strategic overview and costed annual performance plan 2011/12

Strategic Overview and costed Annual Performance Plan 2011/12

Briefing to the Portfolio Committee on Police

22 MARCH 2011

PRESENTATION INDEX

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Introduction. Strategic Overview. Costing of the Annual Performance Plan 2011/12, including:

Expenditure Trends; Expenditure Estimates; Economic Classification; and Departmental Receipts.

Programme 1: Administration. Programme 2: Visible Policing. Programme 3: Detective Services. Programme 4: Crime Intelligence. Programme 5: Protection and Security Services.

SAPS Together Squeezing Crime to Zero

Strategic Overview – Contents of the Strategic Plan

SAPS Together Squeezing Crime to Zero3

The Strategic Plan of the SAPS will include the following:

The Vision, Mission, Values and Code of Ethics. Legislative and other Mandates, including

Constitutional Mandates; Legislative Mandates; and Policy Mandates.

An updated Situational Analysis. The Strategic Priorities of the SAPS. The Long-term Infrastructure and Capital Asset Plan. The Service Delivery Improvement Programme. The Information and Communication Technology Plan. The Human Resource Management Plan.

Strategic Overview - Constitutional Mandate


The mandate of the SAPS is derived from Section 205 of the Constitution of the Republic of South Africa. The objectives of policing are to: Prevent, combat and investigate crime. Maintain public order. Protect and secure the inhabitants of the

Republic and their property. Uphold and enforce the law.

Strategic Overview - Legislative Mandates


The SAPS is responsible for the administration of the following legislation, which has been taken into consideration during the determining of the strategic priorities and objectives for the SAPS: The South African Police Service Act, 1995 (Act No. 68 of 1995),

as amended by the South African Police Service Amendment Act, (Act No. 57 of 2008). This Act states that “there is a need to provide a police service throughout the national territory to: ensure the safety and security of all persons and property in the

national territory; uphold and safeguard the fundamental rights of every person as

guaranteed by Chapter 2 of the Constitution; ensure co-operation between the Service and the communities it

serves in the combating of crime; reflect respect for victims of crime and an understanding of their needs;

and ensure effective civilian supervision over the Service”.

STRATEGIC OVERVIEW LEGISLATIVE MANDATES – POWERS AND FUNCTIONS


The SAPS derives its powers and functions from the following legislation, which enables the activities undertaken in pursuance of its mandate in terms of Section 205 of the Constitution: The South African Police Service Act, 1995 (Act No. 68 of 1995), as

amended by the South African Police Service Amendment Act, (Act No. 57 of 2008).

The Criminal Procedure Act, 1977 (Act No. 51 of 1977). The Regulation and Interception of Communications and Provision of

related Information Act , 2002 (Act No. 70 of 2002). The National Strategic Intelligence Act, 1994 (Act No. 39 of 1994). The Domestic Violence Act, 1998 (Act No. 116 of 1998). The Prevention and Combating of Corrupt Activities Act, 2004 (Act No.

12 of 2004). The Inter-Governmental Relations Framework Act, 2005 (Act No 13 of

2005). The Sexual Offences Act, 2007 (Act no. 32 of 2007) The Child Justice Act, 2008 (Act 75 of 2008).

Strategic Overview Legislative Mandates –Powers And Functions


Protection of Constitutional Democracy Against Terrorist and Related Activities Act, 2004 (Act No. 33 of 2004).

Firearms Control Act, 2000 (Act No. 60 of 2000). Explosives Act, 1956 (Act No. 26 of 1956). Tear-gas Act, 1964 (Act No. 16 of 1964). Dangerous Weapons Act, 1968 (Act No. 71 of 1968). Control of Access to Public Premises and vehicles Act,

1985 (Act No. 53 of 1985). National Key Points Act, 1980 (Act No. 102 of 1980). Intimidation Act, 1982 (Act No. 72 of 1982). Second-hand Goods Act, 1955 (Act No. 23 of 1955). The Private Security-Industry Regulation Act, 2001 (Act

No. 56 of 2001).

Strategic Overview Policy Mandates – The Medium Term Strategic Framework


Improve the efficiency and effectiveness of the Criminal Justice System (CJS) by enhancing detective and forensic environments.

Modernize the CJS through the application of technology solutions.

Enhancing the skills and increasing the number of investigators and forensic experts.

