briefing to the select committee on security & justice...

Briefing to the Select Committee on Security

& Justice: Annual Performance Plan

2017/2018

SOUTH AFRICAN POLICE SERVICE

2

Strategic Objectives

1. Implementation of the Back-to-Basics Approach.

Demilitarisation & Professionalisation of the South African Police

Service (SAPS); &

Public Order Police Training.

2. The Strategic Management Cycle.

3. Medium-Term Expenditure Framework.

4. Strategic Objectives & 2017/2018 Annual Performance

Plan (APP) per Financial Programme (Programmes 1 to 5),

including:

Financial Program & Purpose;

Objective Statements, Performance Indicators & Targets; &

Performance Indicator’s Removed (where applicable).

1Implementation of the Back-to-

Basics Approach

4

Government’s Planning Hierarchy

NDP, Vision 2030 (adopted

by Cabinet)

Medium-Term Strategic

Framework (2014 to 2019)

JCPS Programme of Action

(2014 to 2019)

SAPS Strategic Plan 2014 to

2019

SAPS Annual Performance

Plans

MTSF

2019

MTSF

2024

MTSF

2029

The MTSF is a 5-year

plan to set the Country

on a positive trajectory

to achieving the long-

term vision

Source: The Presidency, DPME

SAPS Act

Constitution

[S 195]

5

What Informs the SAPS’s Strategic

Direction?

Constitution

[S 205(3)]

JCPS

Cluster

MTSF

NDP

SAPS Strategic Direction: Back-to-

Basics

Ministerial

Priorities

Legislative

Framework

Policy

Framework

Collaborative, consultative approach

to policing

Targeted, informed deployment

of resources

Crime intelligence in support of

proactive & reactive policing

Efficient utilisation of resources in

support of the investigation of crime

Thorough & responsive investigation

of every crime

Enhanced Police VisibilityUn

co

mp

rom

ising

co

mp

lian

ce w

ith th

e

fun

dam

en

tal p

rincip

les o

f po

licin

g

Tra

nsfo

rmatio

n o

f SA

PS

, inclu

din

g

dem

ilitarisa

tion

, pro

fessio

nalism

,

inte

grity

, &d

iscip

line

Back-to-Basics Approach Summarised

The Acting National Commissioner & Senior Management of the SAPS identified the

need for the introduction of a “Back to Basics” approach to policing. This approach

focuses on every member of SAPS reverting to the established regulatory framework, or

simply put, “doing right things right, every time”.

ALL P

EO

PLE A

RE &

FEEL S

AFE

Red

uced

levels o

f serio

us c

rime, in

cre

ase

d

dete

ctio

n ra

te, im

pro

ved

perc

ep

tion

s of sa

fety

Back to

Basics

Approach

Cu

lture

of p

erfo

rman

ce m

an

ag

em

en

t &

acco

un

tab

ility

6

7

Back-to-Basics Approach Contextualised

SAPS Strategic Direction

9 B

ack

to

Basi

cs

Pri

ori

ties

Thorough & responsive investigation of

every crime

Efficient utilisation of resources in

support of the investigation of crime

Enhanced Police visibility

Crime intelligence in support of

proactive & reactive intelligence

Targeted, informed deployment of

resources

Collaborative, consultative approach to

policing

Public acknowledgement of an increased physical

presence of the SAPS, including personnel, vehicles &

infrastructure.

Effective & efficient application of the case docket

management process in respect of every reported

crime & regular feedback to complainants.

All available investigative aids & resources optimally

utilised in the investigation of crime.

Actionable crime intelligence used proactively &

reactively in the prevention & investigation of crime.

All operational resources deployed in accordance with

proper crime analyses & / or crime intelligence,

targeting vulnerable areas.

Systematic & comprehensive involvement of all

relevant stakeholders in all aspects of policing.

Transformation of SAPS

(Professionalization, Demilitarisation,

Integrity & Discipline)

Uncompromising compliance with the

fundamental principles of policing

Culture of performance management &

accountability

Public perceptions indicate that the SAPS & its

personnel are professional & accountable.

Adherence to the rules that govern the (organisational

control framework) “Doing the right things right, every

time”.

Linking actual performance to planned performance &

ensuring corrective action where required.

8

Demilitarisation of the SAPS (1)

The National Development Plan: “Demilitarise the police. The police should be selected &

trained to be professional & impartial, responsive to community needs, competent & inspire

confidence.”

The SAPS has undertaken various initiatives to respond to the call for demilitarisation,

including:

- In 2014, the 1st SAPS Research Colloquium was conducted attended by SAPS members,

academics & subject-matter experts to address the themes: “Demilitarisation & Policing in a

Violent Society”.

- Emanating from the Colloquium it was evident that there is not is a singular, clear

understanding of the concept of demilitarisation.

The public perspective considers demilitarisation as the removing of ranks & changing uniform

only.

The academic perspective includes issues such as cultural, attitudinal, material & organisational

change.

The SAPS subsequently initiated an additional research project relating to demilitarisation of the

SAPS, with the intent to clarify the concept.

9


Consultation on demilitarization was widened through three additional

seminars during 2016/2017, involving academics, business professionals,

tertiary institutions, human rights organisations & a wide range of SAPS

members

The following key issues emerged:

- Failure to adhere to the norms of a democratic approach to policing leaves a

gap for criminal elements to infiltrate the SAPS, which undermines

community relations & the morale of members;

- There is a perception that there is an increasingly violent approach to

policing, particularly in dealing with crime & alleged criminals; &

- The remilitarization of the SAPS between 2000 – 2010 & the impact it had on

professionalism & conduct.

10


The following key issues emerged (continued):

- SAPS has a responsibility to the community it serves to improve professional

conduct by:

Building a culture of police integrity;

Enhancing accountability at all levels; &

Promoting community engagement.

The following outcomes were noted by the SAPS:

- Police visibility must be enhanced to foster improved community relations;

- The professionalising of the SAPS must be prioritised;

- Command & control & the adherence to policy & legislation must be

enhanced to improve the conduct of members, thereby establishing a

relationship of trust between SAPS & the community.

11


Panel of Experts:

- Subsequent to the finalisation of the Farlam Commission Report, the Panel of

Experts, chaired by retired Justice Ntshangase, was established.

- This panel, which should finish its work within 15-months of its launch,

comprises:

Senior officers of SAPS Legal Services;

Senior officers with extensive experience in POP; &

Independent experts in POP, both local & international, who have experience in

dealing with crowds, armed with sharp weapons & firearms, as presently prevalent in

the South African context.

The Panel of Experts mandate is to:

- Revise & amend all prescripts relevant to POP; &

- Investigate the world’s best practices & measures available for use.

