Annual Performance Plan - Saps

SOUTH AFRICAN POLICE SERVICE 

Annual 

Performance Plan 

2012 /13 

Together squeezing crime to zero

Compiled by: 

SAPS Strategic Management 

Design and Layout: 

Section: Publications 

SAPS Corporate Communication 

Further information on the 2012/13 Annual Performance Plan 

for the South African Police Service can be obtained from: 

The South African Police Service National Commissioner 

Private Bag X94 

Pretoria, 0001 

SAPS Website: 

www.saps.gov.za 

RP Number: 15/2012 

ISBN: 978-0-621-40611-5 

Annual Performance Plan 2012/13 i

Foreword by the Minister of Police 

The most important defining feature of the South African democratic state is that it 

champions the aspirations of the law abiding citizens. Its primary task is to work for the 

realisation of a safe and secured environment for women, children, the disabled and 

the elderly to exercise their right without fear. The democratic state has charged the 

police with the task of championing the course of law abiding citizens by ensuring that 

the most basic aspirations of this majority assumes the status of hegemony. 

Over the last financial year there have been considerable successes in the fight against 

crime. The 2010/11 crime statistics released in September 2011, showed that we are 

turning the tide with regard to many of the serious contact crimes. 

What is also encouraging is that Statistics South Africa last year conducted the most 

extensive ever victims survey and the finding released in November 2011 indicates that 

many South Africans believe that we are seeing results in the fight against crime and 

that 60% of households felt satisfied with the way police and courts are doing their work. 

However, despite these successes, we should not be complacent about the mammoth task that faces us. While we 

must celebrate our successes, we must also take stock of issues and areas that still require our attention. The continued 

development of a professional police officer and service must be addressed at all levels of the institution. 

We need to place significant focus on a number of key areas within the policing environment that will assist us in realising 

this objective. 

The first of these priority areas must be the effective transformation of the police. There are still certain aspects, units or 

specialized areas which remain untransformed with regard to issues of race and gender and this must be addressed. 

In addition, our approach to transformation must also speak about the type of police service we want to see, that is, a police 

service that inspires confidence. 

Amongst others, an officer we want to see must be: 

• a police officer who respects and upholds the Constitution, 

• a police officer who does not tolerate disloyalty and ill-discipline, 

• a police officer who is enforcing the law without fear or favour, 

• a police officer who recognizes that we are a developmental state and embraces effective service delivery within the 

Police, and 

• a police officer who demonstrates, through their deeds, a firm commitment to ensure government priorities are realized. 

The second priority area of focus must be the issue of smarter policing and our engagement with the Criminal Justice System 

(CJS) revamp process. The first step in this regard is the harmonisation of our Information and Communication Technology 

(ICT) systems within the South African Police Service. The realisation of this objective will address various issues, amongst 

them the e-docket. The e-docket system will eliminate the problem of missing dockets. Huge resources have been dedicated 

towards ICT within SAPS and we need to ensure that we are receiving returns on this investment. ICT should also be able 

to contribute to the increased detection rate, the roll out of war rooms and the improvements in our forensic laboratories. 

Having achieved the harmonisation of our ICT sector within SAPS, we will have to move towards the linking our ICT with that 

of the Criminal Justice system. Co-ordination within the system is central in ensuring that South Africans are and feel safe in 

the land of their birth. 

The third priority, which relates both to service delivery within SAPS and to government’s priority, is to ensure that the pace 

of building new Police stations is accelerated. Supply Chain within the Department must be able to deliver on this strategic 

objective in a timely, clear, accountable and transparent manner. The very existence of the police station structure itself is a 

deterrent to crime. 

ii

The fourth priority, in 2011, we also introduced a new policy for the area of Public Order Policing and are encouraged by the 

positive feedback we have received. This policy must now be effectively implemented throughout the country. 

The policing of community protests in a democracy needs to reflect the ethos of human rights. We cannot use maximum 

force in a situation requiring minimum force. At any moment we must be able to enforce and uphold the law. However at the 

same time we need to educate people regarding not only their rights but also their responsibilities. 

The fifth priority, Crime Intelligence in the police and improvements in the field of detective services also requires our 

attention. We need to build a stable environment within the crime intelligence community. There must be a strong link 

between crime intelligence and detective services and be focused on improving our conviction rate. 

The sixth priority, in 2011, we re-established the Family, Child and Sexual Offenses Unit. Our task in the years ahead is to 

strengthen this unit. We need to take practical steps to retain the skill we have and to build the required skills capacity. To 

ensure that the unit is successful we must look at their resourcing, including the retention allowances of these officers. 

The seventh priority must be a constant focus on recruitment within SAPS. Over the last year we have made certain changes in 

our approach to recruitment and our official standards have been benchmarked against other countries and have compared 

favourably. However, we need to seriously address how our recruitment is actually being carried out in practice. We need to 

constantly check who we are recruiting and the type of person we want in the police. We equally need to be able to identify 

gaps in our screening processes and to develop the ability to attract the right kind of skills. Once we have the right type of 

recruits we must be in a position to effectively career path people so that these skills are developed and retained. 

The eighth priority, the next area requiring our focus is that of training. While the extension of SAPS basic training period 

and the introduction of basic detective training is a step in the right direction, we still need to do more. We need to revise 

how and what is involved in training. Our training must speak to issues of human rights and to the principles of Batho Pele. 

Training cannot just be about churning out numbers but must be ongoing and relevant. 

The ninth priority is command and control. This is something we have been constantly and will continue to emphasise as a 

key aspect of professional policing. This command and control must address how we are managing our members from the 

station level, cluster, provincial and at national level. Management must become more accountable on how officers working 

under their command and control, operate and perform. Part of management performance must not only be about being 

able to issue instructions but also about managing how these instructions are implemented. 

The tenth priority, the introduction of the Rural Safety Strategy and the support we have received from various role players, 

stakeholders and communities has been encouraging. In the coming period we should work to enhance and consolidate this 

strategy. 

The FIFA World Cup 2010, the local government elections, COP 17, Operation Duty Calls - Festive Season are just a few of our 

recent successes particularly with regard to the role played by Visible Policing. However, we need to continue to enhance 

and dedicate resources to maintain and increase the visibility of the police at all levels of the country. Sector policing should 

be one of the means for enhancing our interaction and visibility as the police. 

Finally, during the last financial year we made concerted efforts on strengthening civilian oversight of the police through the 

reform of the Independent Complaints Directorate (ICD) and the Civilian Secretariat for Police. Now that these reforms have 

been processed, the task will not only be on ensuring delivery of these oversight bodies but also the review of the White 

Paper for Safety and Security and a subsequent overhaul of the SAPS Act. 

Annual Performance Plan 2012/13 iii

Introduction by the 

Acting National Commissioner 

of the South African Police Service 

It is with great pleasure as Acting National Commissioner of the South 

African Police Service, to introduce the Annual Performance Plan for the 

Police for the financial year 2012/13. The commitment made by Government 

to improve service delivery to all its people has given rise to Government’s 

Delivery Agreement with the various National Clusters of Departments. In 

particular, the aim of the Delivery Agreement of the Justice, Crime Prevention 

and Security Cluster (JCPS) is to ensure that “all people in South Africa are 

and feel safe”. The Department of Police, as part of the JCPS, has the primary 

responsibility for ensuring that people feel safe by bringing crime under control, especially those crimes that 

impact negatively on their feeling of safety. This imperative has shaped the content of the Annual Performance 

Plan for 2012/13, supported by the identified priorities of the SAPS for 2010-2014. 

For this reason the reduction of serious and violent crime will be our focus for 2012/13. This overarching 

priority will be supported by a number of key initiatives identified to ensure that we reduce crimes of a serious 

and violent nature. Research in South Africa convinces us that some of these violent crimes are fuelled by 

drug use or high alcohol consumption levels of which the supply volumes are escalating. Therefore, the police 

will engage in a more vigorous and intelligence-driven programme which will target the manufacturers and 

distributors of drugs as well as the identification and closure of unlicensed/illegal liquor premises. In addition, 

the visibility of the police will increase further and they will work closely with communities, focussing on the 

confiscation of illegal firearms, stolen vehicles and illegal goods. The escapes from police custody continues 

to be a burning issue and this will be closely monitored during 2012/13 through the implementation of 

vigorous preventative measures. 

The investigation of crime plays a crucial role in the combating of crime. A court ready case docket mechanism 

has been developed to monitor the extent of the quality of the investigation of case dockets in order for the 

National Prosecuting Authority to successfully prosecute offenders. In order to support this development, 

the focus for 2012/13 will be on the quality of the detection of serious and violent crime to ensure a positive 

outcome in the form of adequate court ready case dockets and convictions. The investigations will include 

crimes against vulnerable groups of the community, such as women and children, hence the focus on further 

capacitating of the Family, Violence and Child Protection Units and skills development for members allocated 

to these Units. Together with this, the stock theft units will be enhanced with a focus on the investigation of 

related crime, especially on endangered species such as rhino poaching. 

The above will be supported by an integrated policing approach with emphasis on multi-disciplinary 

collaboration to ensure that the detection rate and court ready case dockets contribute positively to the CJS 

performance. 

The building of police stations will be directed by means of an access strategy which is currently being finalised. 

The aim of the access strategy is to determine the geographical locality where new police stations should be 

iv

uilt. Our energy will continue to focus on capacitating those areas as indicated by the access strategy. 

