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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
Demilitarisation of the SAPS (2)
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
Demilitarisation of the SAPS (3)
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
Demilitarisation of the SAPS (4)
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
Demilitarisation of the SAPS (5)
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
Discipline & Consequence Management (2)
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).
Discipline & Consequence Management (3)
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.
Discipline & Consequence Management (4)
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
Financial Programmes
ALL FINANCIAL PROGRAMMES
64
Overall Programme Performance: All
Financial Programmes
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
Quarter 1 Quarter 2 Quarter 3
Audited National Performance
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
Strategic Objective: To regulate the overall management of the Department & provide centralised support services.
67
Programme 1: Administration (2)Strategic Objective & Annual Targets
Inculcate a culture of uncompromising compliance &
performance management
50% reduction in repeat findings by external auditors
Strategic Objective: To regulate the overall management of the Department & provide centralised support services.
68
Programme 1: Administration (3)Strategic Objective & Annual Targets
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
Strategic Objective: To regulate the overall management of the Department & provide centralised support services.
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
Strategic Objective: To regulate the overall management of the Department & provide centralised support services.
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
Program 1 Program 3Program 2:
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
Financial Programmes
26 26
22
9 9
13
0
5
10
15
20
25
30
Quarter 1 Quarter 2 Quarter 3
Audited National Performance
Achieved Not Achieved Not Assessed
Areas of Under-Performance
• 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
Overall Programme Performance:
Programme 2: Visible Policing
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
Strategic Objective: To discourage all crimes by providing a proactive & responsive policing service that will reduce the levels of priority crimes.
77
Programme 2: Visible Policing (2)Strategic Objective & Annual Targets
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
Strategic Objective: To discourage all crimes by providing a proactive & responsive policing service that will reduce the levels of priority crimes.
78
Programme 2: Visible Policing (3)Strategic Objective & Annual Targets
Contribute to the
reduction of serious crime
Increase the number of
crimes reported for
unlawful possession &
dealing in drugs by
29,28%
Increase the number of
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
Increase the number of
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
Strategic Objective: To discourage all crimes by providing a proactive & responsive policing service that will reduce the levels of priority crimes.
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
Strategic Objective: To discourage all crimes by providing a proactive & responsive policing service that will reduce the levels of priority crimes.
80Programme Performance Indicators & Annual Targets
Programme 2: Visible Policing (5)
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
Strategic Objective: To discourage all crimes by providing a proactive & responsive policing service that will reduce the levels of priority crimes.
81Programme Performance Indicators & Annual Targets
Programme 2: Visible Policing (6)
Performance Indicators Removed
Programme 2: Visible Policing
Performance Indicators RemovedProgramme 2: Visible Policing (1)
The following indicators were removed from Programme 2
NO PERFORMANCE INDICATOR
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
Program 1 Program 2Program 3:
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
Financial Programmes
20
23 23
12
9
11
2 2
00
5
10
15
20
25
Quarter 1 Quarter 2 Quarter 3
Audited National Performance
Achieved Not Achieved Not Assessed
Areas of Under-Performance
• 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
Overall Programme Performance:
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
Strategic Objective: To contribute to the successful prosecution of offenders by investigating & analysing evidence.
88
Programme 3: Detective Service (2)Strategic Objective & Annual Targets
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
Strategic Objective: To contribute to the successful prosecution of offenders by investigating & analysing evidence.
89
Programme 3: Detective Service (3)Strategic Objective & Annual Targets
Effective investigation of
serious crimes
Ensure detection rate of
55% for contact crime
Ensure conviction rate of
81% for contact crime
Ensure detection rate of
75% for crimes
committed against
women 18 years & above
Effective investigation of
serious crimes
Ensure conviction rate of
83% for crimes
committed against
women 18 years & above
Ensure detection rate of
70% for crimes
committed against
children under 18 years
Ensure conviction rate of
78% for crimes
committed against
children under 18 years
Effective investigation of
serious crimes
Ensure detection rate of
47.10% for contact-
related crime
Ensure conviction rate of
87% for contact-related
crime
Ensure detection rate of
14% for property-related
crimes
Ensure conviction rate of
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
Strategic Objective: To contribute to the successful prosecution of offenders by investigating, gathering & analysing evidence.
91Performance Indicators & Annual Targets
Programme 3: Detective Service (5)
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
Strategic Objective: To contribute to the successful prosecution of offenders by investigating, gathering & analysing evidence.
92Performance Indicators & Annual Targets
Programme 3: Detective Service (8)
Performance Indicators Removed
Programme 3:Detective Service
Performance Indicators RemovedProgramme 3: Detective Service (1)
The following indicators were removed from Programme 3:
NO PERFORMANCE INDICATOR
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
NO PERFORMANCE INDICATOR
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
Program 1 Program 2Program 4:
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
Financial Programmes
6 6
7
2 2
1
0 0 00
1
2
3
4
5
6
7
8
Quarter 1 Quarter 2 Quarter 3
Audited National Performance
Achieved Not Achieved Not Assessed
Areas of Under-Performance
• 60% of employees vetted (37.15%)
PROGRAMME 4: CRIME INTELLIGENCE
98
Overall Programme Performance:
Programme 4: Crime Intelligence
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
Strategic Objective: To gather crime intelligence in support of the prevention, combating & investigation of crime.
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 Removed
Programme 4: Crime Intelligence
Performance Indicators RemovedProgramme 4: Crime Intelligence (1)
The following indicators were removed from Programme 4.
NO PERFORMANCE INDICATOR
1. Number of enquiries conducted
2. Number of tactical operations conducted
103
Programme 5: Protection & Security Services
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
Financial Programmes
Sub-programme: Physical Security Compliance
5
7
6
2
0
1
0 0 00
1
2
3
4
5
6
7
8
Quarter 1 Quarter 2 Quarter 3
Audited National
Performance
Achieved Not Achieved Not Assessed
Areas of Under-Performance
• 100% National Key Points evaluated
(194) (82.47%)
PROGRAMME 5: PROTECTION & SECURITY SERVICES
106
Overall Programme Performance:
Programme 5: Protection & Security Services
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)
Strategic Objective: To gather crime intelligence in support of the prevention, combating & investigation of crime.
107
Programme 5: Protection & Security Services (1)
Strategic Objective & Annual Targets
Thank You