12


Ministerial Transformation Task Team on Transformation:

- Chaired by the Deputy Minister, this team will include international & local

experts as well as selected senior officers of the SAPS.

- The Task Team’s mandate is to:

Investigate the world’s best practices & measures available for use

regarding micro-criminality & syndicated crime;

Formulate a proposal regarding the other aspects of SAPS transformation:

organisation & culture change, professionalism, Information Communication

Technology (ICT) & funding issues; &

Receive & integrate recommendations from an independent panel of

experts, & prepare an integrated plan for SAPS’s transformation.

13

Professionalisation of the SAPS

Key D

rivers

of

Pro

fess

ion

ali

sm:

Recruitment & Selection

Human Resource

Development

Employee Health & Wellness

Promoting Ethical Conduct &

Integrity

Discipline & Consequence

Management

Performance Management &

Accountability

Un

co

mp

rom

isin

g c

om

pli

an

ce w

ith

th

e

fun

dam

en

tal

pri

ncip

les

of

po

licin

g

Tra

nsf

orm

ati

on

of

SA

PS

, in

clu

din

g

dem

ilit

ari

sati

on

, p

rofe

ssio

nali

sm,

inte

gri

ty, &

dis

cip

lin

e

Back to

Basics

Approach

Cu

ltu

re o

f p

erf

orm

an

ce m

an

ag

em

en

t &

acco

un

tab

ilit

y

14

Recruitment & Selection – Community-Based

Recruitment Strategy (1)

SAPS has implemented a Community Based Strategy for the recruitment,

selection & enlistment of new police officers.

Communities are engaged (through Izimbizos/meetings) in the advertisement of

posts in their local communities & briefed about the SAPS in general,

requirements to become a police officer & all the steps in the recruitment

process.

Successful applicants are formally presented to their local communities to report

anything detrimental that is known about an applicant that can negatively impact

on that applicant being enrolled as a police officer.

15

Recruitment & Selection – Community-Based

Recruitment Strategy (2)

Provincial Police & Community Recruitment Boards are held, including

representatives from community structures to make final recommendations to

the National Commissioner for approval.

Police Trainees who have successfully completed the prescribed basic police

training sign the Code of Conduct & take the prescribed Oath of Office at the

colleges before being deployed to stations for duty.

16

Process of Recruitment to Appointment

PROCESS FLOW

POLICE TRAINEES

PHASE 1

RECRUITMENT

PHASE 2

SELECTION

PHASE 3

ENLISTMENT

STEP 1

FINALIZATION OF ADMIN

STEP 2

INDUCTION

STEP 3

BASIC POLICE DEVELOPMENT PHASE

STEP 1

PSYCHOMETRIC ASSESSMENT (INTEGRITY

TESTING)

STEP 2

PHYSICAL FITNESS ASSESSMENT &

FINGERPRINTS

STEP 3

INTERVIEW & REFERENCE CHECKING

STEP 4

RECRUITMENT BOARD

STEP 5

MEDICAL ASSESSMENT

STEP 4

APPOINTMENT

STEP 1

PLANNING

STEP 2

TARGETED RECRUITMENT COMMUNITY

INVOLVEMENT

STEP 3

ADVERT RECEIVE REGISTER SCREEN

APPLICATION VERIFICATION OF ADDRESS

STEP 4

IDENTIFY POOL OF CANDIDATES

STEP 6

SECURITY SCREENING & VERIFICATION OF

QUALIFICATIONS

17

Human Resource Development – Basic

Training Learning Programme (1)

The basis for professionalism in SAPS from a Human Resource

Development (HRD) point-of-view is the Basic Training Learning

Programme (BTLP) for new entrants to the SAPS.

The purpose of the BTLP is to enable newly appointed police officials to:

- Use a series of legal & policing skills to protect & serve members of

communities in accordance with the Constitution of South Africa.

- Provide a more effective service that will improve community satisfaction &

position members to fulfil their mission of creating a safe & secure

environment for all who live in South Africa.

18

Human Resource Development – Basic

Training Learning Programme (2)

Comparison of “Old” vs “New” Basic Training Learning Programme

2012- 2015 2016

24 Month Programme 21 Month Programme

No Induction of traineesInduction of trainees included & practical

placement at station level (one month)

Academy Phase 10 months theory

Academy Phase 8 months theory &

practical exposure at police station under

mentorship of the trainer

Weekends were excluded for training

purposes

Weekends are included for training

purposes

Field Police Development Phase (12

months) – practical training at stations

Probation period performing operational

duties (12 months)

First Responder to Crowd Management (2

days)Crowd Management in full (3 weeks)

Basic Tactical Techniques are included Advanced Tactical Techniques are included

19

Human Resource Development – Learning

Programmes Contributing to Professionalism

Name of Learning Programme Target Learner LevelCurrent

Status

Bachelor’s Degree in Police Science Junior SAPS members Active

Executive Development Learning

Programme Senior Management Under review

Middle Management Learning Programme Middle Management Active

Junior Management Learning Programme

Junior Management Active

Basic Management Learning Programme

Detective Commanders’ Learning

ProgrammeDetective Commanders Active

Relief Commanders’ Learning Programme Relief Commanders Active

Station Management Learning

ProgrammeStation Commanders Active

Client Service Learning ProgrammeFrontline Service Delivery

PersonnelActive

Operational Commanders’ Training Operational Response

CommandersActive

20

The SAPS established an Integrity Management Service (IMS), in compliance with

Chapter 2 of the Public Service Regulations 2016.

Key IMS focus areas:

- Appoint a designated capacity of Ethics Officers to address issues related to ethics &

integrity, & establish & maintain an Ethics Committee;

- Conduct an annual ethics & anti-corruption risk assessment to determine vulnerabilities;

- Implementation of Advocacy & Awareness Programs related to ethics, integrity , anti-

corruption, the Codes of Conduct & Ethics, promoting integrity at work & ethical leadership;

- Implement an Ethics/Anti Corruption Strategy & related policies;

- Manage conflict of interests through financial disclosures by all employees/remunerative

work approval (NB: No work with Government allowed after end of March 2017);

- Manage the receipt of gifts/donations (NB: no gifts are allowed in official capacity, however,

gifts received must be registered in a Gifts Register & approved)

- Manage investigations into contraventions of Ethics Code; &

- Establish & manage a whistleblowing capacity.