The SAPS has invested considerable efforts towards increasing the available numbers and skills levels of 

members over the past few years. The murder of police officers, both in the line of duty and off duty, has 

been shown to have a significant impact on the morale of members, the families of slain officers and the 

public’s perceptions of the ability of the SAPS to establish a safe and secure South Africa. The SAPS will 

initiate specific actions to address this issue, both within its ranks and within the communities we serve. 

Linked to the murder of police officers, suicide by members also impacts negatively on colleagues, family and 

friends and reduces the SAPS’ effectiveness in the fight against crime. Significant effort has and will continue 

to be made to assist those members who due to pressures that emanate from their work and other sources, 

make the decision to take their own lives. The Employee Health and Wellness programme will receive the 

sustained and committed support of management as both a preventive and reactive measure in curbing 

suicides by members. 

There are several internal factors that have been identified and acknowledged by the police management 

which have been prioritised for implementation during the financial year. One of the most important areas is 

leadership, specifically at police station level where police performance needs to be maximised. Corruption 

and poor police performance are key elements that impacts negatively on the organisational reputation and 

ability to deliver. Proper implementation of management principles that rewards managers for excellence 

and consequences for poor performance, misconduct and corruption is a necessity and will be enforced 

during 2012/13. Therefore, I expect that every member of the SAPS to espouse the values of the organisation 

and act with compassion, professionalism and integrity, within the scope of the law. 

These priorities constitute the main thrust of SAPS’ focus for 2012/13 and will direct the personnel within 

the SAPS and their utilisation of resources over the forthcoming financial year. The Office of the National 

Commissioner took the initiative to coordinate the engagement of all Deputy National Commissioners, 

Provincial Commissioners and Divisional Commissioners of the SAPS in compiling the Annual Performance 

Plan for 2012/13. This was followed by a thorough and inclusive consultative process to ensure accountability 

and transparency with regard to the content and process of the Annual Performance Plan for 2012/13. The 

planning that went into the development of this Annual Performance Plan was therefore thorough and 

comprehensive, but the success of the implementation of this Plan lies with every member, irrespective of 

where they work, be it national, provincial or station level. 

Therefore, I call upon every member of the SAPS to direct their energies towards implementing this plan 

through every action, word or deed they perform within the course of their duties. I call upon management 

to guide members and support them in their efforts to give full effect to this Annual Performance Plan. 

Lieutenant General NS Mkhwanazi 

Acting National Commissioner 

Annual Performance Plan 2012/13 v


Official sign-off 

It is hereby certified that this Annual Performance Plan: 

- Was developed by the management of the South African Police Service under the guidance of the Minister of 

Police 

- Takes into account all the relevant policies, legislation and other mandates for which the South African Police 

Service is responsible 

- Reflects reasonably accurate performance targets which the South African Police Service will endeavour to 

achieve given the resources made available in the budget for 2012/13 

Lt. General SJP Schutte 

Chief Financial Officer 

Signature: ___________________________ 

Lt. General BC Mgwenya 

Chief Operations Officer 

Signature: ___________________________ 

Lt. General NS Mkhwanazi 

Accounting Officer 

Signature: ___________________________ 

Approved by: 

Hon. EN Mthethwa, MP 

Executive Authority 

Signature: ___________________________ 

vi

Table of Contents 

PART A: STRATEGIC OVERVIEW FOR THE ANNUAL PERFORMANCE PLAN 2012/13........................................1 

1. Situational Analysis................................................................................................................................................ 1 

1.1 Performance Delivery Environment................................................................................................................. 1 

1.2 Organisational Environment............................................................................................................................. 2 

2. Revisions to legislative and other mandates.......................................................................................................... 4 

3. Overview of the 2012/13 budget and MTEF estimates.......................................................................................... 5 

3.1. Expenditure Estimates..................................................................................................................................... 5 

Expenditure Trends and Strategic Outcome Oriented Goals..................................................................................5 

Infrastructure spending.......................................................................................................................................... 6 

Spending priority focus........................................................................................................................................... 6 

The year-on-year increases in the Vote per programme are the following over the medium term:.................7 

The year-on-year increases in the Vote per main economic classification (item) are the following over the 

medium term:.................................................................................................................................................... 7 

Notes on growths in the Vote:........................................................................................................................... 7 

Selected specific spending focus areas.............................................................................................................. 7 

Programme and subprogramme spending trends.................................................................................................. 9 

Programme 1: Administration................................................................................................................................ 9 

Expenditure estimates....................................................................................................................................... 9 

Expenditure trends............................................................................................................................................. 9 

Programme 2: Visible Policing................................................................................................................................ 10 



Programme 3: Detective Services........................................................................................................................... 11 



Programme 4: Crime Intelligence........................................................................................................................... 12 



Programme 5: Protection and Security Services.................................................................................................... 13 



Annual Performance Plan 2012/13 vii


PART B: PROGRAMME AND SUB-PROGRAMME PLANS....................................................................................... 14 

4. Key Departmental Programme 1: Administration.................................................................................................. 14 

4.1. Strategic Objective Annual Targets and Performance Indicators for 2012/13.................................................14 

4.2. Quarterly Targets for 2012/13......................................................................................................................... 17 

5. Key Departmental Programme 2: Visible Policing.................................................................................................. 18 



6. Key Departmental Programme 3: Detective Services............................................................................................. 23 



7. Key Departmental Programme 4: Crime Intelligence............................................................................................. 33 

7.1. Strategic Objective Annual Targets and Performance indicators for 2012/13.................................................33 


8. Key Departmental Programme 5: Protection and Security Services......................................................................35 



PART C: LINKS TO OTHER PLANS............................................................................................................................... 38 

9. Links to Other Plans................................................................................................................................................ 38 

9.1 Infrastructure and Capital Asset Plan............................................................................................................... 38 

9.2 Information and Communication Technology Plan.......................................................................................... 39 

9.3 Human Resource Management Plan................................................................................................................ 44 

viii

PART A: 

STRATEGIC OVERVIEW FOR THE ANNUAL PERFORMANCE PLAN 2012/13 

1. Situational Analysis 

The current analysis represents a move towards comprehensive development planning and should be seen as a vital 

tool to ensure the proper allocation of the country’s resources to address current and emerging policing challenges and 

issues for the financial year 2012/13. The analysis, therefore, is an opportunity to reflect on the external and internal 

environments which directly or indirectly influence planning by the organisation, based on a common national vision 

and strategic outcomes oriented goals and priorities set within the Medium Term Expenditure Framework (MTEF) 

planning horizon. However, it is noteworthy that some of the issues and challenges that will be faced by the SAPS in the 

2012/13 financial year go beyond the stipulated one-year planning period. Therefore, the current analysis should not 

be seen in isolation, but rather as part of the continuum within the country’s development process. As a result, focus 

will also be paid on policing development needs and issues which may have longer term implications whose outcomes 

may not necessarily be realised during this planning horizon. 

1.1 Performance Delivery Environment 

The current policing environment continues to be driven by external factors such as national security threat levels 

and crime incidences. These factors require continuous high level intelligence gathering, flexibility, preparedness and 

responsiveness in order to adapt to and decisively deal with a variety of unknown variables. 

Research in South Africa continues to evince that there is a significant number of crime, especially violent crime that 

is facilitated or fuelled by drug use or high alcohol consumption levels. As part of the JCPS output, several successful 

awareness campaigns and educational programmes have been conducted in 2010/11 and 2011/12 financial years and 

these are ongoing. These are conducted in partnership with the relevant organs of state and they include sustainable 

initiatives such as the Safer Schools Programme; the Drug Demand Reduction Programme; and Youth Crime Prevention 

which is done in association with the National Youth Development Agency. Operationally, confiscations of drugs, 

especially at the ports of entry, and the confiscation of liquor from illegally operating premises, have been diligently 

and successfully done at least for the past three years. Although massive loads of seizures and relevant arrests are 

being made, the supply volumes and use of drugs is escalating. Therefore, the police will engage in a more vigorous and 

intelligence-driven programme which will mainly target the manufacturers and distributors of drugs. 

The reduction of the overall levels of serious crime, in particular contact crime and trio crime is one of the priorities 

of the JCPS delivery agreement. These crimes impact negatively on the feelings of safety by all South Africans, investor 

perceptions and tourism. During the first six months of 2011/12 all serious crime has already reduced by -4%, contact 

crime by -6,7% and trio crimes by -1,4%. The targets set in the current delivery agreement are to achieve a 60% contact 

crime detection rate and a 34% trio crime detection rate by 2014. The detection rate for contact crime increased 

with 3,53% from 53,46% to 56,99% and the trio crimes increased with 1,25% from 14,77% to 16,02% in 2010/11. 

These increases could be attributed to the special emphasis that was placed on the expansion of the human resource 

capacity and training of detectives which increased by 11% from 20 291 to 22 594 in 2010/11. When comparing the 

first six months of 2011/12 with the corresponding period in 2010/11, the detection rate for contact crime had already 

indicated an increase by 2,64%, from 57,04% to 59,68%. 

A court ready case docket mechanism has been developed to monitor the extent of the investigation of case dockets 

in order for the National Prosecuting Authority to successfully prosecute offenders. 