Mobilize the population in the fight against crime. Acceleration of efforts to reduce serious and violent crimes. Intensifying of efforts to combat crimes against women and

children and the promotion of the empowerment of victims of crime.

Establishment of a border management agency to manage migration, customs and land borderline control services and to efficiently coordinate other relevant departments in the ports of entry environment.

Combat corruption in the public and private sector.

Strategic Overview Policy Mandates – JCPS Cluster Priorities


Levels of overall contact and trio crimes. Acceleration of efforts to reduce:

Serious Crime by 2 % annually or 2 079 448 cases; Contact Crime by between 4 and 7% annually or by between

649 387 to 629 093 cases; and Trio Crimes by between 4 to 7% annually or by between 45 333

to 43916 cases. Corruption. Crime perception management. Effectiveness and integration of Border Management. Securing the identify and status of citizens. Integration of Information Communication Technology

systems and the development of an integrated cyber crime approach.

Strategic Overview – Saps Strategic Priorities


The priorities of the SAPS are derived from the following:

The President’s State of the Nation Address; The outcomes of Government’s Delivery Agreement

and the Strategic Priorities of the SAPS; SAPS National Management forum decisions The deliberations and issues raised by the Portfolio

Committee of Police; Auditor-General reports; and National Treasury directives.

Costing Of The Plan - Spending Focus Over the Medium Term

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This will include: Increasing overall capacity in terms of personnel

numbers; Physical resources such as basic equipment needs; Capital infrastructure, focusing on improving

accessibility through the building and refurbishing of police stations;

Skills development, targeting the operational needs of the Department; and

Technological enhancements in the Information, Communication and Technology (ICT) environments, taking into consideration the Department’s technological requirements and the enhancing of the CJS.


Costing of the Plan – Expenditure Trends

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Expenditure increased from R36.5 billion in 2007/08 to R53.5 billion in 2010/11.

Expenditure is expected to grow to R66.7 billion over the medium term.

The budget sets out additional allocations of R1.5 billion in 2011/12, 2.1 billion in 2012/13 and R3.4 billion in 2013/14 for: Appointing approximately 2 330 additional police

officials by 2013/14; Increasing the capacity of crime intelligence, including

provincial tactical response teams; Increasing the funding level for property management; Higher than budgeted salary increases granted in

2010/11; and Recruiting 21 950 new personnel over the medium

term.SAPS Together Squeezing Crime to Zero

Costing of the Plan - Expenditure Estimates

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Programmes Revised estimate

Medium Term Expenditure Estimate

2010/11 2011/12 2012/13 2013/14

Administration 18 067,00 20 215,0 21 645,1 22 901,8

Visible Policing 23 228,2 24 371,9 25 918,7 28 195,9

Detective Services

8 850,3 9 810,9 10 619,0 11 445,6

Crime Intelligence

1 947,6 2 117,0 2 259,5 2 421,5

Protection and Security Services

1 436,6 1 546,7 1 635,3 1 731,9

Total 53 529,7 58 061,5 62 077,6 66 696,7


Costing of the Plan – Economic Classification

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Economic Classification Revised Estimate


2010/11 2011/12 2012/13 2013/14

Current payments 50 329,6 54 596,4 58 178,1 62 645,9

Compensation of employees 38 416,1 41 070,3 43 643,2 47 181,7

Goods and services 11 913,5 13 526,1 14 535,0 15 464,2

Transfers and subsidies 438,4 464,6 486,1 510,7

Payments for capital assets 2 761,8 3 000,5 3 413,4 3 540,1

Total 53 529,7 58 061,5 62 077,6 66 696,7


Costing of the Plan – Departmental Receipts

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Departmental Receipts Revised Estimate


2010/11 2011/12 2012/13 2013/14

Sales of goods and services produced by departments

123 376 119 661 113 046 116 830

Sales of scrap, waste, arms and other used current goods

8 663 2 501 2 100 3 000

Fines, penalties and forfeits 16 866 6 705 6 120 6 218

Interest, dividends and rent on land 1 272 1 360 1 210 1 130

Sales of capital assets 1 187 1 225 1 190 1 215

Transactions in financial assets and liabilities

128 978 132 450 135 000 128 740

Total 280 342 263 902 258 666 257 133


Programme 1: Administration – Purpose, Strategic Objective and Budget Allocation (1)


Purpose: Develop policy and manage the Department, including providing administrative support.

Strategic objective: Regulate the overall management of the Department and provide centralized support services.