Promoting Ethics & Integrity

21

OVERVIEW OF EMPLOYEE HEALTH & WELLNESS SERVICES

EHW SERVICES PROCESSES BENEFITS

Pro-active

interventions

Emotion regulation

Resilience Building

Ethics

Relationship Building

Financial Awareness

Abuse

Sexual Harassment Awareness

To build members’ resilience

in order to regulate self &

others, ability to regulate

emotions, promote ethical

conduct, manage finances &

relationships to avoid

corrupt activities

Reactive Services

Counselling & psychotherapeutic

interventions

Post Exposure interventions

To ensure that members are

mentally sound & fit to carry

on working even after

exposure to traumatic events

Trauma

interventions

Debriefing of members subsequent

to exposure to traumatic events

Facilitation of Multiple Stressor Bi-

Annually to High-Risk Units

To deal mental health

challenges leading to

compromising behaviour like

suicide, depression & other

maladaptive behaviour

The Role of Employee Health & Wellness in

Promoting Professionalism (1)

22

OVERVIEW OF EMPLOYEE HEALTH & WELLNESS SERVICES

EHW SERVICES PROCESSES BENEFITS

Psychometric

assessments

Review of Entry level assessments to

include an Integrity measure

Review of competency profile of entry-level

recruits

Review of Specialized selection batteries for

(POPS, Divers & Crime Stop)

Recruitment of sound, fit &

proper members into the

organization.

Organizational

diagnosis

Individual, group & organisational climate

survey

Team Building

Understanding root causes of

Team dysfunction & design

team building interventions to

build trust & coherence

between self & others

Health Screening

Blood Sugar Assessments

Cholesterol Testing

Hypertension Assessments

Knowing your health status in

order to deal professionally

with operational demands

when fit & healthy

Disability

Management

Job Access Strategy

Ergonomics

Acquisition of assistive devices

Ensuring healthy & safe

workspaces that enable them

to deliver professionally

despite their disabilities

The Role of Employee Health & Wellness in

Promoting Professionalism (2)

23

Discipline & Consequence Management (1)

Discipline & Consequence Management is regulated by the SAPS Discipline

Regulations, 2016, promulgated on 1 November 2016.

Background:

- The 2006 Discipline Regulations/Code (previous Code) was implemented through a

collective agreement in the SSSBC as well as the promulgation of the 2006 Regulations.

- In 2012, a new Disciplinary Code was agreed upon at SSSBC (SSSBC Agreement 1/2012).

Code was not promulgated due to internal discussions between SAPS, Secretariat &

Ministry.

- The SAPS 2016 Discipline Regulations were promulgated on 1 November 2016.

Pending matters to be finalized in terms of 2006 Regulations (5 month period to finalize).

New matters to be dealt with in terms of 2016 Regulations (even if act of misconduct

was committed prior to 1 November 2016).

24

Key Differences between 2006 & 2016 Regulations:

- New acts of misconduct are introduced, e.g. regulation 3(jj) – member fails to report an act of

misconduct committed in his/her presence.

- Places an onus on employee to report misconduct committed by fellow

employees/supervisor.

Introduction of the “Expeditious Process” (Regulation 9):

- Novel approach in public service.

- In line with Labour Relations Act Code of Good Practice: Dismissal & with labour law

jurisprudence:

Informal procedure.

“Meeting” rather than “hearing” (no chairperson or labour representative, only designated

person, Brigadier or higher).

Forms of misconduct that warrant expeditious process are serious misconduct: bribery,

corruption, fraud, theft, rape, sexual harassment; any act of misconduct which detrimentally affects

the image of the SAPS or brings the SAPS into disrepute, or which involves an element of

dishonesty


25

Suspension:

– Suspension without remuneration no longer an option (all suspensions with remuneration).

– Period of suspension defined: 60 days (line manager) which can be extended for another 30

days (by the chairperson whilst hearing is proceeding).

– After 90 days suspension automatically uplifted, even if hearing not finalized (Employee returns

to work, no discretion from employer to extend).

– Role-players must ensure hearing is finalized within 90 days if employee under suspension.

Types of sanctions:

– Counselling;

– Written warning & Final written warning;

– Suspension without salary between one month & two months (consent of employee no longer

required); &

– Dismissal.

– NB: no suspended sanction (i.e. suspended dismissal).


26

Compliance Board:

– SAPS established the Compliance Board in terms of section 34(1)(b)

and (l) read together with section 11 of the SAPS Act, 1995 (Act No. 68

of 1995).

– The Compliance Board aims to promote accountability as well as

effective and efficient performance at all levels and compliance with

the relevant regulatory framework within the Service.

– The Compliance Board will ensure that the findings, recommendations,

& action plans of all monitoring and evaluations conducted are

effectively & efficiently responded to, addressed and implemented,

& ensure compliance in terms of the provisions of the relevant

regulatory framework.


27

Performance Management & Accountability

(1)

National Management Forum focuses on

organisational performance (including Provinces)

as per the APP

Specific, national Quarterly Performance Reviews

for financial programmes, e.g. Programme 3,

Programmes 2 & 5

Quarterly Provincial Performance Reviews,

directed towards Provincial AOPs & including

Cluster & Station Commanders, focussing on

under performing Clusters & Stations

Quarterly Cluster & Station Performance Reviews

(similar methodology to Provincial Performance

Reviews)

28

Performance Management & Accountability

(2)

Annual

Performance Plan

SMS

Performance

Agreements

(13-16)

Performance

Enhancement

Process Plans

(1-12)

Alignment of

organisational &

individual

performance

“Line of Sight” Accountability

29

Public Order Police Training Programmes

Provided (1)

The following training programmes are available for Public Order Policing

(POP) & are continuously offered to all POP Unit members, Visible

Policing members & Metropolitan Police Service members, based on

the identified need, which is determined annually:

- Crowd Management for Platoon Members (Basic).

- Crowd Management for Platoon Commanders.

- Crowd Management Refresher Course (Periodically).

- Dangerous Weapons Act 15 of 2013.

- First Line Operational Manager Course.

30

Public Order Police Training Programmes

Provided (2)

- RG-12 Nyala Operators Course.

- 40mm Grenade Launcher Course.

- Water Canon Operator Course.

- First Responder To Crowd Gathering Workshop (SAPS Visible Policing members &

Metropolitan Police members).

- Operational Commanders Training (Commanders & Planners).

- First Aid: levels 1-3.

- Video Operator’s Course.

- Information Management & Analysis Course.

31

Public Order Police Training Reviewed

The following POP-related training programmes have being reviewed in

order to address identified operational challenges:

- Crowd Management for Platoon Commanders: To address Command & Control

issues.

- GR-12 Nyala Operators Course: To increase capacity for specialised driving skills

of hard top vehicles.

- POP’s Operational Commanders Training: To align training modules to current &

ever changing public disorder situation.

- Crowd Conflict Management: To emphasise tactical negotiating skills during

Public Disorder situations.

