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Vote 25: department of police

Vote 25: department of police. BRIEFING TO THE SELECT COMMITTEE ON SECURITY AND CONSTITUTIONAL DEVELOPMENT 20 April 2011. 1. Strategic direction informed by:. President - State of the Nation Address: 10 February 2011

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Vote 25: department of police

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  1. Vote 25: department of police BRIEFING TO THE SELECT COMMITTEE ON SECURITY AND CONSTITUTIONAL DEVELOPMENT 20 April 2011 1

  2. Strategic direction informed by: • President - State of the Nation Address: 10 February 2011 • “continue to improve capacity and effectiveness of the police in particular the detective services, forensic analysts and crime intelligence; we have increased visible policing and patrols in identified hotspots; proliferation of illegal and legal firearms; prioritise crimes against women and children; more energy in the fight against drug abuse and drug peddling; not tolerate tavern owners who sell alcohol to children; fight against corruption also continues” • Minister of Finance – Budget Speech: 23 February 2011 refers to phrases: • “…..increase in police personnel…… • ……upgrade of information technology….” • The strategic direction of the Department is directed by the President’s State of the Nation Address and takes into account: • The Medium-term Strategic Framework; • Government’s Programme of Action; and • The Criminal Justice System (CJS) Review • The strategic issues impacting on the Department are addressed inter alia by: • The Strategic Plan • The Estimate of National Expenditure • The Annual Performance Plan 2011 / 2012

  3. Strategic direction informed by: • Intensifying the fight against crime which is channeled towards one goal – “All people in South Africa are and feel safe”, resulted in the development of an outcome-based model and monitoring tool by the Presidency, together with the JCPS Cluster, which focus on: • Levels of overall contact and trio crimes; • Effectiveness and integration of the criminal justice system; • Corruption; • Crime perception management; • Effectiveness and integration of Border Management; • Securing the identity and status of citizens; and • Integration of Information Communication Technology systems and the development of an integrated cyber crime approach.

  4. Strategic priorities for 2011/2012 • Emanating from these strategic directive principles, the Department will focus on the following areas in 2011/2012: • Crime prevention • Reduction of crime levels, in particular trio crimes and crimes against woman and children; • Improving police response and the policing of incidents of public disorder; • Substance abuse as a contributing factor to the violent nature of crime; • Measurable increase in visibility through police actions; • Implementation of an intelligence-driven, integrated, crime prevention strategy; and • Reduction of illegal firearms. • Crime perception management • Mobilization of the community in the fight against crime; • Building a positive image of the SAPS; and • Implementation of the Victim Empowerment Programme. • Effectiveness and integration of border management • Contribute to effective border management and the establishment of a Border Management Agency.

  5. Strategic priorities for 2011/2012 • Focus in 2011/2012 continue: • Combating corruption • The prevention, detection and investigation of corruption in the SAPS; • Managing perceived and actual levels of corruption; and • Coordinated anti-corruption operations across the CJS. • Investigation of crime • Effective investigation of reported crime, with the focus on the detection and court-ready dockets rates; • Coordinated focus on apprehending and charging known criminals; • Further capacitating of the Detectives and DPCI; • Focus on national priority crimes, including serious economic crime, with the key consideration being the combating of cyber-crime and identity theft, corruption and organised crime; • Improving of the Criminal Justice System (CJS); • Establishment of specialised units to deal with priority crimes, particularly crimes against women and children and stock theft; • Intelligence utilization; and • Coordination of delivery of quality and professional services.

  6. Strategic priorities for 2011/2012 • Focus in 2011/2012 continue: • Support to the investigation of crime • Improve forensic services and fingerprints; • Improve the collection of evidence; • Improving procedures for the updating of records of offenders; • Further capacitating of the Criminal Records and Forensic Science Services; and • Enhanced processing of forensic and fingerprint evidence • Crime Intelligence • Provide actionable intelligence on crime priorities and to enable prosecutions; • Emphasised intelligence operations pertaining to serious crime including contact and trio crimes, syndicates involved in drug and people smuggling and human trafficking; • Capacitate crime intelligence; • Enhance the quality of threat assessments; • Improving targeted undercover operations through advanced covert methodology; and • Improve coordination between crime intelligence and operational Divisions.

  7. Strategic priorities for 2011/2012 • Focus in 2011/2012 continue: • Human Capital Development • Skills development through Training Provisioning Plan and retention of skills; • Focus recruitment of personnel through Human Resource Management Plan; • Health and wellness of employees; and • Transformation. • Budget and resource management • Improving infrastructure; • Building of new police stations / offices and the refurbishment of existing stations / offices; • Victim friendly facilities; • Enhancing asset management; and • Critical items, including vehicles and bullet-resistant vests. • Enhanced Information Systems and Information Communication Technology (IS/ICT) • Development of IS / ICT, including integration of systems across the Cluster; • Coordinated management of continuum of criminal justice and performance across the CJS; and • Implement Information and Communication Technology Plan.