Annual Performance Plan 2012/13 1


In terms of the recently finalised Victims of Crime Survey of the Statistics South Africa, which serves as one of the 

barometers of community perceptions on issues of safety, the in terms of Outcome 3 of the JCPS delivery agreement, 

88,2% of households (respondents) felt very safe or fairly safe walking alone during the day, compared to only 37,0% 

when it was dark. Notably, only 14,7% said that they felt very safe when it was dark. 

Recommendations from statutory oversight structures, civil society and the community continue to shed light in 

assisting the organisation to perform optimally and to relevantly review its plans and operations. 

1.2 Organisational Environment 

The annual implementation and realisation of the strategic priorities stated in the 2010-2014 strategic plan of the 

organisation are dependent on focused planning, organisational readiness and the creation of a conducive support 

environment. There are several internal factors that have been recognised and acknowledged by the police management 

that need to be prioritised and implemented during the financial year, which are initiatives designed to continuously 

improve the processes, culture, personal growth and operational readiness within the department. Furthermore, 

there are areas where the organisation has significantly performed which need further emphasis and sustenance for 

continued operational excellence towards ensuring public safety. 

The organisation currently boasts a remarkable record of policing competence and expertise in substantial areas of 

operation and is committed to continuously attract and improve this through its investment in up-skilling the human 

resources. The envisaged additional 1 750 staff complement in 2012/13 and the sustenance of 98% active human 

capital in terms of the approved establishment will assist in ensuring a strong base of policing capacity and support 

that is geared to improve service delivery to the communities. However, what will be of paramount importance is the 

ability by the organisation to strategically, timely, flexibly and meticulously deploy its qualified personnel according to 

the areas of need. 

Currently, our leadership in the frontline (police stations) has not fully demonstrated its management capability 

which impacts on the police management’s mission to maximise police performance, especially at police station level. 

Corruption and poor police response are the key elements that impact negatively on the organisational reputation and 

ability to deliver. The revised Anti-corruption strategy and plans will go a long way in addressing the former. A proper 

implementation of management principles that demonstrate rewards for excellence and consequences for mediocrity 

or misconduct is a necessity and will be fully considered during the 2012/13 financial year. This requires a different 

kind of management which is disciplined, decisive, impartial, inspired and confidently visible in directing the coalface 

of service delivery. 

The current international trends require the police to invest in the technology infrastructure in order to emphasis 

smart policing within the department, e.g. Automated Fingerprint Identification System (AFIS), Crime Management 

Information System(CMIS), Operational Planning and Monitoring System (OPAM), Enhanced Firearms Registration 

System (EFRS) and E-docket; and in the integrated business information systems of the IJS, e.g. databases of Sexual 

Offence Registers (Department of Justice and Constitutional Development) and Child Protection Registers (Department 

of Social Development). Most of the current systems will have been finalised by 2012/13, ushering in innovative 

and technological solutions that will be implemented by trained personnel to further enhance the efficiency and 

effectiveness of the police and the JCPS at large. 

The lack of proper accountability on performance by line management on predetermined objectives is corroborated by 

the continued findings of the Auditor- General where basic issues such as proper control procedures, validity, accuracy 

and completeness of performance information are cited. There will be rigorous performance, accountability and 

continuous improvement in this area of focus during the 2012/13 financial year to ensure compliance with accounting 

regulations. 

2

An integrated policing approach has been emphasised by police management as the best option to ensure the 

synergy between operational plans in various environments. It advocates for an integrated approach to policing 

which emphasises multi-disciplinary collaboration. This will be coupled with intelligence-led (strategic and tactical 

intelligence) investigations to ensure that the detection rate and court ready case dockets are increased to contribute 

to the CJS performance. Budgetary planning and strategic deployment of resources will be conducted within the 

framework of the integrated policing strategy during the financial year. 

Police work is hazardous in nature, hence the resultant unwelcome annual statistics of murders and killing of police 

on duty and off-duty. During the 2010/11 financial year alone, 93 members were murdered countrywide, i.e. 36 were 

murdered on duty and 57 off duty. This phenomenon has been identified by the department as one of the risk factors 

that affect the morale of the members. Some of the on-duty incidents include instances where police were responding 

to a complaint, investigating a case, apprehending a suspect, in a robbery in progress or during a car chase, surprise 

or targeted ambush attacks. The continued implementation of SAPS precautionary measures and interventions, which 

include the involvement of civil society and the business sector to address these killings, contribute to the gradual 

decrease in these incidents and this will be enhanced during the 2012/13 financial year. 



2. Revisions to legislative and other mandates 

The following Draft Bills are on the Minister’s legislative programme for the 2012/13 Parliamentary year: 

South African Police Service Amendment Bill - Regulations will be drafted to implement the Act. The purpose of the 

Act is to align the operations of the Directorate for Priority Investigations with the Constitutional ruling and to improve 

the fight against corruption and organised crime. 

Dangerous Weapons Bill – Development of regulations to implement the Act. The Dangerous Weapons Act will be 

aligned with the requirements of the Constitutional Court and rationalise legislation across SA national boundaries in 

order to ensure uniformity throughout the country with regard to the carrying of dangerous weapons. 

Private Security Industry Regulation Amendment Bill - Regulations will be drafted in order to implement the Act and 

to improve the current framework for regulation of the private security industry. The Act will improve the situation for 

workers in the industry and will provide greater protection for both consumers and ordinary people who interface with 

private security industry. 

Firearms Control Amendment Bill - Regulations will be developed to implement Act. The purpose is to improve SAPS 

systems to control and regulate firearm possession and ownership, to reduce proliferation of firearms and ammunitions 

and to ensure that members of the public are better protected. 

South African Police Service Bill - To overhaul the South African Police Service Act of 1995 and to align this act with 

the Constitution and the revised White Paper for Safety and Security. The purpose of the Bill is to ensure that the 

operations of the SAPS are aligned with the Constitution. 

In order to improve service delivery levels in policing, the following policy will be finalised during the 2012/13 financial 

year: 

White Paper for Safety and Security - The White Paper was written in 1998 and, since then, there have been significant 

local and international developments in both policing and the general area of safety and security. The review aims to 

align the White Paper with these and related developments. 

4

3. Overview of the 2012/13 budget and MTEF estimates 

3.1. Expenditure Estimates 

The expenditure trends in the programme’s budget and economic classification over the seven year period are the 

following: 

Programme Audited outcome Adjusted 

appropriation 

Revised 

estimate 

Medium-term expenditure estimate 

R thousand 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 

Administration 11 081 706 12 600 183 13 945 619 15 204 241 15 204 241 16 281 134 17 162 132 18 109 110 

Visible Policing 20 233 389 23 458 044 25 799 892 27 268 276 27 268 276 28 684 508 31 105 431 33 029 470 

Detective Services 7 586 993 8 449 175 10 120 060 11 960 602 11 960 602 13159 758 14 072 523 14 874 444 

Crime Intelligence 1 579 706 1 814 767 2 115 692 2 391 577 2 391 577 2 549 166 2 692 278 2 840 430 

Protection and Security Services 1 153 454 1 340 303 1 548 437 1 725 841 1 725 841 1 810 793 1 888 979 1 994 530 

Total 41 635 248 47 662 472 53 529 700 58 550 537 58 550 537 62 485 359 66 921 343 70 847 984 

Change to 2011 Budget estimate 489 000 489 000 407 754 224 608 149 445 

Economic classification 

Current payments 38 647 559 44 424 871 49 733 592 55 085 433 55 085 433 58 724 240 63 025 022 66 742 327 

Compensation of employees 29 147 399 33 771 480 38 415 337 42 298 631 42 298 631 45 042 199 48 180 724 50 770 170 

Goods and services 9 500 160 10 653 391 11 318 255 12 786 802 12 786 802 13 682 041 14 844 298 15 972 157 

of which: 

Computer services 1 611 944 2 078 860 2 130 660 3 326 098 3 326 098 3 450 922 3 511 281 3 593 262 

Inventory: Fuel, oil and gas 1 874 816 1 537 393 1 639 075 1 655 816 1 655 816 1 757 575 2 121 593 2 383 045 

Lease payments 1 187 138 1 503 451 1 704 522 1 930 544 1 930 544 2 132 817 2 254 179 2 395 656 

Property payments 660 273 807 430 947 306 898 480 898 480 991 181 1 085 247 1 157 282 

Transfers and subsidies 379 939 437 802 500 296 464 622 464 622 492 102 516 039 542 274 

Provinces and municipalities 22 447 25 195 25 712 25 327 25 327 26 605 27 963 29 592 

Departmental agencies and 

18 427 20 818 23 861 24 268 24 268 27 724 29 713 31 789 

accounts 

Non-profit institutions – – – 1 000 1 000 – – – 

Households 339 065 391 789 450 723 414 027 414 027 437 773 458 363 480 893 

Payments for capital assets 2 605 647 2 798 750 3 292 936 3 000 482 3 000 482 3 269 017 3 380 282 3 563 383 

Buildings and other fixed 

991 150 1 070 126 1 182 141 1 235 293 1 235 293 1 344 557 1 429 507 1 527 277 

structures 

Machinery and equipment 1 612 501 1 726 771 2 109 890 1 764 954 1 764 954 1 924 210 1 950 515 2 035 836 

Biological assets 1 996 1 853 905 235 235 250 260 270 

Payments for financial assets 2 103 1 049 2 876 – – – – – 

Total 41 635 248 47 662 472 53 529 700 58 550 537 58 550 537 62 485 359 66 921 343 70 847 984 

Expenditure Trends and Strategic Outcome Oriented Goals 

The spending focus over the medium term will be on personnel numbers, physical resources such as basic 

equipment needs, capital infrastructure, skills development and technological enhancements in the information and 

telecommunications environments. The spending trends are however influenced by the reduction on the baseline 

allocations over the medium term to the extent of R2.186 billion. These amounts reduce the extent to which 

new personnel are appointed and spending levels of cost drivers such as travel and subsistence, fuel and oil and 

communication expenses. 