Budget allocated for the Administration Programme increased from R18 067,0 million in 2010/11 to R20 215,0 million in 2011/12 (an increase of 11.9%) due to: Intensified skills development interventions; Physical infrastructure creation; and Information technology, radio communication systems,

resourcing the CJS revamp initiative including Integrated Justice System (IJS) projects.


Human Capital Development, focusing on: Skills development and the retention of skills; Affirmative action programmes will continue to be

implemented; Develop and implement skills development courses for

station commanders in personnel management, strategic management, organisational development and communication techniques;

The health and wellness of the SAPS’ employees, with emphasis on physical maintenance ; and

The improvement of employment and gender equity. Expenditure estimates are R1 386,640 million (2010/11),

R1 449,039 million (2011/12), R1 514,246 million (2012/13) and R1 589,958 million (2013/14).

Programme 1: Administration – Strategic Priorities and Expenditure Estimates (1)

Programme 1: Administration – Human Resource Plan

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The purpose of the SAPS’ Human Resource (HR) Plan is to manage the human resources that the department has at its disposal in line with the constitutional, legislative and policy mandates and the strategic priorities of the SAPS.

The HR Plan is divided into 6 pillars: Staffing Plan (attached as next slide); Staffing practices; Remuneration and Conditions of Service; Performance Management; Human Resource Development; and Labour Relations.

Target Dates Revised targets

by 31 March 2003

131,560

by 31 March 2004

140,560

by 31 March 2005

148,060

by 31 March 2006

156,060

by 31 March 2007

163,060

by 31 March 2008

173,120

by 31 March 2009

183,180

by 31 March 2010

192,240

by 31 March 2011

195,310

by 31 March 2012

197,930

by 31 March 2013

199,680

By 31 March 2014

202,260


Programme 1: Administration – Staffing Plan

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Revised (Latest MTEF cycle)

1st Year2002/03

2nd Year2003/04

3rd Year2004/05

4th Year2005/06

5th Year2006/07

6th Year2007/08

7th Year2008/09

8th Year2009/10

9th Year2010/11

10th Year2011/12

11th Year2012/13

12th Year2013/14

Total (period)

Totals newMTEF

New additions

Entry level constables

7,100 9,550 9,050 11,000 10,000 11,360 11,360 10,360 6,144 6,168 5,247 6,130 103,469 17,545

Civilians 8,900 4,010 2,450 1,000 1,000 3,200 3,200 3,200 1,426 1,452 1,503 1,450 32,791 4,405

Total 16,000 13,560 11,500 12,000 11,000 14,560 14,560 13,560 7,570 7,620 6,750 7,580 136,260 21,950

Projected personnel losses

SAPS Act 3,000 3,000 3,000 3,000 3,000 3,300 3,300 3,300 3,300 3,800 3,800 3,800 39,600 11,400

Public Service Act

1,000 1,000 1,000 1,000 1,000 1,200 1,200 1,200 1,200 1,200 1,200 1,200 13,400 3,600

Total 4,000 4,000 4,000 4,000 4,000 4,500 4,500 4,500 4,500 5,000 5,000 5,000 53,000 15,000

Effective gain

Entry level constables

4,100 6,550 6,050 8,000 7,000 8,060 8,060 7,060 2,844 2,368 1,447 2,330 63,869 6,145

Civilians 7,900 3,010 1,450 0 0 2,000 2,000 2,000 226 252 303 250 19,391 805

Total 12,000 9,560 7,500 8,000 7,000 10,060 10,060 9,060 3,070 2,620 1,750 2,580 83,260 6,950


Programme 1: Administration – Human Resource Strategic Priorities

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The Human Resource Strategic Priorities as reflected in the HR

Plan, include:

The recruiting of personnel;

Optimising personnel utilisation;

Developing human resources focusing on operational requirements;

Implementing employment equity with the focus on gender equity;

Implementing performance management;

Ensuring a professional service ethos;

Providing a health and wellness support service to SAPS members;

Providing legal advisory and support services; and

Ensuring policy compliance in support of the strategic priorities.



Improvement of capital infrastructure, focusing on: Structured capital works programme, specifically

police stations and other accommodation. The development of geographical access norms to

improve accessibility of services. The following capital infrastructure will be addressed:

New Police Stations; Newly re-established Stations; Re-established Police Stations; Repaired and upgraded Police Stations; and Infrastructure development.