  8. Strategic priorities for 2011/2012 • Linkages to other Plans and Strategies: • Human Resource Management Plan • Information and Communication Technology Plan • Anti-corruption Strategy • Risk Management Strategy • Service Delivery Improvement Programme • Rural Safety Strategy

  9. Allocations: Financial figures

  10. BUDGET – 2009/10 TO 2013/14 (WAY FORWARD) 7.4% 8.5% 14.6%

  11. Nominal growth from 2009/10 (R47,622 billion) to 2013/14 (R66,696 billion = R19,034 billion (39,9%) • Average annual nominal growth over the medium term from 2010/11 is expected to be 7,6% • Strong growth over time mainly reflects – • Employment of personnel • Conditions of service • Capital infrastructure • Technology modernisation BUDGET GROWTH – 2009/10 TO 2013/14

  12. New allocations (Over and above)

  13. ProgrammesProgrammes reflect broad purposes and functions on which funds are expended(Year-on-year increases) 13

  14. Economic classificationItems represent goods and services to pursue purposes and functions (Year-on-year increases) 14

  15. Compensation budget: Categories of expenditure (71% of allocation)

  16. PROGRAMME 1: ADMINISTRATION Purpose: Developpolicy the department, including providing administrative support. Strategic objective: To regulate the overall management of the Department and provide centralized support services. The Administration programme comprises the following four sub programmes: • Ministry • Management • Corporate Services • Property Management

  17. PROGRAMME 1: ADMINISTRATION

  18. PROGRAMME 1: ADMINISTRATION

  19. PROGRAMME 1: ADMINISTRATION

  20. PROGRAMME 1: ADMINISTRATION

  21. Expenditure estimates: Programme 1: Administration • Purpose: Develop departmental policy and manage the department, including providing administrative support • Management includes the provision for the Civilian Secretariat for Police • Corporate Services consists inter alia of Human Resource Development (R1,4 billion), Technology Management Services (R3,6 billion) and Supply Chain Management (R3,4 billion) of which R1,235 billion is for Capital Works, Personnel Services (R1,003 billion), Human Resource Utilization (R187 million) and Financial Services (R570 million), etc. • Intensified funding levels especially for the CJS Revamp initiative (R1,1 billion) , IJS projects (R281,6 million) and Hosting / Network infrastructure upgrades (R628 million) within the TMS environment and Office accommodation (R2,536 billion) within the property environment, etc.

  22. Establishment Targets - Projected vs Actual

  23. SAPS Enlistment Programme 2002 to 2014 • Since 2002/03 up to 2010/11 already 76 310 additional personnel appointed apart from 38 000 replacements as well (64,24% increase) • Appointment of new enlistments over the medium term period is planned to total ± 22 000 comprising of 7 620 in 2011/12, 6 750 in 2012/13 and 7 580 in 2013/14, also taking into account personnel losses • Growth from 2002/03 up to 2013/14 is anticipated to reflect 83 260 new personnel apart from ± 53 000 replacements as well (70 % increase) • Increase in stipends for entry level constables from R1600pm to R3175pm to attract and retain better quality applicants

  24. Overview of the SAPS Training Provisioning Plan 2011/2012

  25. Human Resource Development Priority provisioning • Detective Training • Detective training is divided into the following: • Basic course (two week preparatory / orientation course) • Resolving of Crime Course (duration one year) • Specialized Detective Courses • Short Interventions (e.g. Statement Taking, Interviewing and Interrogation, etc., to sharpen detectives skills from time to time) • Note: The 1 384 reduces the backlog of 4 845 untrained detectives. The remaining 3 461 will be addressed over the next two financial years Other priority provisions:Client / Customer Service Development: Learners – 7 831 / Victim Support: Learners – 3 820 / Violence Against Women and Children: Learners – 9 999

  26. Human Resource Development Special development projects 26

  27. Human Resource Development National coordinated programmes 27

  28. SCM Strategy – Bullet Resistant Vests (BRV’S) 28 • Uniquely Identifying BRV • A unique serial number allocated to Bulletproof Vests • Marked to improve identification, location and custodianship • Inspections are conducted to ensure that Bulletproof Vests are inventoried correctly ito item identification, condition, location etc • By means of inspections by Internal Audit, Auditor General and Performance Management, parade inspections, stocktaking and handing over of command • The marking of new Bulletproof Vests by manufactures will be implemented on1 April 2011 with the establishment of the new contract • Bulletproof Vests are certified bi-annually to ensure correctness of asset information

  29. Supply Chain ManagementNumber of BRV’s in SAPS vs Number of BRV’s marked 29

  30. SCM Strategy - Vehicles 30 • Suitability and Issuing criteria • Criteria developed to ensure issued vehicles fit the environment and function where it need to function i.e. LDV = rural areas • Different environments i.e. CSC different need vs Detective Services. • Different personnel/vehicle Ratios for different policing services (e.g. Detectives, CSC, Administration, K9 Units etc • Asset Register was enhanced for the optimization of vehicle purchasing and distribution. The asset register is continuously updated for all users and the data is verified • All SAPS vehicles are allocated in terms of the vehicle fleet asset register and terms of the pre-determined issuing criteria • Number personnel to vehicle Ratio 4.56:1 for 2010/2011