Expenditure increased from R41.6 billion in 2008/09 to R58.6 billion in 2011/12, at an average annual rate of 

12.0 per cent. It is expected to grow to R70.8 billion over the medium term, at an average annual rate of 6.6 per cent. 

The growth in expenditure over the medium term is due to: investing in capital infrastructure and technological 

enhancements, especially in the forensic science and investigative functions; additional capacity for the Directorate for 



Priority Crime Investigation; upgrading the IT network; and reviewing and modernising the criminal justice system to 

create an integrated criminal justice environment. 

The Budget sets out additional allocations of R872.9 million in 2012/13, R990.8 million in 2013/14 and R1.1 billion in 

2014/15 for higher than budgeted salary increases granted in 2011/12. 

Infrastructure spending 

Spending on infrastructure increased from R991.1 million in 2008/09 to R1.2 billion in 2011/12 at an average annual 

rate of 7.6 per cent, and is expected to increase to R1.5 billion over the medium term at an average annual rate of 

7.3 per cent. Allocations earmarked for infrastructure will be used to build and upgrade police stations. Spending on 

office accommodation functions devolved from the Department of Public Works increases from R1.4 billion in 2008/09 

to R3.2 billion in 2014/15, at an average annual rate of 19.5 per cent. 

In 2008/09, the department began building a forensic laboratory in Western Cape and expects it to be completed 

in 2012/13. The new building will accommodate all the different forensic disciplines to eliminate the duplication of 

certain administration processes. The new laboratory complex will also allow for an increase in personnel capacity and 

analytical instrumentation. 

Spending priority focus 

The Police budget over the medium term is aligned to the priority indications thus taking into account departmental 

strategic objectives for the medium term period ahead. These focus areas are: 

• Specific emphasis on – 

o Enhance Investigative capacity quite significantly 

o Enhance Crime Intelligence capacity 

o Enhance Visible Policing capacity 

o Enhancing Directorate for Priority Crime Investigation (DPCI) capacity as far as human and 

physical resources are concerned. 

• Continued training focus – basic, investigative training, Community Service Centre (CSC) Commander, etc. 

• Resourcing the CJS Revamp initiative intensely – Criminal Record Centre (CRC), Forensic Science Laboratory 

(FSL) and systems 

• Continuous funding of the Integrated Justice Systems (IJS) 

• Upgrading of the hosting and network infrastructure 

• Resourcing of the DPCI – address organised crime etc. 

• Capital infrastructure and property management 

• Establish tactical response teams in provinces 

• Re-establishment and roll-out of Family Violence, Child Protection and Sexual Offences (FCS) Units and 

• Strengthening of Stock Theft Units. 

6

The year-on-year increases in the Vote per programme are the following over the medium term: 

Programmes 

2010/11 

R’000 

2011/12 

R’000 

% 

increase 

2012/13 

R’000 

% 

Increase 

Administration 13 945 619 15 204 241 9.0% 16 281 134 7.1% 

Visible Policing 25 799 892 27 268 276 5.7% 28 684 508 5.2% 

Detective Services 10 120 060 11 960 602 18.2% 13 159 758 10.0% 

Crime Intelligence 2 115 692 2 391 577 13.0% 2 549 166 6.6% 

Protection and Security Services 1 548 437 1 725 841 11.5% 1 810 793 4.9% 

TOTAL 53 529 700 58 550 537 9.4% 62 485 359 6.7% 

The year-on-year increases in the Vote per main economic classification (item) are the following 

over the medium term: 


2010/11 

R’000 

2011/12 

R’000 

% 

Increase 

2012/13 

R’000 

% 

Increase 

Current payments 

*Compensation of employees 

*Goods and services 

49 733 592 

38 415 337 

11 318 255 

55 085 433 

42 298 631 

12 786 802 

10.8% 

10.1% 

13.0% 

58 724 240 

45 042 199 

13 682 041 

6.6% 

6.5% 

7.0% 

Transfers and subsidies 500 296 464 622 -7.1% 492 102 5.9% 

Payments for capital assets 

*Buildings and fixed structures 

*Machinery and equipment 

3 292 936 

1 182 141 

2 109 890 

3 000 482 

1 235 293 

1 764 954 

-8.9% 

4.5% 

-16.3% 

3 269 017 

1 344 557 

1 924 210 

8.9% 

8.8% 

9.0% 

TOTAL 53 529 700 58 550 537 9.4% 62 485 359 6.7% 

Notes on growths in the Vote: 

• 2012/13 allocation reflects an increase of 6.7% on the 2011/12 allocation. 

• 2013/14 allocation reflects an increase of 7.1% on the 2012/13 financial year. 

• 2014/15 allocation reflects an increase of 5.9% on the 2013/14 allocation. 

• Average of 6,6% nominal growth over next three years. 

Selected specific spending focus areas 

• Integrated Justice Sector programme 

With the intention to revamp the Criminal Justice Sector, additional amounts were allocated to the SA Police 

Service, in additional to the current IJS Programme Plan projects. The total amounts per annum over the 

medium term are the following: 

2012/13 – R 2.238 billion 

2013/14 – R 2.361 billion 

2014/15 – R 2.502 billion. 



• Capital Works and Devolved funds from Public Works 

The amounts available for the property portfolio are reflected in the table below. 

o Capital Works 

The baseline allocations for Capital Works are the following: 

2012/13 – R 1.345 billion 

2013/14 – R 1.429 billion 

2014/15 – R 1.527 billion 

Notes: * Growth from 2011/12 to 2014/15 is 23.6% (nominal) 

* Year-on-year growth (nominal) 

- 2011/12 to 2012/13 is 8.8% 

- 2012/13 to 2013/14 is 6.3% 

- 2013/14 to 2014/15 is 6.8% 

o Funds devolved from Public Works 

The baseline allocations for planned maintenance and rates and taxes (accommodation charges), leases 

and municipal services are the following: 

2012/13 

R’000 

2013/14 

R’000 

2014/15 

R’000 

* Accommodation charges 

* Leases 

* Municipal Services 

1 156 462 

957 140 

725 639 

1 220 067 

1 009 783 

800 600 

1 293 271 

1 070 370 

848 636 

TOTAL 2 839 241 3 030 450 3 212 277 

Notes: * Growth from 2011/12 to 2014/15 is 26.6% 

* Year-on-year growth (nominal) 

- 2011/12 to 2012/13 is 11.9% 

- 2012/13 to 2013/14 is 6.7% 

- 2013/14 to 2014/15 is 6% 

• The following are a selection of specific baseline budgetary provisions for the 2012/13 financial year: 

o Uniform – R 159.4 million 

o Weapon purchases – R 46.3 million 

o Ammunition – R 50.6 million 

o Eastern Cape Radio Communication System – R 200 million 

o Vehicles – Annually in the vicinity of R1 billion is spent on the purchasing of new vehicles 

o Presidential Vehicle Fleet will be upgraded and expanded 

o Specific specialised equipment to be purchased in the Operational Response Services environment with 

specific focus on the National Intervention and Special Task Force Units 

8

Programme and subprogramme spending trends 

Programme 1: Administration 

Expenditure estimates 

Subprogramme Audited outcome Adjusted 

appropriation 


R thousand 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 

Ministry 1 34 221 25 325 18 942 28 949 31 013 33 171 34 992 

Management 53 629 52 550 76 124 87 798 101 317 111 909 117 161 

Corporate Services 9 514 486 10 652 124 11 694 386 12 550 857 13 309 563 13 986 602 14 744 680 

Office Accommodation 1 479 370 1 870 184 2 156 167 2 536 637 2 839 241 3 030 450 3 212 277 

Total 11 081 706 12 600 183 13 945 619 15 204 241 16 281 134 17 162 132 18 109 110 

Change to 2011 Budget estimate (5 010 765) (5 363 974) (5 739 696) (6 166 828) 

1. From 2008/09, the current payments relating to the total remuneration package of political office bearers are shown, before this, only salary and car allowance are included. 

Administrative and other subprogramme expenditure may in addition include payments for capital assets as well as transfers and subsidies. 