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Programme 1: Administration – Office Accommodation Expenditure Estimates and Devolved Funds from Public Works

Category Revised estimateR’0002010/11

EstimateR’0002011/12

% increase


% increase


% increase

Maintenance and property rates

798 837 968 663 21.3% 1 156 462 19.4% 1 220 067 5.5%

Municipal services

411 056 656 412 59.7% 775 639 18.2% 850 600 9.7%

Property leases 870 041 911 562 4.8% 957 140 5.0% 1 009 783 5.5%

Sub total 2 079 934 2 536 637 21.9% 2 889 241 13.9% 3 080 450 6.6%

Capital works 1 118 201 1 235 293 10.5%% 1 544 557 25.0% 1 629 507 5.5%

Total 3 198 135 3 771 930 17.9% 4 433 798 17.5% 4 709 957 6.2%

Day-to-day maintenance (projects less thanR20 000 per case)

163 690 173 676 6.1% 183 575 5.7% 189 083 3%




Enhancement of asset management, focusing on: The enhancement of asset management with specific focus on the planned procurement

and distribution of critical assets. Expenditure estimates:

It is estimated that 9 628 bullet resistant vests to the value of R43,546 million and 6 600 weapons to the value of R35,999 million will be procured in the 2011/12 financial year.

It is foreseen that an amount in excess of R1,100 million will be expended on vehicles in order to replace and modernise the vehicle fleet.

Information Systems and Information and Communication Technology (IS / ICT): The development and implementation of IS/ICT, including the integration of systems across the

JCPS Cluster includes: Developing and implementing of information systems such as radio technical projects; Developing a Case Management System; Developing and implementing a Property and Exhibit Management System; Establishing a single coordinated management of continuum of criminal justice and performance

across the CJS; Ensuring the integration of systems developed to ensure records and data on corruption related

crimes across the CJS; The developing of a database of victims across the CJS; and Establishing a database that enables conviction and sentences related to identity theft; and the

establishing of an integrated systems approach to combating cyber crime.

Programme 1: Administration – Expenditure Estimates for the improvement of Information Technology, the CJS and IJS


Funds designated for information technology: R460 million (2010/11), R1,110 million (2011/12), R1,100

million (2012/13), and R1,077 million (2013/14) Funds designated for the improvement of the CJS:

R900 million (2010/11); R1 850 million (2011/12); R1 942 million (2012/13), and R2 049 million (2013/14)

Funds earmarked over the next three years for the improvement of the IJS: R264,1 million (2010/11), R281,6 million (2011/12), R295,6

million (2012/13) and R311,9 million (2013/14) Funds earmarked for the upgrade of hosting and network

infrastructure: R600 million (2010/11), R628 million (2011/12), R657 million

(2012/13) and R687 million (2013/14).

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Target ProgressMaintain a minimum workforce of 95% in terms of the approved establishment.

The workforce as on 31 December 2010 was 188 673, which equals to 96.6% of the projected establishment of 195 310 by 31 March 2011.

80% of learners declared competent after completion of skills development

85% learners were declared competent upon completion of skills development (50 427 members attended skills development and 42 928 members were found competent) at 31 December 2010.

Maintain the expenditure ratio of not more than 73/27% for compensation/operational expenditure.

71/29%

100% bullet resistant vests distributed (19 358 planned for).

10 957 (56.6%) distributed up to 31 December 2010.

Maintain/improve the ratio of personnel to vehicles (baseline = 4.51:1)

Ratio: 4.56:1 (188 673 personnel and 41 381 vehicles) on 31 December 2010.

95% of police station projects completed (32 police station projects in 2010/11).

Projects completed up to 31 December 2010:•3 new police stations completed (Zamdela, Ga Masemola and Benoni Academy Radio Technical Centre).•4 newly re-established police stations completed (Brakpan, Bloemfontein 10111, Kakamas and Hazyview)•3 repair and upgrades police facilities completed (Riebeeck West, Humewood and Hammanskraal Academy Institution).•2 re-established police stations completed (Mbuzini and Thokoza).

70% of IS/ICT projects completed in 2010/11 New capabilities/enhancement of existing systems/development of SAPS administration systems estimated at 50% completed.

Programme 1: Administration Progress on 2010 targets


Programme 2: Visible Policing – Purpose, Subprogrammes, Strategic Priorities and Expenditure Estimates (1)


Purpose: Institute and preserve safety and security, and provide for specialised interventions and policing of SA’s borderlines.