32

Public Order Police Training Presented

during 2016/2017 (1)

Course Description

Breakdown of Members Trained per Province

EC FS GP KZN LIM MP NC NW WC HO Total

Crowd Management for

Platoon Commanders1 1 3 1 1 1 2 3 13

Crowd Management for

Platoon Members LP Review1213 192 1321 1210 542 483 698 127 1879 354 8 019

Crowd Management

Refresher Course103 111 19 124 357

Operational Commanders

Training2 2 2 2 2 2 2 6 2 2 24

Crowd Conflict

Management Pilot

Programme

2 2 3 1 2 1 2 2 2 2 19

Operational Planning &

Data Capturing8 20 28

First Responder to Crowd

Gathering Workshop209 319 103 71 982 42 44 1 770

Dangerous Weapons Act 15

Of 2013229 102 1 929 80 842 245 220 46 41 2 735

33

Public Order Police Training Presented

during 2016/2017 (2)

Course Description

Breakdown of Members Trained per Province

EC FS GP KZN LIM MP NC NW WC HO Total

First Aid Level I - 44 - - - - - - - - 44

First Aid Level I & II 22 12 32 18 29 3 54 2 4 334 510

First Aid Level III 21 12 4 19 29 3 15 2 4 282 391

Rg-12 Nyala Operators Course - - 31 6 - 2 12 - - 1 52

Video Operators Course 1 4 4 2 12 1 1 21 2 4 52

Maintenance Shooting: Handgun 597 501 541 925 426 140 228 397 348 354 4 457

Maintenance Shooting: Riffle 597 501 541 925 426 140 208 397 348 354 4 437

Maintenance Shooting: Shotgun 597 501 541 925 426 140 207 397 348 354 4 436

34

Public Order Police Training Planned for

2017/2018

Course DescriptionMembers to be

Trained

Crowd Management for Platoon Members LP Review 300

Crowd Management For Platoon Commanders 24

40mm Grenade Launcher 90

Water Canon Operators 30

First Aid Levels I & II 270

Crowd Management Refresher 900

First Responder To Crowd Gathering Workshop 1 048

Dangerous Weapons Act 15 Of 2013 1 177

Crowd Management For Platoon Members Learning Programme

Review (New)50

Total 3 899

2The Strategic Management

Cycle

36

The Milestones Associated with the Strategic

Management Process

FACILITATING THE ROLL-OUT OF

THE APP 2017/2018:

Workshop with Strategic

Management representatives,

Divisions & Provinces, (May):

Finalisation of the Strategic

Management Framework

(September);

Implementation, M&E of

Provincial, Cluster & Station

Annual Operational Plans; &

Communication of Technical

Indicator Descriptions.

QUARTERLY PERFORMANCE

REVIEWS:

National Management

Forums [1st week after

Preliminary Quarterly Report];

&

Focus on APP feedback &

development &

implementation of corrective

action for under-performance.

Strategic

Analysis

Vision

Mission

Strategy Analysis

& Choice

Strategic Plan

Control &

Evaluation

Annual

Performance

Plan

Medium-term Goals

& Objectives

Implementation

External Profile

Performance

Environment

Strategic

Formulation

Internal Profile

Organisational

Environment

Annual Objectives

&

Performance Measures

Strategic

Implementation

Strategic Control

37

Implementing the Strategic Direction through

the APP & Annual Operational Plans

Strategic

Direction:

NDP, MTSF,

Strategic Plan

Annual

Performance

Plan:

Objectives,

Performance

Indicators &

Targets

Divisional /

Provincial

Annual

Operational

Plans

Cluster

Annual

Operational

Plans

Station

Annual

Operational

Plans

IMPLEMENTATION

MONITORING & EVALUATION

38

Cascading Operational Plans - Linking Medium-term

Objectives to Strategic, Annual, Operational & Tactical Plans

SAPS Strategic

Plan 2014 to 2019

Medium-Term

Strategic Framework

/ JCPS Agreement

SAPS APP 2017/18

Provincial AOP

2017/18

Cluster AOP

2017/18

Tactical Plan

Commander : Visible

Policing

Outcome 3: All People in South Africa ARE & FEEL safe / Sub-Outcome

3: Reduce levels of contact crimes.

Strategic Objective: To discourage all crimes by providing a proactive &

responsive policing service that will reduce the levels of serious crimes,

including contact crimes, by 2% per annum.

Objective Statement: Reduce the levels of serious crime,

including contact crime, by 3.14%

Key Action: Analyse reported serious crime (notably contact

crime) within the province, & oversee interventions to address

identified crimes tendencies & high crime areas & factors

contributing to crime.

Key Action: Coordinating of interventions to prevent or

reduce serious crime (& contributing factors) in identified

high crime areas & across station boundaries.

Key Action: Plan, coordinate & execute cordon &

search operations in identified high-crime areas,

focusing on illicit drugs, illegal firearms & liquor

outlets.

Station AOP

2017/18

Key Action: Execution of preventive actions to prevent or

reduce serious crime in identified high crime areas as

informed by the Crime Threat Analysis (CTA).

Medium-Term Expenditure

Framework

3

Contents of the MTEF

2017 Estimates of National Expenditure (ENE).

Expenditure Trends & Spending Focus.

Summary of Budget Spending.

Budget Figures, Economic Classification &

Compensation Costs.

Programme Expenditure Estimates.

40

2017 Estimates of

National Expenditure

42

Spending Planning Documents

Estimates of National Expenditure, according to National Treasury

directives, referring to 2017/2018 amounts to be appropriated for

Vote 23: Police.

- Appropriate the expenditure allocation per programme; &

- Appropriate the expenditure allocation per economic classification.

Strategic Plan & APP, according to National Treasury’s framework,

referring to amongst other, resource aspects & an overview of the

2017 budget & estimates.

Estimates of National Expenditure contains, inter alia, a strategic

overview, expenditure estimates & expenditure trends.

Expenditure Trends &

Spending Focus

44

Budget – 2013/2014 to 2019/2020

68.872.5

72.580.9

87

92.7

98.9

0

10

20

30

40

50

60

70

80

90

100

2013/2014 2014/2015 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020

[Rand in billions]

Average annual increase

of 5.6% from 2013/2014

to 2016/2017

Average annual increase

of 6.9% from 2016/2017

to 2019/2020

Summary of Budget

Spending

46

Financial Programmes

PROGRAMMES REFLECT BROAD PURPOSES & FUNCTIONS ON WHICH FUNDS ARE

EXPENDED

(YEAR-ON-YEAR INCREASES)

Main Programmes

R million

2016/17

Revised

Estimate

Rm

2017/18

Estimate

Rm

%

Increase

2018/19

Estimate

Rm

%

Increase

2019/20

Estimate

Rm

%

Increase

Administration 17 383 18 636 7.2% 19 782 6.1% 21 145 6.9%

Visible Policing 40 866 44 100 7.9% 47 121 6.9% 50 115 6.4%

Detective Service 16 772 17 935 6.9% 19 078 6.4% 20 434 7.1%

Crime Intelligence 3 355 3 546 5.7% 3 766 6.2% 4 047 7.5%

Protection &

Security Services2 609 2 808 7.6% 2 994 6.6% 3 205 7.1%

Total 80 985 87 025 7.5% 92 741 6.6% 98 946 6.7%

47

The spending focus over the medium-term includes:

- Sustain actual personnel numbers.

