary steps and to the Prosecuting Authorities regarding possible criminal prosecution. IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN 2012/13 4. Feedback Reports to complainants, victims and referral authorities regarding the progress and outcomes of investigations.

17 Programme 2: INDICATORS AND MEDIUM TERM PERFORMANCE TARGETS OUTPUT (STRATEGIC OBJECTIVE) CASE MANAGEMENT SYSTEM COMPLETED INVESTIGATIONS RECOMMENDATION REPORTS FEEDBACK REPORTS ON INVESTIGATIONS INDICATORS Percentage of cases allocated within 48 hours of registration Number of statistical reports generated on the number and type of cases investigated, recommendations made and the outcomes thereof Percentage of all investigations completed within the financial year Number of investigations older than 12 months from date of registration (excluding cases of systemic corruption) per year Disciplinary recommendation reports generated within 30 days of completion of investigations Criminal recommendation reports generated within 30 days of completion of investigations Feedback reports regarding the outcome of investigations provided within 30 days of closure thereof Medium-term targets 2012/ / /15 95% (5 995) 98% (6 500) 100% (6 750) Determine base line and set targets for outer years Determined base line plus 5% Determined base line plus 10% All completed cases All completed cases All completed cases All completed cases All completed cases All completed cases All completed cases All completed cases All completed cases IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN 2012/13

18 TRAINING PROGRAMME FOR IPID INVESTIGATORS 2012/13 Training Service Provider IPID Act 2012/13 1 st Quarter DNA DNA Project Section 28 Investigators Training in terms of section 28 of the IPID Act SEXUAL OFFENCES National Prosecuting Authority Section 28 TORTURE HJN Training Section 28 2 nd Quarter FORENSIC AND BALLISTIC EVIDENCE COLLECTION MEDICO LEGAL EVIDENCE CORRUPTION INDEPENDENT FORENSIC BALLISTIC EXPERT INDEPENDENT MEDICAL PATHOLOGIST HJN TRAINING Section 28 Section 28 Section 28 SECOND 3 rd Quarter QUARTER FIREARM TRAINING TO BE OUTSOURCED Section 28 TRAINING SERVICE PROVIDER 4 th Quarter REPORT WRITING TO BE OUTSOURCED Section 28 The department has already conducted the following training for Case Analysts and Monitors (who have been converted to the level of Investigator and Senior Investigators): Crime Resolving (offered by SASSETA) National Diploma in Policing (offered by SASSETA) IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN 2012/13

19 PROGRAMME 3: LEGAL SERVICES Programme Manager: Ms KC Mbeki PURPOSE, OUTCOMES (STRATEGIC OBJECTIVES) AND OUTPUTS FOR PROGRAMME 3 Purpose: Provide investigation advisory services and legal and litigation support. Section 8 of the IPID Act establishes Legal Services as Programme 3. Although this programme provides a support function to the directorate as a whole and to investigators in particular, there is a necessity to explicitly stipulate the outputs generated by this programme. The objectives of this programme is to ensure that investigations are conducted efficiently and within the ambit of the law by providing investigators with adequate legal advice and guidance during and after completion of investigations, within 24 hours of request. Outputs: 1. Legal and Litigation Advisory Services: Management of the directorate s legal obligations, civil and labour litigation matters and the granting of policing powers to investigators. 2. Investigation Advisory Services: Legal advice and guidance to investigators during and after the completion of investigations. IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN 2012/13

20 Programme 3: INDICATORS AND MEDIUM TERM PERFORMANCE TARGETS OUTPUT (STRATEGIC OBJECTIVE) LEGAL AND LITIGATION ADVISORY SERVICES INVESTIGATION ADVISORY SERVICES INDICATORS Percentage of contracts and service level agreements finalised within 21 working days of request Percentage of legal opinions provided to the directorate within 10 working days of request Percentage of investigations in which legal advice was requested Percentage of legal opinions provided to investigators within 24 hours of request Medium-term targets 2012/ / /15 Determine base line Determine base line Determine base line Determine base line Determined base line plus 5% Determined base line plus 5% Determined base line plus 5% Determined base line plus 5% Determined base line plus 10% Determined base line plus 10% Determined base line plus 10% Determined base line plus 10% IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN 2012/13

21 BUDGET 2012: Index Budget overview CFO: MS LN CWELE Budget Projections: Proposed Budgetary Baseline Allocations for the Medium Term Expenditure Framework ( ) Budget Breakdown per Programme: 2012/ /2015 Per Economic Classification: Breakdown of allocation for the financial years 2011/12 and 2012/13 Per Programme, per Economic Classification: Allocation breakdown for the financial years: 2011/12 and 2012/13 IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN AND

22 BUDGET 2012: Overview CFO: MS LN CWELE Staff requirements There will be a gradual introduction of new posts over the next five-year period. The investigative capacity in the Provinces will continually be increased as part of the new strategic drive. Skills development Increased focus on improving the skills of investigators to enable them to execute the extended mandate in terms of clause 28(1) of the IPID Act. Expenditure over the MTEF period 1. Expenditure increased from R99.3 million in 2008/09 to R153.5 million in 2011/12 at an average annual rate of 15.6 per cent. 2. Over the medium term, expenditure is expected to grow to R232.6 million at an average annual rate of 14.9 per cent due to enhancing capacity in support services and increasing the investigative capacity and access to the directorate s services. 3. The 2012/13 Budget sets out additional allocations of R36 million in 2012/13, R45 million in 2013/14 and R52.1 million in 2014/15 to provide for salary adjustments and the implementation of the IPID Act (2011). IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN 2012/13

23 BUDGET 2012: MTEF Baseline allocations Proposed budgetary baseline allocations to the IPID for the Medium Term Expenditure Framework: MTEF Baseline 2012/ / / /15 R R R Additional funding for implementation of IPID 2012/ / / /15 R R R TOTAL budget allocations 2012/ / /15 IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN 2012/13 R R R

24 BUDGET 2012 : MTEF Allocations R R R / / /15 IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN AND

25 BUDGET 2012: Allocations per programme Budget per Programme over the MTEF period Programme 2012/ / /2015 R 000 R 000 R 000 Administration Investigation & Information Management Legal Services Total IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN AND

26 BUDGET 2012: Breakdown per programme Breakdown per Programme of the budgetary baseline proposal for the 2012/13 to 2014/15 financial years / / / P3 P2 P1 IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN AND

27 BUDGET 2012 : Budget per Economic Classification Budget per Economic Classification over MTEF period ECONOMIC CLASSIFICATION 2012/ / /15 R 000 R 000 R 000 Compensation of employees Goods & Services Transfers Capital Assets TOTAL IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN AND

28 BUDGET 2012 PROGRAMME /12 Allocation R million CFO: MS LN CWELE 2012/13 Allocation R million % Increase Compensation of Employees Goods and services Departmental Agency (Transfer) Machinery and Equipment Total for Programme PROGRAMME 2 Compensation of Employees Goods and services Departmental Agency (Transfer) Machinery and Equipment Total for Programme IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN 2012/13

29 BUDGET 2012 PROGRAMME /11 Allocation R million CFO: MS LN CWELE 2011/12 Allocation R million % Increase Compensation of Employees Goods and services Departmental Agency (Transfer) Machinery and Equipment Total for Programme GRAND TOTAL IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN 2012/13

30 CLOSURE IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN AND

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