Strategic objective: Discourage all crimes by providing a proactive and responsive policing service that will reduce the levels of priority crimes.

Subprogramme 1 - Crime Prevention This subprograme provides for basic crime prevention and visible policing services at police

stations, including Community Service Centres. Staff complement of 85 893. Strategic priorities for 2011/12:

Programme spending represents 41.9% of the Department. Crime Prevention will continue focusing on serious crime which includes contact crimes and trio

crimes (house robbery, business robbery and hijackings), crimes against women and children The reducing levels of crime will be realized through: Improving police response and police visibility/patrolling in identified hotspots Increasing policing actions to reduce the proliferation of stolen/lost/illegal firearms, stolen/robbed

vehicles, drugs [cannabis, mandrax, crystal meth (Tik-Tik) and cocaine] and liquor. Ensuring compliance with the Second Hand Goods Act. Improving cooperation with communities through crime awareness and public education

programmes, community safety forums and sector policing and thereby improving trust in the CJS

Decreasing incidents of persons escaping from police custody; and Apprehending and charging known suspects who are involved in serious crime.



Strategic Priorities, continued The SAPS, together with other role players, will render services to victims of sexual offences and

domestic violence through the Thuthuzela Care Centres and Victim Friendly Rooms at police stations.

Priority is also given to the implementation of a Rural Safety Strategy. The effective implementation of the Firearms Control Act by the SAPS has been identified as a priority

by the Minister of Police. The SAPS has responded to this prioritisation through the development and implementation of a turnaround strategy for the Central Firearms Registry that will culminate in the elimination of backlogs in the processing of firearms licence applications and the continued effective managing of the implementation of the Firearms Control Act.

One of the common issues identified by senior management during their station visits was the lack of “command, control, co-ordination and communication”. It has therefore become essential that structured inspections during station visits by national, provincial, cluster and station management be conducted on a regular basis.

Expenditure estimates of a total of R20 443,659 million (2010/11), R21 426,043 million (2011/12), R22,826,054 million (2012/13) and R24,934,938 million (2013/14) for crime prevention, including inter alia:

1 100 Tactical Response Team members to be developed and equipped (R35.1 million). R200 million provided for implementation of Eastern Cape Radio Communication System in 2010/11. ±R3 million to be spent on Victim Friendly Rooms in 2010/11.



Subprogramme 2 - Border Security Provides for the policing of borders. Staff complement of 7 114 personnel. Strategic Priorities for 2011/12:

Focus on seizures of illegal firearms, stolen/robbed vehicles, illicit drugs and illegal goods as well as the arrest of undocumented persons and perpetrators involved in the smuggling of illegal firearms, stolen vehicles, drugs, illegal goods and human traficking

The establishing of a Border Management Agency (BMA) has been prioritized to facilitate the establishing of a mechanism to oversee the securing of South Africa’s borders.

The BMA will promote regional cooperation through Memoranda of Understanding with neighbouring countries in order to establish regional policing with the aim of coordinating working relations to combat crime, especially at the borders.

The policing of South Africa’s borders has been prioritised within the JCPS Cluster Delivery Agreement, clearly highlighting it as a key priority for Government. The SAPS is currently engaged in a close relationship with the South African National Defence Force (SANDF) during a period of transition that will culminate in the responsibility for the maintaining of the integrity of the borders being transferred to the SANDF. This relationship has resulted in the joint, coordinated deployment of SAPS and SANDF personnel along South Africa’s borders, focusing on ensuring border security, including the border line and ports of entry and exit.

Expenditure estimates of a total of R1 323,327 million (2010/11), R1 475,016 million (2011/12), R1 554,125 million (2012/13) and R1 637,126 million (2013/14) for border security.



Subprogramme 3 - Specialised Interventions Provides for interventions in medium to high-risk operations. Staff complement of 5 515 personnel. Strategic Priorities for 2011/12:

Focus on the stabilization of volatile stations, maintenance of public order and interventions in extreme situations where normal policing must be supported.

Stabilising of public unrest situations (e g labour disputes, service delivery protest actions) and specialised operational support in serious crime incidents.

Expenditure estimates of a total of R1 461,261 million (2010/11), R1 541,597 million (2011/12), R1 619,737 million (2012/13) and R1 715,002 million (2013/14) for specialised interventions.

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Target ProgressAn additional 79 police stations rendering a victim friendly service in 2010/11.

2 additional Victim Support Facilities at Botlokwa and Jane Furse police stations.