Current payments 9 587 546 11 070 539 12 193 528 13 472 830 14 402 714 15 203 964 16 029 749 

Compensation of employees 4 974 394 5 642 937 6 220 233 6 968 085 7 390 202 7 800 900 8 227 838 

Goods and services 4 613 152 5 427 602 5 973 295 6 504 745 7 012 512 7 403 064 7 801 911 

of which: 

Computer services 1 557 575 1 914 805 2 096 501 2 210 750 2 345 815 2 442 753 2 564 188 

Inventory: Fuel, oil and gas 144 755 120 985 126 235 149 031 156 431 167 580 205 893 

Lease payments 1 123 593 1 413 016 1 603 396 1 840 188 2 033 515 2 146 308 2 275 685 

Property payments 462 078 578 459 674 419 734 376 834 511 917 246 971 082 

Transfers and subsidies 195 567 219 840 295 125 232 505 250 194 261 995 275 268 

Provinces and municipalities 3 303 3 484 3 427 3 745 3 922 4 119 4 365 

Departmental agencies and accounts 17 896 20 818 23 861 24 268 27 724 29 713 31 789 

Households 174 368 195 538 267 837 204 492 218 548 228 163 239 114 

Payments for capital assets 1 296 511 1 308 755 1 454 090 1 498 906 1 628 226 1 696 173 1 804 093 

Buildings and other fixed structures 986 339 1 055 770 1 174 660 1 235 293 1 344 557 1 429 507 1 527 277 

Machinery and equipment 308 245 251 212 278 525 263 378 283 419 266 406 276 546 

Biological assets 1 927 1 773 905 235 250 260 270 

Payments for financial assets 2 082 1 049 2 876 – – – – 

Total 11 081 706 12 600 183 13 945 619 15 204 241 16 281 134 17 162 132 18 109 110 

Expenditure trends 

Expenditure increased from R11 billion in 2008/09 to R15.2 billion in 2011/12, at an average annual rate of 11.1 per cent. 

Over the medium term, it is expected to grow to R18.1 billion, at an average annual rate of 6.0 per cent. The increase 

is due to the focus on developing human capital and skills and annual increases in accommodation budgets devolved 

from the Department of Public Works. 

Expenditure on payments for capital assets is expected to increase from R1.3 billion in 2008/09 to R1.8 billion in 

2014/15, at an average annual rate of 5.7 per cent. This is as a result of previously made additional allocations across 

the years for new policing facilities. Spending on machinery and equipment is expected to increase from R263.4 million 

in 2011/12 to R276.5 million in 2014/15, due to the increase in the provision for work stations at local level. 



Programme 2: Visible Policing 


Subprogramme Audited outcome 

Adjusted 

appropriation 


R thousand 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 

Crime Prevention 17 665 764 20 356 794 22 600 035 23 835 026 25 015 991 27 209 201 28 907 468 

Border Security 1 051 557 1 326 972 1 482 548 1 571 505 1 533 537 1 629 886 1 719 425 

Specialised Interventions 1 516 068 1 774 278 1 717 309 1 861 745 2 134 980 2 266 344 2 402 577 

Total 20 233 389 23 458 044 25 799 892 27 268 276 28 684 508 31 105 431 33 029 470 

Change to 2011 Budget estimate 2 896 370 2 765 765 2 909 502 3 141 785 





of which: 

Computer services 6 196 12 178 4 840 2 762 11 069 12 090 13 690 

Inventory: Fuel, oil and gas 1 071 502 878 901 939 323 833 084 857 933 1 139 426 1 284 470 

Lease payments 39 956 64 796 72 148 58 687 62 296 67 909 76 722 




Departmental agencies and accounts 531 – – – – – – 

Non-profit institutions – – – 1 000 – – – 

Households 113 097 140 195 130 322 150 855 158 107 166 014 174 324 

Payments for capital assets 893 603 1 112 770 899 358 1 060 593 1 064 782 1 110 593 1 155 627 

Buildings and other fixed structures 4 726 9 339 4 417 – – – – 

Machinery and equipment 888 808 1 103 351 894 941 1 060 593 1 064 782 1 110 593 1 155 627 

Biological assets 69 80 – – – – – 

Total 20 233 389 23 458 044 25 799 892 27 268 276 28 684 508 31 105 431 33 029 470 


The spending focus over the medium term will be on intensifying attention to Firearms, Liquor and Second Hand 

Goods Control, imbizo’s to mobilise communities in support of crime prevention, furnishing and expanding on Victim 

Friendly Facilities, maintaining and expanding the Tactical Response Teams and increasing the maintenance provision 

for aircraft. The 2011 Budget provided for additional allocations of R30 million in 2012/13 and R40 million in 2013/14 

for the establishment of Tactical Response Teams. The number of serious crimes is expected to decrease from 

2 097 243 in 2008/09 to 1 910 674 in 2014/15, whilst the number of trio crimes (house robbery, business robbery and 

carjacking) is expected to decrease from 47 273 in 2008/09 to between 35 828 and 31 555 in 2014/15. 

Between 2008/09 and 2011/12, spending grew from R20.2 billion to R27.3 billion at an average annual rate of 

10.5 per cent. It is expected to increase to R33.0 billion over the medium term at an average annual rate of 6.6 per cent. 

The increase in the first period is due to increased funding levels for personnel recently appointed. The medium term 

allocation will provide for sustaining spending levels in Compensation of employees and Goods and services. 

Spending in the Border Security subprogramme increased at an average annual rate of 14.3 per cent, from R1.0 billion in 

2008/09 to R1.6 billion in 2011/12, due to increasing physical resources at ports of entry. Spending in this subprogramme 

is expected to grow at an average annual rate of 3.0 per cent over the medium term to reach R1.7 billion in 2014/15. 

Expenditure in compensation of employees is the most significant cost in this programme’s budget. Between 2008/09 

and 2011/12, spending in Compensation of employees increased by R6.9 billion compared to R4.6 billion over the 

10

medium term. The larger historical increase was mainly the result of additional allocations for new recruits, security 

for the 2010 FIFA World Cup and implementing the 2010 and 2011 resolutions of the Public Service Coordinating 

Bargaining Council. 

Programme 3: Detective Services 



appropriation 


R thousand 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 

Crime Investigations 5 511 081 6 111 514 6 939 254 7 651 691 8 597 072 9 350 823 9 982 713 

Criminal Record Centre 717 612 842 198 1 157 772 1 338 642 1 511 455 1 561 928 1 616 721 

Forensic Science Laboratory 479 792 593 531 1 033 281 1 916 475 1 824 595 1 850 435 1 890 829 

Specialised Investigations 878 508 901 932 989 753 1 053 794 1 226 636 1 309 337 1 384 181 

Total 7 586 993 8 449 175 10 120 060 11 960 602 13 159 758 14 072 523 14 874 444 

Change to 2011 Budget estimate 2 149 689 2 540 760 2 626 950 2 742 137 





of which: 

Computer services 45 490 150 709 28 345 1 110 830 1 092 090 1 054 343 1 013 164 






Households 42 984 45 399 38 992 48 110 50 049 52 548 55 237 

Payments for capital assets 309 716 307 882 894 214 363 807 467 174 489 843 515 526 

Buildings and other fixed structures 17 2 808 2 929 – – – – 


Payments for financial assets 21 – – – – – – 

Total 7 586 993 8 449 175 10 120 060 11 960 602 13 159 758 14 072 523 14 874 444 


Over the medium term, expenditure is expected to increase to R14.8 billion, at an average annual rate of 7.5 per cent, 

to provide for strengthening the capacity of Forensic Services through the implementation and roll out of the Criminal 

Justice System Revamp. The detection rates for serious crimes is expected to increase from 42,82 per cent (1 066 422) 

in 2008/09 to 59 per cent (1 109 960) in 2014/15; and the detection rate for trio crimes is expected to increase from 

12.42 per cent (10 035) in 2008/09 to 34 per cent (12 990) in 2014/15. 

Expenditure increased from R7.5 billion in 2008/09 to R11.9 billion in 2011/12, at an average annual rate of 16.4 per cent. 

This was due to increasing the capacity of the detective service environment, including the transfer of the Directorate 

of Special Operations from the Department of Justice and Constitutional Development. In addition, Tracking Units 

established to trace wanted persons will also receive specific attention in terms of resource allocation together with 

the re-establishment of the Family Violence, Child Protection and Sexual Offences Units. Specific attention will also be 

on the expansion and refocus of the Stock Theft Units, together with crime prevention initiatives in this regard. 

The increase of R1.4 billion in the Forensic Science Laboratory subprogramme between 2008/09 and 2011/12 was as a 

result of additional allocations for the Criminal Justice System Revamp initiative. 



Payments for capital assets increased by R54.1 million between 2008/09 and 2011/12, and are expected to increase 

by R151.7 million over the medium term. This is mostly to establish capacity at Criminal Record Centres and Forensic 

Science Laboratories countrywide, and is reflected in the increase in spending on personnel, vehicles and day-to-day 

operational expenditure requirements. 

Programme 4: Crime Intelligence 



appropriation 


R thousand 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 

Crime Intelligence Operations 708 837 706 910 819 916 928 722 992 251 1 040 987 1 096 765 

Intelligence and Information Management 870 869 1 107 857 1 295 776 1 462 855 1 556 915 1 651 291 1 743 665 

Total 1 579 706 1 814 767 2 115 692 2 391 577 2 549 166 2 692 278 2 840 430 

Change to 2011 Budget estimate 274 583 289 680 270 735 273 594 




Goods and services 204 211 197 840 225 222 219 642 233 622 248 323 262 416 

of which: 

Computer services 1 986 946 973 1 548 1 703 1 822 1 931 





Provinces and municipalities 570 701 693 685 718 755 800 

Households 7 051 8 296 11 911 7 147 7 499 7 888 8 282 



Total 1 579 706 1 814 767 2 115 692 2 391 577 2 549 166 2 692 278 2 840 430 


The spending focus over the medium term will be on technology and infrastructure. Expenditure is expected to grow 

further over the medium term, at an average annual rate of 5.9 per cent, to reach R2.8 billion in 2014/15. The increases 

are for enhancing overall capacity and aligning functions with the organisational profile of the crime intelligence 

division, which was reviewed in 2007/08. The number of network operations conducted is expected to grow from 

17 035 in 2008/09 to 32 507 in 2014/15. 

