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Budget Vote and Strategic Plan Hearing
15 March 2011Portfolio Committee on PoliceV119, Old Assembly Building Parliament, CAPE TOWN9:30
1. Introduction by the Executive Director: Mr F Beukman
2. Financial Management: Ms L Cwele
3. Programme 1: Mr E Valoyi
4. Programme 2: Mr T Tshabalala
5. New Programme 2: Mr M Sesoko
6. Programme 3: Ms N Mbuli
7. New Programme 3: Mr T Leholo
8. Closure
Index of Presentations
22
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MR F BEUKMANEXECUTIVE DIRECTOR
INTRODUCTION
1. ICD STRATEGIC PLAN 2011-2016
2. ICD ANNUAL PERFORMANCE PLAN 2011-2012
3. ESTIMATES OF NATIONAL EXPENDITURE 2011
VOTE 23
Budget summary : MTEF Baseline – 2011/ 2014
Introduction by Executive Director
Mr F Beukman
44
2011/12 2012/13 2013/14
R 151 600 000 R 160 979 000 R 170 355 000
AimThe aim of the Independent Complaints Directorate (ICD) is to ensure independent
oversight over the South African Police Service (SAPS) and the municipal police services, and to conduct independent and impartial investigations of identified criminal offences allegedly committed by members of the SAPS and the municipal police services, and make appropriate recommendations.
Strategic Overview New name, organisational structure and legislative
framework Programme reorganisation Focus over the medium term
Introduction by Executive Director
(continue)
55
4. STRATEGIC OUTCOME-ORIENTED GOALS OF THE DIRECTORATE FOR 2011-2016
• Conduct effective and impartial investigations• Combat corruption and systemic corruption within the SAPS and
the municipal police services• Cooperate with the civilian secretariat for the police service• Develop and promote public awareness of the directorate’s
functions• Develop policy, reporting frameworks and standard operating
procedures to regulate investigations• Ensure corporate governance• Ensure effective financial management
Introduction by Executive Director
(continue)
66
5. FOCUS AREAS
• Compliance to legislative prescripts, rules, regulations and policies
• Monitoring and evaluation of performance• Case-flow management system• Investigators training• Implementation of the IPID Act and Regulations
6. CHALLENGES
Introduction by Executive Director
(continue)
77
7. PRIORITIES FOR ADJUSTMENT ESTIMATES
October 2011
• Appointment of 9 x Provincial Heads•Establishment of Corporate Governance Unit•Strengthening Executive Support
Introduction by Executive Director
(continue)
88
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MS L CWELECHIEF FINANCIAL OFFICER
Financial Management
Budget Projections: Proposed Budgetary Baseline Allocations for the Medium Term Expenditure Framework (2011 – 2014)
Budget Breakdown per Programme: 2011/12 – 2013/2014
Percentage increase of the baseline, per Programme:
2010/11 – 2013/14
Historic Comparison : Budgetary Breakdown and staff structure, per Programme (2010/11 and 2011/12)
Index of Presentation
1010
Per Economic Classification: Breakdown of allocation for the financial years – 2010/11 and 2011/12
Per Programme, per Economic Classification: Allocation breakdown for the financial years: 2010/11 and 2011/12
Budgetary increases: from 2006/07 to 2013/14
Conclusion
Index of presentation
(continue)
1111
MTEF Baseline – 2011/ 2014
2011/12 2012/13 2013/14
R 151 600 000 R 160 979 000 R 170 355 000
Proposed budgetary baseline allocations to the ICD for the Medium Term Expenditure Framework: 2011-2014
The ICD Obtained the following budget allocations …
1212
MTEF Baseline - 2011/2014
…which have been depicted in the following graph.
