Independent Police Investigative Directorate (IPID)

Briefing to the Select Committee on IPID’s Budget 2016/17 and Annual Performance Plan (2016/17) Independent Police Investigative Directorate (IPID) Date: 13 April 2016 Venue: V475 Time: 14h00- 17h00

Presentation Outline • Strategic Overview by the Acting Executive Director • 2016 Medium Term Expenditure Framework (MTEF) Budget Allocation • Planned Budget Programme Performance (2016/17): • 3.1 Programme 1 – Administration • 3.2 Programme 2 – Investigation and • Information Management • 3.3 Programme 3 – Legal Services • 3.4 Programme 4 – Compliance Monitoring and Stakeholder Management • Status Report on IPID Recommendations: 2015/16 • Status Report on Vacancy Rate in Provinces as at 31 March 2016 • Notable achievements and challenges at provincial level • 7. Conclusion

1. Strategic Overview by The Acting Executive Director (1) • The department remains committed to implementing the results-based management • approach to Organisational performance that was adopted in 2012/13. • The alignment of the department’s strategic and annual performance plan (2016/17) further gives effect to the results-based management approach. • In line with driving towards achievement of outcomes, the strategic goals and • objectives of the department are linked to Outcomes 3 and 12 of the Medium Term • Strategic Framework (2015-2019) . As such, this necessitated the department to adjust • some of its strategic objectives as reflected in Annexure A of the tabled APP (2016/17). • (d) The department’s key priorities over the medium term remains “to strengthen the • investigative capacity” including improving the quality of training for investigators and • the guidelines, systems and procedures used for investigation and reporting; capacitating • the NSIT units at provincial level; and the implementation of Section 23 of IPID Act. The • department will further conduct research studies on factors underlying the high intake of • assault cases while at the same time ensure that awareness trainings (SAPS station • lectures). • The department’s fiscal envelope has been greatly affected by budget reprioritisation as a • result of the student protests that took place in 2015/16. As a result, the department • continues to have unfunded mandates that are not accommodated by the MTEF allocation • and these include: Implementation of Marikana Recommendations, funding of the ICT • infrastructure and IPID Expansion Strategy, among other things.

2. 2016 Medium Term Expenditure Framework (MTEF) Budget • Allocation • Index: • 2.1 2016 MTEF Budget Key Priority Areas • 2.2 IPID ENE Key Performance Indicators • 2.3 2016 MTEF Budget Allocation summary • 2.4 Budget Programme Structure (2016/17) • 2.6 Budget Allocation per Economic Classification (2016/17) • 2.7 Budget Allocations comparison: 2015 and 2016 • 2.8 Budget Allocation per Province (2016/17) • 2.9 Feedback of engagement with National Treasury • 2.10 PID’s unfunded mandate : Priorities not funded in the Reprioritised 2016 MTEF • Budget Allocation

2.1 2016 MTEF Budget Key Priority Areas • Investigative Capacity: The spending over medium term will continue to strengthen the department’s investigative capacity in order to conduct successful and high quality investigations. • (b) Awareness training for police officials on key provisions of the Independent Police • Investigative Directorate Act (2011): The department will educate police officials at all police • stations on key provisions of the Independent Police Investigative Directorate Act (2011). • (c) Personnel capacity and relevant expertise : As the nature of the department’s work is labour • intensive, 71.8% of the directorate’s medium term budget goes to Compensation of • employees, with the core service delivery programme, Investigation and Information • Management, receiving the bulk of this budget.

2.2 IPID ENE Key Performance Indicators

2.3 2016 MTEF Budget Allocation Summary Budgetary baseline allocations to the IPID for the Medium Term Expenditure Framework: 2016-2018

2.4. Budget Programme Performance (2016/17) • The department has four budget programmes: • (i) Programme 1: Administration • (ii) Programme 2: Investigations and Information Management • (iii) Programme 3: Legal Services • (iv) Programme 4: Compliance Monitoring and Stakeholder Management • Plans at mid-term budget adjustments include reallocation of activities of Programme 3 (Legal Services) to Programme 1: Administrationto form part of support services to the core business (Programme 2: Investigations and Information Management) based on the evaluation of the programme’s performance. • No major adjustments to the Strategic Plan (2015-2020) that was tabled in March 2015, except for minor adjustments to the strategic objectives as reflected in Annexure A of the Annual Performance Plans (2016/17) (please refer to p.46-48 of the APP). • The attachment of Annexure A to the APP (2016/17) is in line with the National Treasury requirements contained in the Framework for Strategic and Annual Performance Plans (2010).

2.5 2016 MTEF Budget Allocation per Programme (1)

2.6 2016 MTEF Budget Allocation per Economic Classification

2.6 Comparison of Budget Allocation per Programme: 2015/16 and 2016/17

2.7 Programme 2: 2016/17 Budget Allocation per Province

2.8 Comparison of Budget Allocation per Programme: 2015/16 and 2016/17

2.9 Feedback on Engagement with National Treasury: 2016 MTEF Budget

2.10 Priorities not funded in the Reprioritised 2016 MTEF Budget • Allocation • The implementation of the IPID Expansion Strategy to accommodate additional • regional and District Offices; • (b) The implementation of Marikana Commission report recommendations which • will require multidisciplinary investigation; • The procurement of access control and biometrics for all district offices in order • to comply with the minimum information security standards (MISS); • Capacitation of the Directorate executive management in line with the proposal made by other entities within the ministry of police/security cluster; • Replacement of information communication technology (ICT) infrastructure and • equipment due to the warranty expiry.