Spending grew at an average annual rate of 14.8 per cent between 2008/09 and 2011/12, from R1.5 billion to 

R2.4 billion. It is expected to grow further over the medium term, at an average annual rate of 5.9 per cent, to reach 

R2.8 billion in 2014/15. 

Between 2008/09 and 2011/12, expenditure in the Intelligence and Information Management subprogramme 

increased at an average annual rate of 18.9 per cent, from R870.8 million to R1.4 billion. Over the medium term, 

expenditure in this subprogramme is expected to reach R1.7 billion, at an average annual rate of 6.0 per cent. The 

growth between 2008/09 and 2011/12 can be attributed to enhancing the capacity of the crime intelligence division, 

which also receives specific attention over the medium term, with additional allocations of R30 million and R40 million 

in 2012/13 and 2013/14 for operational centres and the vetting of personnel. 

12

Programme 5: Protection and Security Services 



appropriation 


R thousand 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 

VIP Protection Services 385 755 442 808 530 626 635 033 694 974 703 214 742 890 

Static and Mobile Security 542 817 642 806 733 150 794 520 845 103 895 494 946 061 

Government Security Regulator 46 991 51 408 63 403 82 872 85 171 90 323 95 309 

Operational Support 177 891 203 281 221 258 213 416 185 545 199 948 210 270 

Total 1 153 454 1 340 303 1 548 437 1 725 841 1 810 793 1 888 979 1 994 530 

Change to 2011 Budget estimate 179 123 175 523 157 117 158 756 



Compensation of employees 956 932 1 167 739 1 386 434 1 545 990 1 587 832 1 683 378 1 776 790 

Goods and services 123 477 138 888 144 122 141 485 153 833 163 400 173 202 

of which: 

Computer services 697 222 1 208 245 273 289 





Provinces and municipalities 438 558 582 503 528 553 580 

Households 1 565 2 361 1 661 3 423 3 570 3 750 3 936 


Buildings and other fixed structures 68 2 209 135 – – – – 


Total 1 153 454 1 340 303 1 548 437 1 725 841 1 810 793 1 888 979 1 994 530 


Over the medium term, the presidential protection vehicle fleet will receive attention in terms of renewing and 

expansion. The number of national key points evaluated is expected to increase from 83.3 per cent (130 from a total of 

156) in 2009/10 to 98 per cent (186 from a total of 190) in 2014/15. 

Expenditure grew from R1.1 billion in 2008/09 to R1.7 billion in 2011/12, at an average annual rate of 14.4 per cent. It is 

expected to grow over the medium term, at an average annual rate of 4.9 per cent, to reach R2.0 billion in 2014/15. The 

increases between 2008/09 and 2011/12 were the result of establishing the protection and security services division 

in 2002. 

Expenditure on goods and services is expected to increase at an average annual rate of 7 per cent over the medium 

term, compared to average annual growth of 4.6 per cent between 2008/09 and 2011/12, due to capacity building. 

Compensation of employees increased at average annual rate of 16 per cent between 2008/09 and 2011/12, due to 

salary progressions for students. 



PART B: PROGRAMME AND SUB-PROGRAMME PLANS 

4. Key Departmental Programme 1: Administration 

4.1. Strategic Objective Annual Targets and Performance Indicators for 2012/13 

Strategic Objective: To regulate the overall management of the Department and provide centralised support services 

Strategic Priority Performance 

Indicator 

Human Capital 

Development, 

Budget and 

Resource 

Management 

Percentage of 

personnel 

in terms of the 

approved 

establishment 

Audited/Actual Performance Estimated 

Medium-term Targets 

Performance 

2008/09 2009/10 2010/11 2011/12 

2012/13 2013/14 2014/15 

99,8% 

(182 754) in 

terms of the 

approved 

establishment 

99% 

(190 199) in 

terms of the 

approved 

establishment 

99,3% 

(193 892) in 

terms of the 

approved 

establishment 

Maintain a 

minimum 

workforce of 

98% in terms of 

the approved 

establishment 

Maintain a minimum workforce of 98% in terms of the approved establishment 1 Maintain a 

minimum 

workforce of 


the approved 

establishment 

Maintain a 

minimum 

workforce of 


the approved 

establishment 

Percentage of 

learners 

declared 

competent 

upon 

completion of 

their training 

in terms of the 

Training 

Provisioning 

Plan (TPP) 

86,8% 

(137 780 trained 

119 608 

competent) 

88,1% 

(231 205 

trained 

203 791 

competent) 

90,2% 

(178 870 

trained 

161 350 

competent) 

Maintain 

88% (152 137 

members will 

be trained, of 

which 

11 189 will be 

developed as 

detectives) 

Maintain 88% of 

learners declared 

competent upon 

completion of 


Maintain 88% of 

learners declared 


completion of 


Maintain 88% 

of learners 

declared 


completion of 


1. The budget allocation of the SAPS will decrease over the Medium Term and this will influence the staff establishment figures. 

14



Indicator 

Human Capital 

Development, 

Budget and 

Resource 

Management 

Percentage 

compensation 

expenditure 

versus 

operational 

expenditure 




2008/09 2009/10 2010/11 2011/12 

2012/13 2013/14 2014/15 

73/27% 71/29% 73/27% Maintain the 

expenditure 

ratio of not 

more than 

71/29% for 

compensation/ 

operational 

expenditure 

Maintain the 

expenditure 

ratio of not more 

than 73/27% for 

compensation/ 

operational 

expenditure 

Maintain the 

expenditure 



compensation/ 

operational 

expenditure 

Maintain the 

expenditure 



compensation/ 

operational 

expenditure 

Improvement 

of capital 

infrastructure 

and asset 

management 

Percentage 

of firearms 

and bullet 

resistant vests 

distributed 

Ratio of 

personnel to 

vehicles 

- - 105% (20 372) 

bullet resistant 

vests were 

distributed 

in 2010/11, 

including 

2 129 inners 

and outers to 

end to ensure 

that bullet 


are functional 

as they were 

not useable 

100% firearms 

(6 600) and 

bullet resistant 

vests (9 628) 

planned for to 

be procured 

and distributed 

4.36:1 4.61:1 3.93:1 Maintain the 

ratio of 4.51:1 

personnel to 

vehicles 

100% firearms and bullet resistant vests planned for to be procured and distributed 2 100% firearms 

and bullet 



be procured and 

distributed 

Maintain the 


personnel to 

vehicles 

Maintain the 


personnel to 

vehicles 

100% firearms 

and bullet 



be procured and 

distributed 

Maintain the 


personnel to 

vehicles 

2. The figures are obtainable at the end of February each year as they are based on annual requests. 





Indicator 

Improvement 

of capital 


and asset 

management 

Percentage of 

police facility 

projects 

completed as 

per plan 




2008/09 2009/10 2010/11 2011/12 

2012/13 2013/14 2014/15 

New facilities 

– 1 

Re-established 

facilities – 5 

Total = 6 


– 3 


facilities – 2 

Total = 5 

57,58% of 

police facility 

projects 

completed: 


(N) = 4 

Newly reestablished 

facilities 

(NRE) = 6 


facilities (RE) = 3 

Repaired and 

upgraded 

facilities 

(R&U) = 6 

70% completion per police facility project: 3 

N = 9 

NRE = 4 

RE = 5 

R&U = 4 

Total = 22 4 95% completion 

per police facility 

project: 

N = 1 

NRE = 1 

RE = 3 

R&U = 3 

Total = 8 

95% completion 


project: 

N = 5 

NRE = 5 

RE = 21 

R&U = 5 

Total = 36 

95% completion 


project: 

N = 12 

NRE = 6 

RE = 19 

R&U = 6 

Total = 43 

Enhancing 

Information 

Systems and 

Information and 

Communication 

Technology 

(IS/ICT) 

Number of 

police stations 

rendering a 

victim friendly 

service to 

victims of rape, 

sexual offences 

and abuse 

Percentage of 

planned annual 

funded 

IS/ICT projects 

completed 

Total = 19 

- - 75,7% of 

IS/ICT annual 

funded projects 

completed 

70% of IS/ICT 

annual funded 

projects 

completed 

70% of 

IS/ICT annual 


completed 

70% of 

IS/ICT annual 


completed 

70% of 

IS/ICT annual 


completed 

3. That is, 70% completion per project in each category. 

4. The revised figure is based on the revised project execution plan which also addressed rollovers. This was done in consultation with key stakeholders. The originally published figure was 30 

(New facilities - 11; Newly re-established facilities -4; Re-established facilities - 8; Repaired and upgraded facilities - 7). 