1313
Budget
R151,600,000
R160,979,000
R170,355,000
2011/12
2012/13
2013/14
We anticipate the allocation to be distributed amongst the Programmes as follows:
MTEF 2011 / 2014Budgetary breakdown per Programme
2011/12R
2012/13R
2013/14R
Programme 1 59 769 65 590 69 232
Programme 2 74 245 75 809 80 473
Programme 3 17 586 19 580 20 650
Total 151 600 160 979 170 355
1414
Breakdown per Programme of the budgetary baseline proposal for the 2011/12 to 2013/14 financial years
1515
59769
74245
17586
65590
75809
19580
69232
80473
20650
2011/12 2012/13 2013/14
P3
P2
P1
As you can see the expenditure is expected to increase over the MTEF period…
MTEF 2011 / 2014Percentage increase to the budgetary baseline, broken down per Programme
2010/11 2011/12 2012/13 2013/14
R (‘000) R (‘000) % R (‘000) % R (‘000) %
Programme 1 50 837 59 769 18 65 590 10 69 232 6
Programme 2 64 601 74 245 15 75 809 2 80 473 6
Programme 3 15 997 17 586 11 19 580 11 20 650 6
Total 131 435 151 600 15 160 979 6 170 355 6
1616
…at a gradual increase rate of approximately 6% p.a.
1717
Below is a depiction of the breakdown of the proposed allocation and staff structure, per Programme…
Budgetary breakdown and staff structure for the financial years 2010/11 and 2011/2012, per Programme
2010/2011 2011/2012
R Posts R Posts
Programme 1 50 837 95 59 769 104
Programme 2 64 601 155 74 245 153
Programme 3 15 997 42 17 586 44
Total 131 435 292 151 600 301
1818
Budgetary allocation per Economic Classification: 2009/10 and 2010/2011
If we look at the budget in terms of Economic Classifications: 2009/10 and 2010/11
Economic Classification 2009/10Budget R’000
2010/11Allocation R’000
%Increase
Compensation of Employees 66 139 75 212 14
Goods and services 47 443 51 167 8
Departmental Agency (Transfer)
65 74 14
Machinery and Equipment 2 820 4 982 77
Total 116 467 131 435 13
1919
Budgetary allocation per Programme, per Economic Classification: 2010/11 and 2011/2012
Allocation breakdown per Programme, per Economic Classification, for the financial years: 2010/11 and 2011/12
Programme 1
2010/11Allocation R’million
2011/12Allocation R’million
%Increase
Compensation of Employees 25.5 30.4 19
Goods and services 24.4 28.0 15
Departmental Agency (Transfer) 0.1 0.1 0
Machinery and Equipment 0.8 1.3 62.5
Total for Programme 1 50.8 59.8 18
Programme 2
Compensation of Employees 41.7 47.1 13
Goods and services 21.3 25.3 19
Departmental Agency (Transfer) - - -
Machinery and Equipment 1.7 1.8 6
Total for Programme 2 64.7 74.2 15
2020
Allocation breakdown per Programme, per Economic Classification, for the financial years: 2010/11 and 2011/12 (cont..)
Programme 3 2010/11Allocation R’million
2011/12Allocation R’million
%Increase
Compensation of Employees 8.5 9.1 7
Goods and services 6.7 7.7 15
Departmental Agency (Transfer)
- - -
Machinery and Equipment 0.8 0.9 13
Total for Programme 3 16 17.7 -1
Grand Total (ICD) 131.4 151.6 13
2121
2222
BUDGETARY INCREASES: FROM 2006/2007 TO
2012/2013
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MR E VALOYIPROGRAMME MANAGER
PROGRAMME 1Administration
Programme 1 Strategic ObjectiveProgramme 1 unitsAdditional funded posts 2011/12Medium term annual targets and indicatorsConclusion
Index of Presentation
2424
Programme 1 Strategic Objective
Strategic objective :
TO PROVIDE OVERALL ACCOUNTABILITY AND STRATEGIC DIRECTION TO THE DIRECTORATE
Objective statement:
To ensure effective leadership, management, financial and administrative support to the directorate through the continuous refinement of organisational strategy and structure, in compliance with appropriate legislation and best practice.