- Professionalising the SAPS through skills development.

- Continued strengthening of the CJS revamp & modernisation programme to

ensure a single, coordinated management of criminal justice & performance,

focusing on funding for Forensic Science Services & broader Detective Service in

SAPS to enhance crime investigations.

- Provision for equipment & training for detectives to enhance the process of

investigation of crime.

- Upgrading of network & hosting services.

- Sustain DPCI baseline allocation.

Spending Policy Direction 2017/2018 (1)

48

- Investment in capital equipment consisting of machinery & equipment

but essentially vehicles & critical items.

- Purchasing of critical equipment such as bullet resistant vests, firearms,

ammunition, clothing, mobile police stations.

- Strengthening the resource capacity of Public Order Policing Units in

order to police incidents of public disorder

- Maintaining a capacity that allows for interventions through internal &

external deployments.

- Community Outreach Programmes; Imbizos, Community-based

Recruitment Programmes & Anti-Crime Strategy.

- Enhanced service delivery & responsiveness.

Spending Policy Direction 2017/2018 (2)

Budget Figures,

Economic Classification

& Compensation Costs

50

Budget 2017/2018

76.1%

18.6%

1.2% 4.1%

Economic classification weight % - 2017/2018

Compensation

Goods & Services

Tranfer Payments

Capital Payments

51

Economic Classification

ITEMS REPRESENT GOODS & SERVICES TO PURSUE PURPOSES & FUNCTIONS (YEAR-ON-YEAR INCREASES)

SCOA

Items

R million

2016/17

Revised

Estimate

Rm

2017/18

Estimate

Rm

%

Increase

2018/19

Estimate

Rm

%

Increase

2019/20

Estimate

Rm

%

Increase

Current payments

-Compensation of

employees

-Goods & Services

77 152

62 038

15 114

82 388

66 197

16 191

6.8%

6.7%

7.1%

87 724

70 655

17 068

6.5%

6.8%

5.4%

94 067

76 025

18 042

7.2%

7.6%

5.7%

Transfers &

subsidies993 1 037 4.4% 1 099 6.0% 1 167 6.2%

Payments for

capital assets

-Buildings & fixed

structures

-Machinery &

equipment

-Biological assets

2 839

874

1 957

8

3 600

892

2 696

12

26.8%

2.0%

37.8%

51.9%

3 918

925

2 987

6

8.8%

3.7%

10.8%

(47.2%)

3 712

959

2 747

7

(5.3%)

3.7%

(8.0%)

5.6%

TOTAL 80 985 87 025 7.5% 92 741 6.6% 98 946 6.7%

52

Compensation Budget

ITEM2017/2018

R MILLION

Wage bill (Salary, pension, bonus, cost of living,

enlistments, scarce skills etc.)53 266

Allowances (service allowance, night shift

allowance, public holiday, Sunday work, etc.)1 853

Overtime 541

Rental & housing allowance 2 800

Medical schemes 7 737

Total 66 197

53

Departmental spending over the medium-term will be in relation to the core

programmes with Visible Policing more than 50% weight of the total Vote in 2017/2018.

Compensation of employees will remain the largest driver of spending, constituting 76%

of the total budget for 2017/2018 providing for remuneration costs & personnel numbers

over the period.

- 193 431 from 2017/2018 onwards, with further reductions as to achieve a funded fixed

establishment of approximately 191 431 by the end of March 2020.

This is the outcome of the announcement by the Ministers of Finance & Public Service

& Administration to manage personnel expenditure & develop tools to assist

departments to reduce personnel numbers over the medium-term.

Operational expenditure including goods & services, transfer payments & payments for

capital assets total 24% of the total budget in 2017/2018.

The growth rate for the Vote from 2016/2017 to 2017/2018 is 7.5%.

Notes of a General Nature

Programme

Expenditure Estimates

55

Programme 1: Administration Expenditure

EstimatesSUB-PROGRAMMES

Ministry

Management

Corporate Services

Civilian Secretariat

TOTAL

2016/2017

R million

73

72

17 127

111

17 383

2017/2018

R million

63

77

18 372

125

18 636

Purpose: Develop departmental policy & manage the department, including providing

administrative support.

Civilian Secretariat for Police as a designated department is reflected as a transfer

payment on the Vote: Police amounting to R125 million in 2017/2018.

Corporate Services consists inter alia of Human Resource Development (R2,230 billion),

Technology Management Services (R3,477 billion) & Supply Chain Management (R3,911

billion) of which R891 million is for Capital Works, Human Resource Management (R1,381

billion), Financial Services (R959 million) & Corporate Support (R1,266 billion) etc.

Significant funding levels especially for the CJS Revamp initiative (R0,876 billion) for the IT

portion vesting under Programme 3: Detective Service, Integrated Justice System (IJS)

projects (R282,7 million) & hosting / network infrastructure upgrades within the TMS

environment.

56

Programme 2: Visible Policing Expenditure

EstimatesSUB-PROGRAMMES

Crime Prevention

Border Security

Specialized Interventions

Facilities

TOTAL

2016/2017

R million

31 990

1 819

3 357

3 700

40 866

2017/2018

R million

34 351

1 962

3 874

3 913

44 100

Purpose: Enable police stations to institute & preserve safety & security, provide for

specialised interventions & the policing of South Africa’s borders.

Biggest programme in the Department (50.7% of the total budget allocation).

Includes Crime Prevention (R29,5 billion), Rail Police (R1,045 billion), K9 Units (R784

million), Mounted Police (R117 million), Youth, Children & Gender Based Violence (R46

million), Flying Squad (R1,080 billion), Detained Persons (R296 million) etc.

Border Security including Ports of Entry (R1,962 billion).

Specialized Interventions include Special Task Force (R72 million), National Intervention

Units (R226 million), Tactical Response Teams (R309 million) & Public Order Policing (R2,183

billion).

Facilities to provide for municipal services (R1,101 billion), leases (R1,451 billion) &

accommodation charges (R1,361 billion).

57

Programme 3: Detective Service Expenditure

Estimates

Purpose: Enable the investigative work of the SAPS, including providing support to

investigators in terms of forensic evidence & the Criminal Record Centre.

Crime Investigations include Crime Detection (R9,443 billion), Vehicle Theft Units (R488

million), Stock Theft Units (R533 million) & Family Violence & Child Protection Units

(R947 million).

Continued focus on Forensic Science Services also taking into account new legislation.