3.1 PROGRAMME 1: ADMINISTRATION Presented By Mr Takalani Nemusimbori Acting Programme Manager: Administration

3.1.1 Programme 1and sub-programmes • Purpose: Provide for overall management of the IPID and support services including strategic support to the department. The programme consists of the following components: • (i) Departmental Management • Executive Support • Corporate Governance • Strategy and Performance Monitoring • Integrity Management • Security Management • (ii) Internal Audit • (iii) Finance Services • Office of the Chief Financial Officer • Finance • Supply Chain and Asset Management • (iv) Corporate Services • Human Resource Management and Development • Information and Communication Technology • Auxiliary Services • (v) Office Accommodation

3.1.2 Programme 1: Strategic Objectives (Strategic Plan 2015-2020) • The following table outlines the adjusted strategic objectives for the budget year and over the MTEF period for each strategic objective specified for this programme in the Strategic Plan.

3.1.3 Programme 1: Performance Indicators and Annual Targets (2016/17) • The following table presents programme performance indicators and annual targets that will be implemented towards the achievement of the strategic objectives and 5 year strategic targets:

3.1.4 Programme 1: Quarterly Targets (2016/17) • The quarterly breakdown of the annual targets is as follows:

3.2 PROGRAMME 2: INVESTIGATIONS AND INFORMATION MANAGEMENT Presented By Mr Tlou Kgomo Acting Programme Manager: Investigations and Information Management

3.2.1 Programme 2 and sub-programmes • Purpose: • (i) To strengthen the department’s oversight role over the police by conducting investigations • in line with the powers granted by the IPID Act No.1 of 2011; making appropriate • recommendations on investigations in the various investigation categories and submitting • feedback to complainants. • (ii) The programme will also enhance efficiency in case management and maintain a • relationship with other state security agencies such as South African Police Services • (SAPS), the National Prosecuting Authority (NPA), Civilian Secretariat for Police (CSP) and • community stakeholders through on-going national and provincial • engagement forums. • (b) The programme consists of the following sub-programmes/ components: • (i) Investigation Management • (ii) Investigation Services • (iii) Information Management

3.2.3 Programme 2: Performance Indicators and Annual Targets (2016/17) • The following table presents programme performance indicators and annual targets that will be implemented towards the achievement of the strategic objectives and 5 year strategic targets:

3.3 Programme 3: Legal Services Presented By Mr O Mocwaledi Acting Programme Manager: Legal Services

3.3.1 Programme 3 and sub-programmes • Purpose: • (i) To provide overall legal advice, guidance and support; manage the legal obligations and • ensure constitutional, legislative as well as regulatory compliance by the department. • (ii) The programme also provides support to the department as a whole and to investigators • in particular. • (b) The programme consists of the following sub-programmes/ components: • (i) Legal Support and Administration • (ii) Litigation Advisory Services • (iii) Investigation Advisory Services

3.4 Programme 4: Compliance Monitoring and Stakeholder Management Presented By Ms Mamodishe Molope Programme Manager: Compliance Monitoring and Stakeholder Management

3.4.1 Programme 4 and sub-programmes • Purpose: • (i) To safeguard the principles of cooperative governance and stakeholder management • through ongoing monitoring and evaluation of the quality of recommendations made to • the SAPS and MPS. • (ii) In addition, the programme also report on the police service’s compliance with reporting • obligations in terms of IPID Act No.1 of 2011. • (b) The programme consists of the following sub-programmes/ components: • (i) Compliance Monitoring • (ii) Stakeholder Management (Communication)

4. Status Report on IPID Recommendations: 2012/13 to 2015/16 (1) • The total number of recommendations referred to SAPS and NPA over the 4 year period (2012/13- 2015/16)is depicted in the graph below:

4. Status Report on IPID Recommendations: 2015/16 (2) • (b) In the period under review (2015/16), the department referred a total of • 1 752 of recommendations to SAPS and NPA of which only 57% (1 001) • were initiated while 43% (751) of the recommendations are still to be • responded to. • (c) A breakdown of the recommendations that have been referred to SAPS in • the period under review ( 1 April- 31 December 2015) is as follows:

4. Status Report on IPID Recommendations: 2015/16 (3) (d) A breakdown of the recommendations that have been referred to the NPA in the period under review (1 April 2015 – 28 February 2016) is as follows:

4. Status Report on IPID Recommendations: 2015/16 (4)

5. Status Report on Vacancy Rate in Provinces as at 01 April 2016 (1) • A high level summary of the vacancy status in provinces is as follows: 42

5. Status Report on Vacancy Rate in Provinces as at 01 April 2016 (2) • (c) As par to strengthening the newly established NSIT unit at provincial level, the following new posts have been added to the department’s organisational structure 43

6. Key Achievements and Challenges: Provinces 44

7. Conclusion • The majority of programme performance indicators remain the same with slight decrease in the planned targets due to the limited fiscus. • The implementation of interventions to improve performance in Programme 2 (Investigations and Information Management) will continue. This include eradicating the backlog cases. • The department will continue to engage National Treasury on the projected • budget shortfall. • Continuous monitoring of cost-containment measures to ensure that our • resources are directed towards the core functions of the department. • (e) Continuous engagement with our key stakeholders in executing our • mandate. • Engaging in education awareness with the objectives of professionalising the police services.

Independent Police Investigative Directorate (IPID)