Baseline: Effective and functional units of the directorate.2525
Human Resource Management and Development Services Financial Management, Supply Chain Management and Asset
Management Auxiliary Services Information Communications and Technology Security Management Communication Ethics and Risk Management Internal Audit Executive Support
2626
Programme 1 units
2727
Office Post Designation Salary Level
National Office 1x ASD Systems Control 9
National Office 1x Accounts Clerk 4
National Office 2x Internal Auditors 7
National Office 1x Internal Audit Clerk 5
WC : George Satellite Office 1x Principal Investigator 9
WC : George Satellite Office 1x Senior Investigator 7
WC : George Satellite Office 1x Case Analyst 5
WC : George Satellite Office 1x Admin Clerk 5
TOTAL
9
Additional funded posts 2011/12
SUB-PROGRAMME OUTPUT INDICATOR
MEDIUM-TERM TARGETS
2011/12 2012/13 2013/14
INTERNAL AUDIT
Evaluate the effectiveness of internal controls to ensure the department’s
compliance with applicable prescripts
Number of internal audit reviews conducted 16 16 16
CORPORATE GOVERNANCE
Establish a corporate governance component which will be responsible
for the constant monitoring, evaluation and reporting on strategic objectives
Number of performance monitoring and evaluation reports
submitted
N/A(component
yet to be established)
16 16
Timely identification and effective mitigation of risks in the department
Number of risk management reports submitted 16 16 16
Encourage ethical behaviour by staff and prevent corruption and fraud
within the department
Number of ethics and integrity workshops held 10 10 10
Medium-term annual targets and indicators
2828
Medium-term annual targets and indicators(continue)
SUB-PROGRAMME OUTPUT INDICATORMEDIUM-TERM TARGETS
2011/12 2012/13 2013/14
CORPORATE MANAGEMENT SERVICES
Ensure efficient management of the minimum information security
standard and compliance with the security risk management policy
Number of security audits conducted
10 10 10
Number of workshops on minimum information security standard and
security risk management policy
10 10 10
Reduce vacancy rate by effectively administering the recruitment, selection and appointment of
employees and develop and implement a retention
policy to retain skilled personnel
% vacancy rate 10% 10% 10%
Increase compliance with prescribed equity and employment of people
with disabilities
% of people with disabilities 2% 2% 2%
% females at senior- and top-management level
50% 50% 50%2929
Medium-term annual targets and indicators(continue)
CORPORATE MANAGEMENT SERVICES (cont.)
OUTPUT INDICATORMEDIUM-TERM TARGETS
2011/12 2012/13 2013/14
Improve service delivery by revitalising the Batho Pele programme
Number of updates of service-delivery improvement plan 1 1 1
Number of awareness sessions to monitor implementation of the
service-delivery improvement plan
10 10 10
Develop, manage and ensure effective implementation of human resource
and organisational policies and strategies
% of policies evaluated and updated annually 70% 80% 90%
Manage and monitor the training and skills development of employees, as
well as learnership and internship programmes
Number of skills development programmes implemented
60 training programmes coordinated
and monitored
60 training programmes coordinated
and monitored
60 training programmes coordinated
and monitored
% of interns in total staff complement
5% internships 5% internships 5% internships
3030
Medium-term annual targets and indicators(continue)
CORPORATE MANAGEMENT SERVICES – Administration (cont.)