Conduct a minimum of 25 000 crime prevention actions.

26 097 crime prevention actions conducted up to 31 December 2010 which resulted in the recovery of 6 187 stolen/lost firearms, 22 912 stolen/robbed vehicles and 63 574kg cannabis.Increased actions as a result of the 2010 FIFA World Cup.

Contact crimes reduced to 1 288 per 100 000 of the population (8.5% reduction per annum) and Trio crimes reduced to 90 per 100 000 of the population (7.8% per annum).

Up to 31 December 2010 contact crimes reduced by -4.86% and trio crimes by -11.1%.Carjacking -23.5%House robbery -9.5%Business robbery -1.1%

Decrease the number of incidents of escapes from police custody by 50% (on average 762 incidents over the period 2006/07 and 2008/09).

353 incidents from 1 April 2010 to 31 December 2010.

Conduct a minimum of 350 policing actions at borderlines.

43 actions conducted up to 31 December 2010 which resulted in the recovery of 123 firearms, 247 vehicles and 42 473kg cannabis.

Stabilise 95% medium to high-risk incidents which require interventions where normal policing must be supported.

97.4% incidents were successfully stabilised from 1 April 2010 to 31 December 2010 (11 358 incidents attended to and 11 061 resolved).

Programme 2: Visible Policing - Progress on 2010 targets


Programme 3: Detective Services – Purpose, Subprogrammes, Strategic Priorities and Expenditure Estimates (1)

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Purpose: Enable the investigative work of the South African Police Service, including providing support to investigators in terms of forensic evidence and the Criminal Record Centre.

Strategic objective: Contribute to the successful prosecution of crime, by investigating, gathering and analyzing evidence, thereby increasing the detection rate of priority crime.

Subprogramme 1 - Crime Investigations Accommodates detectives at police stations who investigate general crime and serious

crime. Staff complement of 25 605 personnel including detectives and total budget of

R5.5 billion, Strategic Priorities for 2011/12:

Investigation of Crime Focuses on detection and court ready case dockets rates, specifically contact crime, trio crimes and crimes

against women and children. Emphasis on investigating known criminals involved in serious crime. Specialised units such as Stock Theft Units and Tracking Units will also be established.

Support to the investigation of crime by increasing the capacity of detectives, improving forensic services, expanding of infrastructure and procurement of new technology or expanding of existing technology.

Expenditure estimates of a total of R6 250,114 million (2010/11), R6 808,536 million (2011/12), R7 237,992 million (2012/13) and R7 793,918 million (2013/14).




Subprogramme 2 - Specialised Investigations Provides for the prevention, combating and investigation of national priority crimes,

including organised crime syndicates, serious and violent crime, commercial crime and corruption

Strategic priorities for 2011/12: Investigation of serious commercial crime-related cases where officials are involved in

procurement fraud and corruption-related cases (focusing on the investigation of 100 individuals where assets to the value of R5 million are seized);

Investigating, gathering and analysing of evidence regarding commercial crime and serious organised crime;

Investigating cases of serious fraud and corruption in the JCPS Cluster; Securing of the identity and status of citizens and prioritising of operations against

perpetrators of identity theft; Combating of cyber crime; Prevention, detection and investigation of corruption within the SAPS will continue

through the implementation of the SAPS‘ Anti-Corruption Strategy; and The implementation of the Anti-Corruption Strategy will be undertaken in conjunction

with all departments, specifically those in the JCPS Cluster involving anti-corruption operations across the cluster to detect corruption-related crime.

Expenditure estimates of a total of R909,494 million (2010/11), R985,596 million (2011/12), R1 204,182 million (2012/13) and R1 284,138 million (2013/14).



Subprogramme 3 - Criminal Record Centre (CRC) Funds Criminal Record Centres. Staff complement of 3 967 personnel and a total budget of R772 million. Strategic Priorities 2011/12:

More personnel to be appointed to increase the capacity of the Criminal Record Centre (374 functional members in 2010/11 and 348 functional members in 2011/12). However, the approach is not only to appoint new personnel members, but also to develop a clear plan indicating a process to be followed in order to enhance the skills of Criminal Record Centre members to process fingerprints effectively.

The focus of the Criminal Record Centre will be on fingerprint evidence relating to contact crime, including trio crimes and crimes against women and children, property-related crimes, crimes dependent on police action for detection and commercial crime in respect of: crime scene management; evidence management; explosive response and presentation of evidence in court.

