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Civilian Secretariat for Police Annual Performance Plan

This presentation outlines the vision, mission, and strategic goals of the Civilian Secretariat for Police, as well as the policies, legislations, and priorities for the upcoming year. It also covers the staffing and risks faced by the Secretariat, and the programs for intersectoral coordination and strategic partnerships.

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Civilian Secretariat for Police Annual Performance Plan

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  1. CIVILIAN SECRETARIATFOR POLICE PRESENTATION TO THE PORTFOLIO COMMITTEE ON POLICE: ANNUAL PERFORMANCE PLAN 04th JULY 2014

  2. 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 Civilian Secretariat 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

  3. INTRODUCTION • Civilian Secretariat became designated department on the 1st April 2014 • Civilian Secretariat for Police Budget Programme structure was reviewed & reformed • Systems put in place to function as independent department, i.e. payroll, time & attendance, financial management, risk management, etc • Provincial Departments of Safety aligning their performance objectives with the Civilian Secretariat for Police Service Act • Review of Sector Indicators will be consulted by provincial departments • Process of reviewing provincial departments of safety Budget Programme Structures started

  4. KEY 2014/15 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: • The White Paper on the Police • The White Paper on Safety and Security • Review of the South African Police Service Amendment Bill (Align SAPS Act with White paper on the Police and Constitution)

  5. STRATEGIC OUTCOMES • A Secretariat that provides strategic direction and has effective administrative management systems and supports the Minister of Police in fulfilling his constitutional mandate • A Secretariat that effectively manages the provision of HR management and HR development management • The provision and integration of communication services within the Secretariat • 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 • Effective policing legislation able to be implemented by SAPS • Improved performance of SAPS through engagement with the Secretariat 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 Secretariat • Credible evaluations of SAPS projects and plans

  6. OVERVIEW OF STAFFING • The staff establishment of the Secretariat 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 has grown to 114 staff members. All Executive management posts have been filled.

  7. secretariat budget

  8. programme 1: ADMINISTRATION

  9. programme 1: ADMINISTRATION

  10. Sub-programme: department MANAGEMENT

  11. Sub-programme: CORPORATE SERVICES

  12. sub-programme: finance administration

  13. sub-programme: INTERNAL AUDIT

  14. RISKS & MITIGATION OF RISKS • Risks • Security and facilities management • Training not aligned to the strategic objectives of the Secretariat • Insufficient HR capacity to meet the growing needs of the Secretariat • Budget of Corporate Services • Vetting of Corporate Services • Mitigation of Risks • Speedy appointment of competent security and facilities management experts • Training linked to skills audit and competency identification • Appointment of identified HR experts as recommended in the new proposed structure • Possible shared services to alleviated budget issues

  15. PROGRAMME: INTERSECTORAL COORDINATION & STRATEGIC PARTNERSHIPS

  16. INTERSECTORAL COORDINATION & STRATEGIC PARTNERSHIPS: budget

  17. SUB-PROGRAMME:INTERGOVERMENTAL, CIVIL SOCIETY & PUBLIC-PRIVATE PARTNERSHIPS

  18. SUB-PROGRAMME: COMMUNITY OUTREACH

  19. RISKS & MITIGATION • Risks • Lack of participation of stakeholders on joint policy implementation programmes • Readiness of municipalities to implement CSF policy • Lack of participation of other cluster departments on CSF policy implementation • Some provincial JCPS clusters and DevComs not functional, impacting on CSF policy implementation • Mitigation of Risks • Submit water tight and comprehensive explanatory memorandum to Heads of Departments and Organisation to motivate for stakeholder participation • SALGA to continue facilitating municipal engagements on CSF policy implementation • Obtain various HODs support to participate in JCPS cluster programmes on CSFs

  20. PROGRAMME:LEGISLATION & POLICY DEVELOPMENT

  21. LEGISLATION & POLICY DEVELOPMENT: budget

  22. SUB-PROGRAMME: POLICY DEVELOPMENT & RESEARCH

  23. RISKS & MITIGATION OF RISKS • Risks • Inter-dependency on external role-players across departments and clusters on coordination, joint planning and delivery • Short timeframes for delivery of policies and projects due to cross cutting nature of work • Not effectively utilising civil society to maximise impact • Mitigation of risks • Establish joint indicators to be incorporated into Governments MTEF cycle and get buy-in of relevant clusters • Proper development of realistic milestones and target dates and sequencing of project coordination • Broaden networks across civil society and academia to enhance quality of research and policies

  24. SUB-PROGRAMME: Legislation

  25. RISKS & MITIGATION • Risks • • Skills gap • • Reliance on finalization of policy impacting on legislative Bills • Mitigation of Risk • • Training programmes to address skills gap • • Engage in peer review sessions • • Ensure access to necessary legal material in place • • Revision of legislation programme and rationalization of programme

  26. PROGRAMME: CIVILIAN OVERSIGHT, MONITORING & EVALUATION

  27. CIVILIAN OVERSIGHT, Monitoring & evaluation: budget

  28. SUB-PROGRAMME: POLICE PERFORMANCE, CONDUCT & COMPLIANCE MONITORING

  29. SUB-PROGRAMME: POLICY & PROGRAMME EVALUATIONS

  30. SUB-PROGRAMME: INFORMATION MANAGEMENT

  31. RISKS & MITIGATION OF RISKS • Risks • Access to data from SAPS • Lack of common understanding on Secretariat’s mandate by SAPS • Mitigation of Risks • Sessions with relevant SAPS top management to discuss access to data • Sessions with SAPS top management to discuss legislative obligations of these entities

  32. Thank YouEnkosiDankie

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