OUTPUT INDICATORMEDIUM-TERM TARGETS
2011/12 2012/13 2013/14
Coordinate and facilitate employee health and wellness programmes
and ensure compliance with occupational health and safety
regulations
Number of internal HIV/AIDS awareness campaigns conducted
10 10 10
Number of team-building sessions conducted
40 40 40
Promote discipline in the department
% of disciplinary hearings finalised within 90 days 70% 70% 70%
% of grievances finalised within 60 days 70% 70% 70%
3131
Medium-term annual targets and indicators(continue)
SUB-PROGRAMME OUTPUT INDICATORMEDIUM-TERM TARGETS
2011/12 2012/13 2013/14
Pending the promulgation of the IPID Act and the implementation of the new organisational structure, these strategic objectives, outcomes, indicators and targets will fall under the current programme 3: Information Management and Research
Promote public awareness of the IPID
role and services
Number of community awareness and
outreach campaigns260 270 279
Number of updates to departmental web site ongoing ongoing ongoing
Establish efficient information systems to
support strategic business objectives
Develop effective and efficient information and
communication technology (ICT)
systems
Revised and approved ICT
operational plan AND Implement 15% of ICT operational
plan
Implement 35% of the
ICT operational
plan
Implement 70% of the
ICT operational
plan
3232
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MR T TSHABALALAPROGRAMME MANAGER
CURRENT PROGRAMME 2
Complaints Processing, Monitoring and Investigation
Index of Presentation
Purpose Strategic objectives Medium-term annual targets and indicators
pending the implementation of the IPID Act Transfer of functions
3434
Current Programme 2 Purpose
Purpose: Pending the promulgation of the IPID Act, the purpose of this programme is to:
Receive, register and process complaints Investigate deaths in police custody or as a result of
police action Investigate and/or monitor complaints of police criminality
and misconduct Monitor the implementation of the Domestic Violence Act
3535
Maintain the integrity of independent oversight by: Increasing the completion of investigated complaints from 5 003 in
2007/8 to 6 640 in 2013/14 Registering and allocating all new complaints within 48 hours Providing legal support within 24 hours and advisory services
within 10 working days from the date of request
3636
Current Programme 2Strategic objectives
Medium-term annual targets and indicatorspending the promulgation of the IPID Act
3737
STRATEGIC OBJECTIVE PROGRAMME PERFORMANCE INDICATOR
Medium-term targets
2011/12 2012/13 2013/14
1.Register and allocate all new cases for investigations within 48 hours of receipt
Percentage of complaints registered and allocated within 48 hours
100%(5 450)
100%(5 995)
100%(6 500)
2.Investigate deaths in police custody or as a result of police action
Percentage of investigations of deaths in custody and as a result of police action completed
65%(470)
70%(480)
70%(480)
3.Investigate and/or monitor complaints of police criminality and misconduct
Percentage of investigations of complaints of criminality completed
55%(1 150)
60%(1 200)
60%(1 250)
4.Monitor the implementation of the Domestic Violence Act
Number of police stations audited for compliance with the Domestic Violence Act
135 135 145
Percentage of applications for exemptions in terms of the Domestic Violence Act completed within 30 days
100%(53)
100%(60)
100%(61)
All matters which relate to service delivery complaints of the SAPS will be transferred to the SAPS and where appropriate, the Civilian Secretariat for Police Service.
The conducting of station audits and cell inspections in compliance with the Domestic Violence Act, will be transferred to the Civilian Secretariat for the Police Service.
3838
Transfer of functions
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MR M SESOKOPROVINCIAL HEAD: NORTH WEST
NEW PROGRAMME 2Investigation and
Information management
Index of Presentation
Purpose and structure Strategic objectives, indicators and targets (after
promulgation of the IPID Act)
4040
New Programme 2:Purpose and structure
Purpose: Programme 2 will coordinate and facilitate the investigative process through the development of investigative policy and strategic frameworks that will guide and report on investigations.
The programme will consist of the following sub-programmes:
Sub-programme 1: Information managementThis sub-programme will manage information and knowledge-management
services through the development and maintenance of a case database and the analysis and compilation of statistical information.
Sub-programme 2: Policy development, strategic planning and provincial coordination
This sub-programme will develop an investigation policy and coordinate strategic planning with provincial investigation standards.