  31. Supply Chain ManagementCapital Works and Devolved funds (office accommodation) 31

  32. Principles: Devolvement of budgets from Public Works 32 • Full portfolio of funds devolved as from 2006/07 financial year • Maintenance and property rates • User charges (rental) system introduced • Planned maintenance to be performed by DPW for all non-functional accommodation • Payment: Quarterly invoices • Municipal services • SAPS opt to have DPW perform this function on their behalf – 5% management fee is charged • Payment: Cost recovery basis, monthly invoices • Property leases • Remain DPW responsibility • Payment: Quarterly invoices • Capital Works • DPW and SAPS to perform execution of projects • Payment: Cost recovery basis in respect of actual expenditure, monthly and expenditure against budget (own resources)

  33. IJS Programme Strategy Create / upgrade departmental system capacity to improve operational information flow. Thereafter transversal integration between departmental systems BACSA DHA LASA SAPS NPA DOJ&CD DCS DSD CRIME REPORT & ARREST INVESTIGATE PROSECUTE ADJUDICATE INCARCERATE RE-INTEGRATE Inmate Tracking CIR AFIS CRIM Child Protection Register Case Tracking CPS JDAS CAS RDOMS DSD Case Management SAPS BI/GIS DOJ MIS DCS BI/GIS NPA BI/GIS

  34. Integrated Justice System

  35. Integrated Justice System Notes: • Capability Acquisition dates subject to budget, ongoing resource availability (skills acquisition and retention) and tender process timescales • Multi-year deployment timeframes subject to annual budget approval cycles • Operational acceptance dependent on operational budget & resource capacity, not funded by IJS ring-fenced funding • The Requirements Specification column includes resource funding for the compilation of business requirement specifications, tender documentation preparation etc. • The Development column includes procurement of software, development resource cost and Programme Management resources • The Infrastructure column includes hardware and software requirements for the projects/programmes • The Maintenance column includes SITA SLA’s, third party SLA’s and the SAPS IJS and IJS Transversal Programme Management Office, SAPS Enterprise Architecture and Repository resources

  36. Technology Management Services: CJS Allocation 2011/2012 (R1,100,000)

  37. CJS Revamp • Note: • (*) Specialised laboratory equipment

  38. National Network Upgrade Program (NNUP) Plan 2011-2012

  39. Remaining Requirements for 2011-2012 SITA • Business agreement • Service level Agreements (SLA) • SAPS revised position • Consultants • Contract management • Payments • Radio Technical Services (TETRA): R 226,984,344

  40. PROGRAMME 2: VISIBLE POLICING Purpose: Enable police stations to institute and preserve safety and security, and provided for specialised interventions and the policing of South Africa’s borderlines. Strategic objective: To discourage all crimes by providing a proactive and responsive policing service that will reduce the levels of priority crimes. The Visible Policing programme comprises the following three sub programmes: • Crime Prevention • Border Security • Specialised Interventions

  41. PROGRAMME 2: VISIBLE POLICING

  42. PROGRAMME 2: VISIBLE POLICING

  43. PROGRAMME 2: VISIBLE POLICING

  44. PROGRAMME 2: VISIBLE POLICING

  45. PROGRAMME 2: VISIBLE POLICING

  46. Expenditure estimates: Programme 2: Visible Policing • Purpose: Enable police stations to institute and preserve safety and security, provide for specialised interventions and the policing of South Africa’s borders • Biggest programme in Department (Weight 42%) • Include visible policing personnel at stations • Increase mostly due to intensified funding levels for cost of living increases and additional personnel • Ports of Entry moved from Programme 5 to Border Security and Railway Policing from programme 5 to Crime Prevention above which also contribute to growth levels

  47. Crime Prevention • Reduce the number of reported serious crimes by implementing crime prevention operations focusing on: • Legal and illegal firearms • Illegal drugs • Stolen/robbed vehicles • Stolen / robbed / lost state firearms • Reduce the number of escapes from police custody. • Implement crime awareness and public education programmes • Implementation of the Rural Safety Strategy • Mobilization of the community through CPFs

  48. Crime Prevention continues… • Develop measures to enhance and sustain visibility • Improve command and control • Utilization of reservists to enhance visibility • Improve customer service at all police stations • All police stations to provide victim friendly services • Monitor the implementation of fraud and corruption strategies in the Visible Policing environment Sector policing • Implemented sector policing in 923 police stations • Enhance the implementation of sector policing in 2011/2012 • Conduct an impact assessment of sector policing

  49. Police Emergency Services • Enhancement of police emergency services Firearms, Liquor and Second Hand Goods Control • Administer and implement Second Hand Goods Act • Administer and implement the Liquor Act • Administer and implement the Firearm Control Act • Finalization of outstanding applications for firearm licenses

  50. Operational Response ServicesSpecialised Interventions • Specialised intervention capacity to enhance and compliment normal policing functions • Provide capacity and capability to ensure public order • In conjunction with Technology Management Services, provide modern information technology solutions at the borders

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