CJS Revamp initiatives (operational portion) will also strongly promote further capacity

enhancement at Forensics & Criminal Record Centre (R671,1 m), training & general

detective capacity (R106,8 m) & IT (R876,2 m).

Specialised Investigations (DPCI) there has been significant resourcing of the DPCI,

particularly from 2012/2013. Effective from 2016/2017, the National Treasury has

allocated this section the budget specifically & exclusively for this purpose.

SUB-PROGRAMMES

Crime Investigations

Criminal Record Centre

Forensic Science Laboratory

Specialised Investigations

TOTAL

2016/2017

R million

11 175

2 269

1 897

1 431

16 772

2017/2018

R million

11 992

2 442

1 972

1 529

17 935

58

Programme 4: Crime Intelligence Expenditure

Estimates

Purpose: Manage crime intelligence & analyze crime information, & provide technical

support for investigations & crime prevention operations.

Compensation payments are usually the largest portion.

Operational costs are primarily fuel, fleet maintenance, travel & subsistence as generated

by personnel.

Please note that the Secret Service Account is not part of Vote 23: Police.

SUB-PROGRAMMES

Crime Intelligence Operations

Intelligence & Information

Management

TOTAL

2016/2017

R million

1 370

1 985

3 355

2017/2018

R million

1 441

2 105

3 546

59

Programme 5: Protection & Security Services

Expenditure Estimates

SUB-PROGRAMMES

VIP Protection Services

Static Security

Government Security Regulator

Operational Support

TOTAL

2016/2017

R million

1 275

956

124

254

2 609

2017/2018

R million

1 407

998

133

270

2 808

Purpose: Provide a protection & security service to all identified dignitaries & governmentinterests.

VIP Protection Services provides for the protection of the president, deputy president,

former presidents, their spouses, & other identified dignitaries while in transit.

Static & mobile security provides for the protection of other local & foreign dignitaries &

the places in which all dignitaries, including persons related to the president & the

deputy president, are present.

Compensation is a prominent element for all protection/security functions with significant

overtime costs. Travel & subsistence costs are also prominent.

Strategic Objectives & Annual

Performance Plan 2017/2018

4

Strategic Objectives

To regulate the overall management of the Department & provide

centralised support services.Administration

To discourage all crimes by providing a proactive & responsive policing

service that will reduce the levels of priority crime.Visible Policing

To contribute to the successful prosecution of offenders by

investigating, gathering & analysing evidence.Detective Service

To gather crime intelligence in support of the prevention, combating &

investigation of crime.

To collate, evaluate, analyse, coordinate & disseminate intelligence for

the purpose of tactical, operational & strategic utilisation.

To supply intelligence products relating to national strategic intelligence

to NICOC.

To institute counter-intelligence measures within the SAPS.

To prevent & fight crimes through enhanced international cooperation &

innovation on police & security matters.

Crime Intelligence

Minimise security violations by protecting foreign & local prominent

people & securing strategic interests.

Protection &

Security Services

1

2

3

4

5

61

Programme 1: Administration

Program 2 Program 3Program 1:

AdministrationProgram 4 Program 5

Sub-programme: Corporate Services

Sub-programme: Civilian Secretariat

Purpose: Develop policy & manage the Department, including administrative

support

Sub-programme: Management

63


ALL FINANCIAL PROGRAMMES

64

Overall Programme Performance: All


Quarter 1 Quarter 2 Quarter 3

Target Achieved 77 82 75

Target Not Achieved 31 26 35

Not Assessed 2 2 0

7782

75

3126

35

2 2 00

10

20

30

40

50

60

70

80

90

Perf

orm

an

ce L

evel

Audited National Performance

20 20

18

6 6

8

0

5

10

15

20

25



Achieved Not Achieved Not Assessed

Areas of Under-Performance

• Maintaining of workforce at 98%

(96.76%)

• Employment of people with disabilities

– 2 % (1.15%)

• 90% of disciplinary cases finalised

within 60 calendar days (87.19%)

• 100% of official SAPS firearms dot

peen marked (98.46%)

• 80% (217) of planned capital assets

(4.38%)

• 80% (448) of planned maintenance

projects (5.52%)

• 95% of identified Information

Communication Technology (ICT)

Infrastructure sites modernised,

implemented & maintained (65%)

PROGRAMME 1: ADMINISTRATION

65

Overall Programme Performance:

Programme 1 - Administration

Establish an adequate

human resource capability

Maintain a minimum

workforce of 98%

Transform &

professionalise the Service

Maintain 96,5% of

learners declared

competent

90% of disciplinary

cases finalised within

60 calendar days

Improvement of

Infrastructure

development & public

access to policing services

80% of planned police

projects completed

80% of planned

maintenance

completed

Strategic Objective: To regulate the overall management of the Department & provide centralised support services.

66

Programme 1: Administration (1)Strategic Objective & Annual Targets

Improvement of requisite

resources to sustain

quality service delivery on

strategic priorities

Maintain a ratio of

4.51:1 personnel to

vehicles

Enhancing Information

Systems & Information &

Communication

Technology to support the

business objectives

95% ICT Infrastructure

sites modernised,

implemented and

maintained

80% IS Solutions

developed, implemented

& maintained

80% of IS/ICT governance

approved, implemented

& improved

Sound financial

management

99% of invoices paid

within 30 days


67


Inculcate a culture of uncompromising compliance &

performance management

50% reduction in repeat findings by external auditors


68


Establish an adequate

human resource

capability

90% of vacant funded

posts to be filled within

six months from date of

advertisement

65% finalised service

terminations submitted to

GPAA within 60 working

days from date of exit

2% personnel with

disabilities employed

in relation to

workforce

Transform &

professionalise the

Service

92% of operational personnel

declared competent legal

principles % handgun

Increase by 10% to 936

internships undertaken

100% of IPID

recommendations initiated ,

30 calendar days of receipt

90% of IPID disciplinary cases

finalised, 60 calendar days

Improvement of

infrastructure

development & public

access to policing

services

14 planned police

facility projects

completed as per the

SAPS Infrastructure

Development Plan

3 devolved police

stations for repairs &

renovations


69

Programme 1: Administration (4)Programme Performance Indicators & Annual Targets

Improvement of requisite resources

to sustain quality service delivery on

strategic priorities

85% operational vehicles available

for policing

100% of 3 000 firearms & 15 132

bullet-resistant vests to be

distributed in relation to the

demand

Inculcate a culture of

uncompromising compliance &

performance management

250 audits completed in

terms of the approved

internal audit plan

270 approved

management

interventions executed


70

Programme 1: Administration (5)Programme Performance Indicators & Annual Targets

Performance Indicators Removed

Programme 1: Administration

Performance Indicators RemovedProgramme 1: Administration (1)

The following indicators were removed from Programme 1

NO PERFORMANCE INDICATOR

1 Percentage of firearms dot peen marked

2 Average acceptable rate of unscheduled absence (sick & incapacity leave)

3Percentage operational employees debriefed subsequent to attending a crime scene

& operations in relation to requests received & incidents reported

4Percentage apportioned operational budget allocations in terms of baseline amounts

to cost centres

5The finalisation rate of complaints against the Service in terms of Standing Order

(General) 101.