16

4.2. Quarterly Targets for 2012/13 

Administration 

Performance Indicator Reporting Period Annual Target 

2012/13 

1. Percentage of personnel 

in terms of the approved 

establishment 

Annually Maintain 98% in terms of 

the approved 

establishment 

2. Percentage of learners 

declared competent upon 

completion of their training 

in terms of the Training 

Provisioning Plan (TPP) 

Annually Maintain 88% of learners 


completion of their 

training 

3. Percentage compensation 

expenditure versus operational 

expenditure 

Annually Maintain the 

expenditure ratio of 

not more than 73/27% 

for compensation/ 

operational expenditure 

4. Percentage of firearms and bullet 

resistant vests distributed 

Annually 100% firearms and bullet 

resistant vests planned 

for to be procured and 

distributed 

Ratio of personnel to vehicles Annually Maintain the ratio of 

4.51:1 personnel to 

vehicles 

Percentage of police facility 

projects completed as per plan 

Annually 95% completion per 

police facility project: 

N = 1 

NRE = 1 

RE = 3 

R&U = 3 

Total = 8 

Number of police stations 

rendering a victim friendly service 

to victims of rape, sexual offences 

and abuse 

5. Percentage of planned annual 

funded IS/ICT projects completed 

Annually 70% of IS/ICT annual 


completed 

Quarterly Targets 

1 st 2 nd 3 rd 4 th 

- - - Maintain 98% in terms of the 

approved 

establishment 

- - - Maintain 88% of learners 


completion of their training 

- - - Maintain the expenditure ratio 

of not more than 73/27% for 

compensation/ operational 

expenditure 

- - - 100% firearms and bullet 

resistant vests planned for to 

be procured and distributed 

- - - Maintain the ratio of 4.51:1 

personnel to vehicles 

- - - 95% completion per police 

facility project : 

N = 1 

NRE = 1 

RE = 3 

R&U = 3 

Total = 8 

- - - 70% of IS/ICT annual funded 

projects completed 



5. Key Departmental Programme 2: Visible Policing 


Strategic Objective: To discourage all crimes by providing a proactive and responsive policing service that will reduce the levels of priority crimes 

Sub-programme: Crime Prevention 

Strategic 

Priority 


Indicator 



2008/09 2009/10 2010/11 Performance 2011/12 

2012/13 2013/14 2014/15 

Visible Policing Number of serious 2 097 243 2 121 887 2 071 487 Reduced by 2% 

crimes 5 to 2 030 057 

Reduced by 2% 

to 1 989 456 

Reduced by 2% 

to 1 949 667 

Reduced by 2% to 

1 910 674 

Number of contact 

crimes 

684 199 676 445 638 468 Reduced by 

4-7% (Between 

612 929 and 

593 775) 

Reduce by 4-7% 

(Between 

588 412 and 

552 211) 


(Between 

564 876 and 

513 556) 


(Between 542 281 

and 477 607) 

Number of trio crimes 47 273 47 222 42 183 Reduced by 

4-7% 

(Between 

40 496 and 

39 230) 

Reduced by 

4-7% 

(Between 

38 876 and 

36 484) 

Reduced by 

4-7% (Between 

37 321 and 

33 930) 

Reduced by 

4-7% (Between 

35 828 and 

31 555) 

Number of stolen/lost 

firearms recovered in 

relation to the number 

of firearms reported 

stolen/lost, including 

state-owned firearms 

106% 

(13 675 

from a total 

of 12 883 

reported) 

61,6% (7 376 

from a total 

of 11 982 

reported) 

83,7% 

(7 888 from a 

total of 9 427 

reported) 

Recover a Recover a 

84,3% 6 84,3% 

minimum of minimum of 

Recover a 

minimum of 

84,3% 

Recover a 

minimum of 84,3% 

Number of stolen/ 

robbed vehicles 

recovered in relation to 

the number of vehicles 

reported stolen/robbed 

46% (39 838 

from a total 

of 86 579 

reported) 

46% (38 028 

from a total 

of 82 661 

reported) 

46,3% 

(33 638 

from a total 

of 72 707 

reported) 

Recover a 

minimum of 

46% 

Recover a 

minimum of 

46% 

Recover a 

minimum of 

46% 

Recover a 

minimum of 46% 

5. Serious crime includes contact crime, contact-related crime, property-related crime and other serious crime and crime detected as a result of police action. If crime detected as a result of police action can be excluded from the table, the medium-term 

targets could read as: 1 766 795 in 2012/13, 1 731 459 in 2013/14 and 1 696 830 in 2014/15. 

6. The percentage is based on the average of the past three financial years’ performance. 

18



Strategic 

Priority 


Indicator 

Visible Policing Number of escape 

incidents from police 

custody 




2012/13 2013/14 2014/15 

719 602 478 301 Decreased by 

50% to 150 

Decreased by 

50% to 75 

Decreased by 50% 

to 38 

Percentage of 

applications for firearm 

licenses, permits, 

authorisations, 

competency certificates 

and renewals finalised 

- - New 

indicator 

from 

2011/12 

Applications 

finalised within 

90 working 

days 

90% of 

applications 

finalised 

90% of 

applications 

finalised 

90% of applications 

finalised 

Police reaction time 

to Alpha, Bravo and 

Charlie complaints 

Alpha 

complaints 

reaction time 

reduced to 

49.39 minutes 

on average 

Alpha 

complaints 

reaction time 

reduced to 

31.11 minutes 

on average 

Alpha 

complaints 

reaction time 

reduced to 

21.43 minutes 

on average 

Alpha complaints 

reaction time 

reduced to 

19:05 minutes 

on average 


reaction time 

maintained at 

19:05 minutes on 

average 


reaction time 

maintained at 


average 


reaction time 

maintained at 19:05 

minutes on average 

Bravo 

complaints 

reaction time 

reduced to 

75.55 minutes 

on average 

Charlie 

complaints 

reaction time 

reduced to 

61.19 minutes 

on average 

Bravo 

complaints 

reaction time 

reduced to 

39.47 minutes 

on average 

Charlie 

complaints 

reaction time 

reduced to 

33.21 minutes 

on average 

Bravo 

complaints 

reaction time 

reduced to 

28.58 

Minutes on 

average 

Charlie 

complaints 

reaction time 

reduced to 

25.48 minutes 

on average 

Bravo complaints 

reaction time 

reduced to 

24:33 minutes 

on average 

Charlie 

complaints 

reaction time 

reduced to 21:45 

minutes on 

average 


reaction time 

maintained at 


average 

Charlie 

complaints 

reaction time 

maintained at 


average 


reaction time 

maintained at 


average 

Charlie 

complaints 

reaction time 

maintained at 


average 


reaction time 



Charlie complaints 

reaction time 







Strategic 

Priority 

Performance Indicator Audited/Actual Performance Estimated 



2008/9 2009/10 2010/11 2011/12 

2012/13 2013/14 2014/15 

Visible Policing Recover illicit drugs 

(cannabis, mandrax, crystal 

meth (Tik-Tik), whoonga 

and nyaope) 

144 408kg 

cannabis, 

70 315 mandrax 

tablets, 

64kg cocaine 

and 32kg crystal 

meth (Tik-Tik) 

179 716kg 

cannabis, 

450 570 

mandrax 

tablets, 

732kg cocaine 

and 50kg crystal 


89 748kg 

cannabis, 

282 880 

mandrax 

tablets, 

73kg cocaine, 

163kg crystal 


and 5kg whoonga 

92 440kg 

cannabis, 

291 366 

mandrax 

tablets, 

75kg cocaine, 

167kg crystal 



Increase by 3% 

to 95 213kg 

cannabis, 


tablets, 

77kg cocaine, 

172kg crystal 




to 98 070kg 

cannabis, 


tablets, 

79kg cocaine, 

178kg crystal 




to 101 012kg 

cannabis, 


tablets, 

82kg cocaine, 

183kg crystal 



Volume of liquor 

confiscated 

- 1 524 584lt 1 219 215lt 1 255 791lt Increase by 3% 

to 1 293 465lt 


to 1 332 269lt 


to 1 372 237lt 

Sub-programme: Border Security 

Strategic Performance Indicator Audited/Actual Performance Estimated 


Priority 


2008/09 2009/10 2010/11 

2011/12 

2012/13 2013/14 2014/15 

Effective 

Border 

Security 

Management 

Percentage of crimerelated 

hits reacted to 

as a result of Movement 

Control System screening 

on wanted persons/ 

circulated stolen or robbed 

vehicles 

100% reaction 

to hits 

(14 323 

persons) 

100% reaction 

to hits (2 315 

vehicles) 

100% reaction 

to hits 

(14 835 

persons) 

100% reaction 


vehicles) 

100% reaction 

to hits 

(15 972 

persons) 

100% reaction 


vehicles) 

100% reaction 

to hits 

(persons) 

100% reaction 

to hits 

(vehicles) 

Maintain 100% 

reaction to hits 

(persons) 

Maintain 100% 


(vehicles) 

Maintain 100% 


(persons) 

Maintain 100% 


(vehicles) 

Maintain 100% 


(persons) 

Maintain 100% 


(vehicles) 

20

Sub-programme: Specialised Interventions 

Strategic Performance Indicator Audited/Actual Performance Estimated 


Priority 


2012/13 2013/14 2014/15 

Policing 

incidents of a 

public disorder 

or security nature 

which are 

not deemed to 

be “normal” 

crime 

Percentage 

of medium 

to high-risk 

incidents 

policed in 

relation to 

requests 

received 

National 

Intervention 

Unit 

Special Task 

Force 

Public 

Order 

Police Unit 

- - 100% 

(1 960) 

- - 100% 

(196) 

- - 100% 

(12 651) 