Expenditure estimates of a total of R1 113,795 million (2010/11), R1 201,665 million (2011/12), R1 418,483 million (2012/13) and R1 532,227 million (2013/14) for Criminal Record Centres. Included in the total expenditure estimates are operational amounts of R220,0 million

(2010/11), R208.5 million (2011/12), R317.0 million (2012/13) and R320.6 million (2013/14) for CJS purposes in the CRC environment.



Subprogramme 4 - Forensic Science Laboratory (FSL) Funds Forensic Science Laboratories, which provide specialised technical

analysis and support to investigators for evidence. Staff complement of 1 462 and a total budget of R398 million Strategic Priorities for 2011/12:

More personnel to be appointed to increase the capacity of the Forensic Science Laboratories (100 functional members in 2010/11 and 150 functional members in 2011/12). However, the approach is not only to appoint new personnel members, but also to develop a clear plan indicating a process to be followed in order to enhance the skills of Forensic Science Laboratory members to analyse exhibits effectively.

The focus of Forensic Science Laboratories will be to provide forensic evidence relating to contact crime, including trio crimes and crimes against women and children, property-related crimes, crimes dependent on police action for detection and commercial crime by providing crime scene management, evidence management, an explosives response and presentation of evidence in court. Capacity will be developed for Integrated Ballistics Identification System testing of police firearms.

Expenditure estimates of a total of R576,854 million (2010/11), R815,116 million (2011/12), R758,341 million (2012/13) and R835,290 million (2013/14) for FSL. Included in the total expenditure estimates are operational amounts of R120,0 million

(2010/11), R331,5 million (2011/12), R225,0 million (2012/13) and R251,2 million (2013/14) for CJS purposes in the FSL environment.


Target Progress

Detection rate of between 43 and 60% for contact crimes, contact-related crimes, property-related crimes, crimes dependent on police action for detection and other serious crime.

On average 52% serious crimes detected•On average 57% contact crimes detected•On average 16% trio crimes detected

Detection rate of between 68 and 75% for crimes against women (18 years and above) [Murder, attempted murder, all sexual offences, common assault and assault GBH]

On average 55% crimes against women detected.

Detection rate of between 76 and 80% for crimes against children (under 18 years) [Murder, attempted murder, all sexual offences, common assault and assault GBH]

On average 44% crimes against children detected.

Programme 3: Detective Services - Progress on 2010 targets (1)


Target Progress

Percentage of court ready case dockets for charges of corruption in relation to cases reported.

On average 40% court ready case dockets for corruption charges.

Detection rate of between 40 and 50% for commercial crime- related charges

On average 44% commercial crime-related charges detected.

30 to 40% court ready case dockets for commercial crime-related charges

On average 26% court ready case dockets for commercial crime-related charges.

Successfully terminate 50% of registered Organised Crime Project Investigations.

Terminated 30 registered projects from 1 April 2010 to 31 December 2010.

76% of offender’s previous conviction reports for crime-related fingerprints generated within 30 days.

78.6% previous conviction reports for crime-related fingerprints generated within 30 days up to 31 December 2010.

92% entries received by the forensic analyst, analyzed within 35 days.

On average 90% entries analyzed within 35 days.

Programme 3: Detective Services - Progress on 2010 targets (2)

Programme 4: Crime Intelligence – Purpose, Subprogrammes and Strategic Priorities (1)

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Purpose: Manage crime intelligence and analyse crime information, and provide technical support for investigations and crime prevention operations.

Strategic objective: Contribute to the neutralizing of crime by gathering, collating and analyzing intelligence that leads to an actionable policing activity.

Strategic Priorities for 2011/12 Crime Intelligence will emphasise intelligence based operations on

contact crimes especially trio crimes; organised crime involving drugs, vehicles, weapons, diamonds, human trafficking, corruption, commercial crimes and illicit mining; as well as security intelligence-related crime (terrorism, border security and integrity, political, public and social instability and service delivery protests).

Emphasis will be put on capacitating crime intelligence, including improving the capacity and resourcing of intelligence operations against crime syndicates as well as enhancing the capacity to improve the security standard in the SAPS through vetting.


Programme 4: Crime Intelligence – Subprogrammes and Strategic Priorities (2)

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Subprogramme1 - Crime Intelligence Operations Supports intelligence-based crime investigations. Staff complement of 2 844 and a total budget of R 642 million. Expenditure estimates of a total of R772,334 million (2010/11),

R838,254 million (2011/12), R883,245 million (2012/13) and R937,228 million (2013/14).

