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CIVILIAN SECRETARIAT FOR POLICE. PRESENTATION TO THE PORTFOLIO COMMITTEE FOR POLICE: ANNUAL PERFORMANCE PLAN 24 APRIL 2013. VISION, MISSION AND STRATEGIC OVERVIEW. VISION : A transformed and accountable Police Service that reflects the values of our developmental State
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CIVILIAN SECRETARIATFOR POLICE PRESENTATION TO THE PORTFOLIO COMMITTEE FOR POLICE: ANNUAL PERFORMANCE PLAN 24 APRIL 2013
VISION, MISSION AND STRATEGIC OVERVIEW • VISION: A transformed and accountable Police Service that reflects the values of our developmental State • MISSION: To provide efficient and effective civilian oversight of the police and to enhance the role of the Minister of Police • STRATEGIC GOALS OF THE CSP: • Ensuring the Minister is well advised and supported by the CSP and a service-delivery orientated police service that is accountable • Quality and evidence based strategic research, policy advise and legislative support to the Minister of Police • Deepen public participation in the fight against crime • Enhance accountability and transformation of the SAPS
INTRODUCTION • Enactment of the Civilian Secretariat for Police Service Act provided the Civilian Secretariat for Police full powers & responsibility to interact with provincial Departments of Safety & the SAPS • Engagements with Provincial Departments of Safety led to development of Customized Sector Indicators being concluded & approved by National Treasury • A Compliance Forum is being initiated between SAPS & the Secretariat for effective oversight • Provincial forums have been established to address oversight, research & partnerships • The CSP has a finalized organizational structure and this has capacitated the CSP to perform its institutional mandate • Systems are being put in place towards a designated department in 2014/15
KEY 2013/14 POLICIES, LEGISLATIONS & PRIORITIES • General Policies and priorities: • National Development Plan • Outcome 3: All People are and feel safe • Outcome 12: An efficient, effective and development – orientated Public Service and an empowered, fair and inclusive Citizenship • Criminal Justice Revamp • Internal Polices and legislation: • Ministerial 10 point plan • The White Paper on Policing (Currently the Green Paper on Policing which is being processed for publication) • The White Paper on Safety and Security (JCPS Cluster Paper focusing on broader social issues) • Review of the South African Police Service Amendment Bill (Align SAPS Act with White paper on Policing and Constitution)
STRATEGIC OUTCOMES • A CSP that provides strategic direction and has effective administrative management systems and supports the Minister of Police in fulfilling his constitutional mandate • A CSP that effectively manages the provision of HR management and HR development management • The provision and integration of communication services within the CSP • Efficient and effective use of resources in a compliant manner • A partnership strategy that mobilizes role-players and stakeholders in strengthening collaboration in crime prevention • Strengthened cooperation with other government departments • Communities mobilisation in crime prevention activities • Strengthened collaboration between government and the private/ academic sector • Clearly developed policies around major policing issues • Effective research programme on policing • Recognized research information • Effective policing legislation able to be implemented by SAPS • Improved performance of SAPS through engagement with the CSP on budgeting and planning processes • A transformed professional police by monitoring and evaluating the conduct of SAPS • Improved implementation of policy and legislation by SAPS through regular monitoring by CSP • Credible evaluations of SAPS projects and plans
OVERVIEW OF STAFFING • The staff establishment of the CSP was signed off by the Minister of Police and the Minister of Public Service and Administration at the end of 11 April 2012 • The staff establishment of the CSP has now grown to 102 staff members and by the end of May 2013 should be at 111 people • All Chief Director posts have been filled including CD Corporate Service, CD legislation and the CFO • Posts outstanding by end of May 2013 will be posts where no suitable candidates were found • By the end of June 2013 all posts will be filled (114)
Sub-programme: Office of the Secretary for Police
Sub-sub-programme: communication
sub-SUB programme: supply chain management
Sub-sub-programme: financial management
RISKS & MITIGATION OF RISKS • Risks • Training that is not needs based • Suitable candidates to match post requirements • Growth of CSP and demands on HR • Public & SAPS/ Knowledge of CSP • Non compliance and ensuring effective systems in place before 31 March 2014 • Ineffective budgeting and poor spending patterns • Mitigation of Risks • Alignment of WSP’s to PDP’s • Qualification and security audit of candidates/ staff • Skills audit to include competency rating and development • Training linked to skills audit and competency identification • Implementation of Communication Strategy • Use of Internal audit and KPAs as management tools • Induction and initiation of policy and procedure manual • Implementation of project plan for transition towards a designated department which addresses the risks as identified • Putting in place effective budgeting process • Regular monitoring and reporting on spending patterns • Procurement and spending plans in place
RISKS & MITIGATION • Risks • Dependency on other stakeholders, provinces, local government and cluster departments • Capacity within the unit and orientation of new members • Lack of policies on partnerships • Mitigation of Risks • Provincial partnership forums established • National Working Group established with JCPS cluster • Formal relations established with SALGA to drive role of local government • Training of existing staff developed based on capacity assessments • Induction for all new staff • Policies being developed and all programmes include operational plans
RISKS & MITIGATION OF RISKS • Risks • Delays in timelines linked to work load • Delays in information received from SAPS • Capacity and skills in the Unit • Mitigation of risks • Project plan with approved priorities and times developed • Research protocols developed on information required form SAPS • Vacancies filled • Approved training and development plan in place • Use of interns
RISKS & MITIGATION • Risks • Lack of personnel with the necessary experience in drafting and researching • Deadlines not adhered to and delays in complying with deadlines • Reliance on finalization of policy impacting on legislative Bills • Mitigation of Risk • Revision of legislation programme and rationalization of programme • Dedicated unit established • Project plans for all legislation and monitoring tool in place to track deadlines • Legislative task team established • Ensuring access to necessary legal material in place
RISKS & MITIGATION OF RISKS • Risks • Poor quality reports received from provinces • Slow response to information requested from by SAPS • Lack of uptake of recommendations • Policy vacuums in M&E • Mitigation of Risks • HOD’s forum addressing information received by provinces • Training intervention undertaken • Regulations of CSP provide for access to information • Compliance forum established to address DVA being broadened • Develop M&E policies and procedures