6 Percentage of planned inspections completed.

7Percentage of planned police facility projects completed as per the SAPS

Infrastructure Development Plan in respect of: Leases

72

Programme 2: Visible Policing


Visible PolicingProgram 4 Program 5

Purpose: To enable Police Stations to institute & preserve safety & security, &

provide for specialised interventions & policing of South Africa’s borders.

Sub-programmes: Specialised Interventions

Sub-programmes: Crime Prevention

Sub-programmes: Border Security

74


26 26

22

9 9

13

0

5

10

15

20

25

30





• Crime reducing but not achieving targets,

specifically TRIO Crimes.

• Reduce the number of SAPS-owned

firearms stolen/lost by 5% to 705 (555).

• Increase the number of SAPS-owned

firearms recovered by 10% to 117 (42).

• Cannabis: Increase by 5% to 319 200kg

(140 556kg).

• Increase the number of vehicles recovered

by 1% to 36548 (21659).

• Cocaine: Increase by 5% to 142,504kg

(76kg).

• Increase liquor confiscation by 3% to 1

587 222,360l (899 103l).

• Escapes not exceeding 0,048% (0,063%)

• 90% of firearm applications finalised

within 90 working days (31.46%).

• 100% of school safety programmes

implemented at identified schools

(56.93%).

PROGRAMME 2: VISIBLE POLICING

75



Contribute to the reduction of

serious crime

Reduce serious crime by 3.14%

Reduce contact crime by 3.14%

Reduce crime against women by 8.16%

Contribute to the reduction of

serious crime

Reduce crime against children by 2.00%

Reduce contact-related crime by 3.13%

Reduce property-related crime by 3.14%

Reduce other serious crime by

3.14%

76

Programme 2: Visible Policing (1)Strategic Objective & Annual Targets

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

Quality service delivery

& responsiveness

100% of police

stations rendering a

victim-friendly service

Enhancing partnership

policing

99% of police stations

have functional CPFs

as per the set

guidelines

Effective border

security management

100% of crime-

related hits reacted to

as a result of the

Movement Control

System & Enhanced

Movement Control

System screening on

wanted

persons/circulated

stolen or robbed

vehicles


77


Police incidents of

public disorder &

crowd management

100% of crowd

management

incidents policed or

stabilised

Police incidents of a

security nature which

are not deemed to be

“normal crime”

100% police incidents

of a security nature

which are not

deemed to be

“normal crime”

stabilised

Safeguarding of

valuable and/or

dangerous cargo

100% protection

provided without

security breaches


78


Contribute to the

reduction of serious crime

Increase the number of

crimes reported for

unlawful possession &

dealing in drugs by

29,28%


stolen, lost illegal firearms

recovered by 1% (5 297)

Reduce the number of

SAPS-owned firearms

reported as stolen/lost by

5%

Contribute to the

reduction of serious crime


identifiable stolen/lost

SAPS firearms recovered

by 10% 129

Maintain the number of

stolen/robbed vehicles

recovered to 36 548

Percentage of escapees

from police custody not

to exceed 0.061% of

arrested & charged

persons

Quality service delivery &

responsiveness

90% of firearm license

applications finalised

within 90 working days

Average national police

reaction time to Alpha,

Bravo & Charlie

complaints: Alpha –

19.05, Bravo – 24.33,

Charlie – 21.45


79Programme Performance Indicators & Annual Targets

Programme 2: Visible Policing (4)

Enhancing partnership

policing

95% of identified police

stations where sector policing

has been implemented

888 identified police stations

to implement the set criteria

of the Rural Safety Strategy

65 community outreach

campaigns conducted

100% of school safety

programmes implemented at

1 250 identified schools

Effective border security

management

100% of profiled

vehicles / containers

& cargo consignment

searched

Police incidents of a

security nature which are

not deemed to be

“normal” crime

100% of medium to

high-risk incidents

responded by NIU &

STF




Police incidents of public disorder &

crowd management

100% of unrest crowd management

incidents stabilised

Safeguarding of valuable and/or

dangerous cargo

100% of safe deliveries of valuable

and/or dangerous cargo in relation to

the number of cargo protection

provided




Performance Indicators RemovedProgramme 2: Visible Policing (1)

The following indicators were removed from Programme 2


1 Number of stolen/lost firearms, owned by other government departments, recovered

2

Quantity of illicit drugs confiscated as a result of police actions

• Cannabis

• Mandrax tablets

• Cocaine

• Heroin

• Crystal meth

3 Volume of liquor confiscated as result of police actions

4Percentage of medium to high-risk incidents stabilised in relation to requests received

– Public Order Police Unit

83

Programme 3: Detective Service


Detective ServicesProgram 4 Program 5

Sub-programmes: Forensic Science Laboratory

Sub-programmes: Specialised Investigation

Purpose: Enable the investigative work of the SAPS, including providing support

to investigators in terms of forensic evidence & the Criminal Record Centre

Sub-programmes: Crime Investigation

Sub-programmes: Criminal Record Centre

85


20

23 23

12

9

11

2 2

00

5

10

15

20

25





• Detection rate for different categories

of crime

• 43% of registered organised crime

projects successfully terminated

(22.58%)

• 30 serious corruption related trial-

ready case dockets where officials are

involved including procurement fraud &

corruption (24)

• 93% of routine case exhibits (entries)

processed within 28 working days

(78.31%)

• 76% of non-routine case exhibits

(entries) processed within 75 working

days (75.74%)

PROGRAMME 3: DETECTIVE SERVICE

86


Programme 3: Detective Service

Effective investigation of

serious crime

Ensure detection rate of 37% for serious

crime

Ensure conviction rate of 88% for serious crime

Address serious corruption

where officials are

involved in procurement

fraud & corruption-related

cases

Process 60% of trial-ready case dockets

for fraud & corruption by

individuals within the JCPS cluster

Specialised investigation

of serious commercial

crime-related charges

Ensure detection rate of 80% for serious commercial crime-

related charges

Process 53% of trial-ready case dockets

for serious commercial crime-

related charges

Strategic Objective: To contribute to the successful prosecution of offenders by investigating & analysing evidence.