Subprogramme 2 - Intelligence and Information Management Supports the analysis of crime intelligence patterns to facilitate

crime detection in support of crime prevention and crime investigation.

Staff complement of 4 698 personnel. Expenditure estimates of a total of R1 175,301 million (2010/11),

R1 278,740 million (2011/12), R1 376,241 million (2012/13) and R1 484,315 million (2013/14).


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Target Progress

Maintain/increase the number of operations/investigations relative to the baseline figures of 8 103 cluster operations and 6 559 ad hoc operations.

11 446 cluster operations and 8 554 ad hoc operations conducted from 1 April 2010 to 31 December 2010.

Maintain/increase the number of operational analysis reports relative to the baseline figure of 62 500 operational analysis reports.

88 005 profiles, analysis reports, communication analysis reports and communication interception analysis reports and 165 777 research, statistical and station and cluster reports compiled during the first 9 months of 2010/11.

Programme 4: Crime Intelligence - Progress on 2010 targets


Programme 5: Protection and Security Services – Purpose, Subprogrammes, Strategic Priorities and Expenditure Estimates (1)

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Purpose: Provide protection and security services to all identified dignitaries and government interests.

Strategic objective: Minimise security violations by protecting foreign and local prominent people and securing strategic interests.

Subprogramme 1- VIP Protection Services Funds the protection of the President, the Deputy President,

former Presidents and their spouses, and other identified dignitaries while in transit.

Staff complement of 1 679 and a total budget of R406 million Expenditure estimates of a total of R489 821 million

(2010/11), R544 423 million (2011/12), R576,115 million (2012/13) and R611,781 million (2013/14).


Programme 5: Protection and Security Services – Purpose, Subprogrammes, Strategic Priorities and Expenditure Estimates (2)

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Subprogramme 2 - Static and Mobile Security Protection of: strategic sites, venues and residences of all identified VIPs

and valuable and dangerous government cargo. Staff complement of 3 786. Expenditure estimates of a total of R670,966 million (2010/11), R707,270

million (2011/12), R747,770 million (2012/13) and R790,532 million (2013/14).

Subprogramme 3 - Government Security Regulator Provides for security regulation, evaluations, and administering national

key points and strategic installations. This subprogramme has a staff complement of 233 and the bulk of it’s

budget is used for compensation of employees and other related costs. Expenditure estimates of a total of R55,662 million (2010/11), R61,952

million (2011/12), R65,037 million (2012/13) and R68,600 million (2013/14).


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Target Progress

100% protection provided to all identified VIPs while in transit without any security breaches.

Protection provided to an average of 262 VIPs with no security breaches.

100% static protection provided to all identified VIPs, their property, other government buildings and persons related to the President and Deputy President.

5 security breaches occurred from 1 April 2010 to 31 December 2010:•Unauthorised entry at the Western Cape Parliament.•Housebreaking and theft at the Premier’s residence.•Housebreaking and theft at a Former president’s residence.•Housebreaking and theft at the residence of the Deputy minister of Cooperative and Traditional Affairs.•Housebreaking and theft at the Parliamentary Complex.

100% safe delivery of valuable cargo.

Protection was provided to 153 cargoes with no security breaches.

Programme 5: Protection and Security Services - Progress on 2010 targets


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Target Progress

Conduct a minimum of 3 848 planned actions at ports of entry.

2 841 planned actions conducted at ports of entry during the first 9 months of 2010/11 which resulted in the recovery of 264 firearms, 425 vehicles and 13 124kg cannabis.

Reduce contact crimes by 8.5% in the railway environment.

Contact crimes increased with 33.4% during the first 9 months in 2010/11 compared to the same period in 2009/10 (2 597 cases in 2010/11 compared to 1 947 cases in 2009/10).

Appraise 50% from a total of 207 identified strategic installations.

86 (41.5%) identified strategic installations appraised from 1 April 2010 to 31 December 2010.

Evaluate all 165 National Key Points.

134 (81.2%) National Key Points evaluated from 1 April 2010 to 31 December 2010.

Programme 5: Protection and Security Services - Progress on 2010 targets


End, thank you

Department of Police

strategic overview and costed annual performance plan 2011/12

Documents

strategic plan saps

crime intelligence

victims of crime

act states

criminal procedure act

strategic priorities

annual performance plan

communication technology