4141
Strategic objectives, indicators and targets (after promulgation of IPID Act)
STRATEGIC OBJECTIVE PROGRAMME PERFORMANCE INDICATOR
Medium-term targets
2011/12 2012/13 2013/14
Provide reliable and accurate statistical information on the number and type of cases investigated, recommendations made and the outcomes thereof
Number of statistical reports submitted on the number and type of cases investigated, recommendations made and the outcomes thereof
19 19 19
Register and allocate all new cases for investigations within 48 hours of receipt
Percentage of complaints registered and allocated within 48 hours
95%(5 450)
95%(5 995)
95%(6 500)
Generate recommendation reports for all investigations within 30 days of their completion
Percentage of recommendation reports generated within 30 days after completion of investigations
100%(5 450)
100%(5 995)
100%(6 500)
4242
Strategic objectives, indicators and targets (after promulgation of IPID Act) – continue
STRATEGIC OBJECTIVE PROGRAMME PERFORMANCE INDICATOR
Medium-term targets
2011/12 2012/13 2013/14
Investigate all reported cases prescribed in section 28 of the IPID Act in line with the norms and standards of investigative policy frameworks and procedures
Percentage of investigations of deaths in custody and as a result of police action completed
65%(470)
70%(480)
70%(480)
Percentage of investigations of discharge of an official firearm by a police officer completed
55%(no base line
available)60% 65%
Percentage of investigations of rape by a police officer completed
55%(no base line
available)60% 65%
Percentage of investigations of rape while in police custody completed
55%(no base line
available)60% 65%
Percentage of investigations of torture or assault completed55%
(no base line available)
60% 65%
Percentage of investigations of corruption and systemic corruption completed
55%(no base line
available)60% 65%43
43
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MS N MBULIPROGRAMME MANAGER
CURRENT PROGRAMME 3Information Management and
Research
Index of Presentation
Purpose Strategic objectives, indicators and targets
(pending promulgation of the IPID Act) Strategic priorities – Marketing and communication
4545
Purpose: Pending the promulgation of the IPID Act, the purpose of this programme is to:
Manage all information needs Conduct proactive research and various oversight activities Manage all communication and marketing of activities and products to
stakeholders.
After the promulgation of the IPID Act, the current programme 3: information management and research will be subsumed into the new programme 1: administration and programme 2: investigation and information management.
The research function will be transferred to the Civilian Secretariat for the Police Service.
4646
Programme purpose
STRATEGIC OBJECTIVEPROGRAMME
PERFORMANCE INDICATOR
Medium-term targets
2011/12 2012/13 2013/14
Conduct oversight activitiesNumber of community awareness and outreach programmes launched
260 270 280
Conduct proactive research Number of research projects and recommendation reports compiled
3 3 3
4747
Strategic objectives, indicators and targets pending promulgation
of the IPID Act
This function will be transferred to the Civilian Secretariat for Police Service after the promulgation of the IPID Act
MARKETING AND COMMUNICATION
To create awareness of the Directorate and its services to members of the public
Increase the number of Community Awareness Programmes (especially in the rural areas) to reach specific targeted communities and numbers
Respond promptly to media enquiries/community and regional radio stations
Joining other government programmes such as Imbizo’s and 16 Days Campaign
4848
Strategic priorities 2011/12
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MR T LEHOLOPROVINCIAL HEAD: WESTERN CAPE
NEW PROGRAMME 3Legal Services
Index of Presentation
Purpose and structure Strategic objectives, indicators and targets (after
promulgation of the IPID Act)
5050
New Programme 3:Purpose and structure
Purpose: Programme 3 will manage and facilitate the provision of investigation advisory services and provide legal and litigation advisory services.
The programme will consist of the following sub-programmes:
Sub-programme 1: Legal and litigation advisory services
This sub-programme will manage the directorate’s legal obligations, coordinating civil and labour litigation matters and granting policing powers to investigators.
Sub-programme 2: Investigation advisory services
The purpose of this sub-programme will be to provide support during and after the completion of investigations. It will provide legal advice and guidance to investigators, and will ensure that all cases that are forwarded for prosecution comply with the requirements of the prosecution process.51
51
Strategic objectives, indicators and targets (after promulgation of IPID Act)
STRATEGIC OBJECTIVE PROGRAMME PERFORMANCE INDICATORMedium-term targets
2011/12 2012/13 2013/14
Effectively manage the department’s legal and contractual obligations
% of contracts and service level agreements finalised within 21 days of request 80% 80% 80%
Coordinate civil and labour litigation proceedings with the office of the State Attorney
% of civil and labour proceedings finalised in coordination with the office of the State Attorney 60% 65% 70%
Coordinate the granting of policing powers to investigators
% of investigators granted with policing powers within three months of application 60% 65% 70%
Provide legal advice and guidance to investigators and the department
% of legal opinions provided to investigators within 24 hours of request 80% 85% 90%
% of legal opinions provided to the department within 10 days of request 75% 80% 85%
5252
Closure
5353