87

Programme 3: Detective Service (1)Strategic Objective & Annual Targets

Specialised

investigation of serious

organised crime

43% of registered serious organised crime

project investigations successful terminated

Address serious

corruption in the

private & public sector

Process 18 of serious corruption related trial-

ready case dockets where officials are

involve

Investigation of

cybercrime-related

cases

Ensure detection rate of 34% for cybercrime-

related cases


88


Improve the processing of

fingerprint searches &

maintenance of criminal

records

95% original previous conviction reports

generated within 15 calendar days

Enhance the processing of

Forensic Evidence case

exhibits (entries)

Backlog not exceeding 10% of case exhibits

(entries) received

Enhance the processing of

Forensic intelligence case

exhibits (entries)

95% of Ballistics (IBIS) intelligence case exhibits (entries)

finalised within 28 working days

70% of DNA intelligence case exhibits (entries) processed within 63

working days


89



serious crimes

Ensure detection rate of

55% for contact crime

Ensure conviction rate of

81% for contact crime


75% for crimes

committed against

women 18 years & above


serious crimes


83% for crimes

committed against

women 18 years & above


70% for crimes

committed against

children under 18 years


78% for crimes

committed against

children under 18 years


serious crimes


47.10% for contact-

related crime


87% for contact-related

crime


14% for property-related

crimes


88% for property-related

crimes

Strategic Objective: To contribute to the successful prosecution of offenders by investigating, gathering & analysing evidence.

90Performance Indicators & Annual Targets

Programme 3: Detective Service (4)

Effective investigation

of serious crimes

Ensure detection rate

of 36% for other

serious crime

Ensure conviction rate

of 88% for other

serious crime

Effective investigation

of serious crimes

Ensure detection rate

of 99% for crimes

dependent on police

action for detection

Ensure conviction rate

of 98% for crimes

dependent on police

action for detection

Specialised

investigation of serious

organised crime

100% of the 20

identified clandestine

laboratories

dismantled




Improve the processing of

fingerprints searches & maintenance

of criminal records

95% of results of trial updated

within 20 c/days in respect of

Guilty & Not Guilty verdicts

Enhance the processing of Forensic

Evidence case exhibits (entries)

75% of routine case exhibits

(entries) processed within 28

working days

70% of non-routine case exhibits

(entries) processed within 75

working days





Programme 3:Detective Service

Performance Indicators RemovedProgramme 3: Detective Service (1)

The following indicators were removed from Programme 3:


1 Percentage of trial-ready case dockets for serious crime

2 Percentage of trial-ready case dockets for contact crime

3Percentage of trial-ready case dockets for crime dependent on police action for

detection

4Percentage of trial-ready case dockets for crime against women 18years & above

(murder, attempted murder, all sexual offences, common assault & assault GHB)

5Percentage of trial-ready case dockets for crime against children under 18 years

(murder, attempted murder, all sexual offences, common assault & assault GHB)

6Detection, conviction & trial-ready case dockets for criminal conduct in public

protests

7 Value of amount involved in procurement fraud & corruption-related cases

94

Performance Indicators RemovedProgramme 3: Detective Service (2)

The following indicators were removed from Programme 3: continues


8 Percentage of cross-border operations conducted in relation to requests received

9 Percentage arrests of identified transnational crime suspects facilitated

10 Percentage of INTERPOL case files finalised

95

Programme 4: Crime Intelligence


Crime IntelligenceProgram 3 Program 5

Purpose: Manage crime intelligence & analyse crime information, & provide

technical support for investigators & crime prevention operations.

Sub-programmes: Crime Intelligence Operations

Sub-programmes: Intelligence & information Management

97


6 6

7

2 2

1

0 0 00

1

2

3

4

5

6

7

8





• 60% of employees vetted (37.15%)

PROGRAMME 4: CRIME INTELLIGENCE

98



Conduct intelligence

operations to address

prioritised crime threats

Conduct 876 network operations to address priority crime treats

Provide intelligence

products in support of

pro-active SAPS

operations

Provide 36 200 intelligence products in support of pro-active

SAPS operations

Provide intelligence

products in support of

reactive operations

Provide 239 700 intelligence products in

support of reactive operations

Strategic Objective: To gather crime intelligence in support of the prevention, combating & investigation of crime.

99

Programme 4: Crime Intelligence (1)Strategic Objective & Annual Targets

Provide strategic

intelligence products to

NICOC

Provide 22 strategic intelligence reports

Conduct security

assessments

Ensure vetting for 1 154 personnel

100% of ICT security assessments

100% of physical security assessments

Promote mutual assistance &

cooperation between the SAPS

& other National &

International Law Enforcement

Agencies to reduce

transnational crime

Facilitate 100% of cross-border operations

Facilitate 100% of arrests of identified transnational

crime suspects

4 global threat assessment reports

generated

4 persons of interest reports generated


100

Programme 4: Crime Intelligence (2)Strategic Objective & Annual Targets

Provide intelligence reports in

support of pro-active SAPS

operations

14 480 threat & risk assessment

reports generated for pro-active

policing operations

21 720 of early warning reports

generated for pro-active policing

operations

100% of pro-active intelligence

reports operationalised

Provide intelligence reports in

support of reactive SAPS operations

98 277 profiles generated for

reactive SAPS operations

141 423 intelligence analysis

reports generated for reactive

SAPS operations

100% of reactive intelligence

reports operationalised

Strategic Objective: To collate, evaluate, analyse, coordinate & disseminate intelligence for the purpose of tactical, operational & strategic utilisation.

101

Programme 4: Crime Intelligence (4)Performance Indicators & Annual Targets

Performance Indicators RemovedProgramme 4: Crime Intelligence (1)

The following indicators were removed from Programme 4.


1. Number of enquiries conducted

2. Number of tactical operations conducted

103

Program 1 Program 2

Program 5:

Protection &

Security ServicesProgram 4Program 3

Purpose: Provide protection & security services to all identified dignitaries &

government interests.

Sub-programme: Government Security Regulator

Sub-programmes: VIP Protection

Sub-programme: Static Protection

105


Sub-programme: Physical Security Compliance

5

7

6

2

0

1

0 0 00

1

2

3

4

5

6

7

8


Audited National

Performance



• 100% National Key Points evaluated

(194) (82.47%)

PROGRAMME 5: PROTECTION & SECURITY SERVICES

106



Provision of in-transit

& static protection

100% in-transit protection provided by

PSS without security breaches

100% in-transit protection provided by

PPS without security breaches

Provision of in-transit

& static protection

100% static protection provided by PSS without security

breaches

100% static protection provided by PPS without security

breaches

Regulation of physical

security in identified

government buildings &

strategic installations

49.0% Strategic

Installations audited by

PSS (125 from a total

255)

100% NKPs evaluated by PSS (196)

100% NKPs evaluated by PPS (11)


107

Programme 5: Protection & Security Services (1)

Strategic Objective & Annual Targets

Thank You