100% 100% 100% 100% 

100% 100% 100% 100% 

100% 100% 100% 100% 

Safeguarding 

of valuable 

and/or 

dangerous 

cargo 

Percentage of safe delivery 

of valuable and/or 

dangerous cargo in relation 

to the number of cargo 

protection provided 

100% 

protection 

provided 

without 

security 

breaches 

100% 

protection 

provided 

without 

security 

breaches 

100% 

protection 

provided 

without 

security 

breaches 

100% 

protection 

provided 

without 

security 

breaches 

100% 

protection 

provided 

without 

security 

breaches 

100% 

protection 

provided 

without 

security 

breaches 

100% 

protection 

provided 

without 

security 

breaches 




Sub-programme: : Crime Prevention 


2012/13 

1. Number of serious crimes Annually Reduced by 2% to 

1 989 456 

2. Number of contact crimes Annually Reduce by 4-7% (Between 

588 412 and 552 211) 



- - - Reduced by 2% to 

1 989 456 

- - - Reduce by 4-7% (Between 

588 412 and 552 211) 

3. Number of trio crimes Annually Reduced by 4-7% 

(Between 38 876 and 

36 484) 

4. Number of stolen/lost firearm 

recovered in relation to the 

number of firearms reported 

stolen/lost, including state-owned 

firearms 

5. Number of stolen/robbed vehicles 

recovered in relation to the 

number of vehicles reported 

stolen/robbed 

6. Number of escape incidents from 

police custody 

7. Percentage of applications 

for firearm licenses, permits, 

authorisations, competency 

certificates and renewals finalised 

8. Police reaction time to Alpha, 

Bravo and Charlie complaints 

Annually Recover a minimum of 

84,3% 

Annually Recover a minimum of 

46% 

- - - Reduced by 4-7% 

(Between 38 876 and 36 484) 

- - - Recover a minimum of 84,3% 

- - - Recover a minimum of 46% 

Annually Decreased by 50% to 150 - - - Decreased by 50% to 150 

Annually 90% of applications 

finalised 

Annually Alpha complaints reaction 

time maintained at 19:05 


Annually Bravo complaints reaction 



Annually Charlie complaints 

reaction time maintained 

at 21:45 minutes on 

average 

90% of 

applications 

finalised 

90% of 

applications 

finalised 

90% of 

applications 

finalised 

90% of applications finalised 

- - - Alpha complaints reaction 



- - - Bravo complaints reaction 



- - - Charlie complaints reaction 



22

Sub-programme: : Crime Prevention 


2012/13 

9. Recover illicit drugs (cannabis, 

mandrax, crystal meth (Tik-Tik), 

whoonga and nyaope) 

Annually Increase by 3% to 

95 213kg cannabis, 

300 107 mandrax tablets, 

77kg cocaine, 172kg 

crystal meth (Tik-Tik) and 

5kg whoonga 

10. Volume of liquor confiscated Annually Increase by 3% to 

1 293 465lt 



- - - Increase by 3% to 95 213kg 

cannabis, 300 107 mandrax 

tablets, 77kg cocaine, 172kg 

crystal meth (Tik-Tik) and 

5kg whoonga 

- - - Increase by 3% to 1 293 465lt 

Sub-programme: Border Security 


2012/13 

1. Percentage of crime-related hits 

reacted to as a result of Movement 

Control System screening on 

wanted persons/circulated stolen 

or robbed vehicles 

Annually Maintain 100% reaction 

to hits (persons) 

Annually Maintain 100% reaction 

to hits (vehicles) 



- - - Maintain 100% reaction to 

hits (persons) 

- - - Maintain 100% reaction to 

hits (vehicles) 

Sub-programme: Specialised investigations 


2012/13 



1. Percentage of medium to high-risk incidents policed in relation to requests received: 

National Intervention Unit Quarterly 100% 100% 100% 100% 100% 

Special Task Force Quarterly 100% 100% 100% 100% 100% 

Public Order Police Unit Quarterly 100% 100% 100% 100% 100% 

2. Percentage of safe delivery of 

valuable and/or dangerous cargo 

in relation to the number of cargo 

protection provided 

Quarterly 100% protection provided 

without security breaches 

100% 

protection 

provided 

without 

security 

breaches 

100% 

protection 

provided 

without 

security 

breaches 

100% 

protection 

provided 

without 

security 

breaches 

100% protection provided 

without security breaches 



6. Key Departmental Programme 3: Detective Services 


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

crime. 

Sub-programme: Crime Investigation 

Strategic 

Priority 

Effective 

investigation 

and detection 

of serious 

crimes, 

contact-related 

crimes, crimes 

against women 

and children, 

property 

related crimes, 

and crimes 

dependent on 

police action 

for detection 




2012/13 2013/14 2014/15 

Detection rate for 

serious crimes 

Percentage of court 

ready case dockets for 


Conviction rate for 



contact crimes 






Detection rate for trio 

crimes 

42,82% 

(1 066 422) 

New 

indicator 

from 

2010/11 

88,02% 

(308 264) 

52,45% 

(445 202) 

New 

indicator 

from 

2010/11 

77,87% 

(87 516) 

12.42% 

(10 035) 

46,16% 

(1 108 674) 

New 

indicator 

from 

2010/11 

88,83% 

(314 670) 

53,46% 

(459 319) 

New 

indicator 

from 

2010/11 

78,99% 

(86 380) 

14.77% 

(10 841) 

51,84% 

(1 092 861) 

30,84% 

(155 933) 

87,56% 

(309 295) 

56,99% 

(445 123) 

32,24% 

(70 543) 

73,65% 

(79 748) 

16,02% 

(10 900) 

Detection rate 

increased to 53% 

(1 045 940) 

Court ready case 

dockets increased 

by 3% to 33,84% 

(160 610) 

Conviction rate 

increased by 

0,64% to 88,20% 

(311 274) 


increased by 

3,01% to 60% 

(406 621) 



by 3% to 35,24% 

(72 659) 


increased by 

0,70% to 74,34% 

(80 298) 


increased by 

1,98% to 18% 

(11 115) 


increased by 2% 

to 55% 

(1 066 859) 



by 3% to 36,84% 

(165 429) 


increased by 

0,30% to 88,50% 

(312 208) 


maintained at 60% 

(406 621) 



by 2% to 37,24% 

(74 112) 


increased by 1% to 

75,34% 

(81 019) 



to 23% 

(11 671) 



to 57% 

(1 088 196) 



by 3% to 39,84% 

(170 392) 


maintained at 

88,50% 

(312 208) 



(406 621) 



by 2% to 39,24% 

(75 594) 


maintained at 

75,34% 

(81 019) 



to 28% 

(12 255) 



to 59% 

(1 109 960) 



by 3% to 42,84% 

(175 503) 


maintained at 

88,50% 

(312 208) 



(406 621) 



by 2% to 41,24% 

(77 106) 


maintained at 

75,34% 

(81 019) 



to 34% 

(12 990) 

24


crime. 


Strategic 

Priority 

Effective 

investigation 

and detection 

of serious 

crimes, 



against women 

and children, 

property 


and crimes 

dependent on 

police action 

for detection 




2012/13 2013/14 2014/15 



trio crimes 

Conviction rate for trio 

crimes 


for crimes against 

women 18 years 

and above(Murder, 

attempted murder, 

all sexual offences, 

common assault and 

assault GBH) 

New 

indicator 

from 

2010/11 

69,07% 

(1 253) 

68,89% 

(147 822) 

New 

indicator 

from 

2010/11 

68,91% 

(1 594) 

71,92% 

(162 833) 

37,74% 

(4 815) 

70,27% 

(1 815) 

71,20% 

(159 440) 



by 3% to 40,74% 

(4 959) 


increased by 

0,25 % to 70,52% 

(1 820) 


increased by 0,8% 

to 72% 

(160 715) 



by 3% to 43,74% 

(5 108) 



to 71,02% 

(1 825) 



to 72,5% 

(161 518) 

Court ready 

case dockets 

maintained at 

43,74% 


maintained at 

71,02% 

(1 825) 


maintained at 

72,5% 

Court ready 

case dockets 

maintained at 

43,74% 


maintained at 

71,02% 

(1 825) 


maintained at 

72,5% 



crimes against women 

18 years and above 

(Murder, attempted 

murder, all sexual 

offences, common 

assault and assault GBH) 

New 

indicator 

from 

2010/11 

New 

indicator 

from 

2010/11 

34,85% 

(26 922) 



by 3% to 37,85% 

(27 729) 



by 2% to 39,85% 

(28 284) 



by 2% to 41,85% 

(28 849) 

Court ready 

case dockets 

maintained at 

41,85% 


crimes against women 

18 years and above 

(Murder, attempted 

murder, all sexual 

offences, common 


72,15% 

(29 456) 

72,36% 

(29 518) 

72,92% 

(29 683) 


increased by 

0,09% to 73,01% 

(29 720) 


increased by 

0,50% to 73,51% 

(29 869) 


maintained at 

73,51% (29 869) 


maintained at 

73,51% (29 869) 




crime. 


Strategic 

Priority 

Effective 

investigation 

and detection 

of serious 

crimes, 



against women 

and children, 

property 


and crimes 

dependent on 

police action 

for detection 




2012/13 2013/14 2014/15 


crimes against children 

under 18 years (Murder, 




assault GBH) 








assault GBH) 

80,53% 

(51 960) 

New 

indicator 

from 

2010/11 

66,27% 

(45 006) 

New 

indicator 

from 

2010/11 

77,42% 

(52 672) 

21,66% 

(12 549) 


maintained at 

77,42% 

(52 672) 



by 3% to 24,66% 

(12 925) 


maintained at 

77,42% 



by 1% to 25,66% 

(13 054) 


maintained at 

77,42% 



by 1% to 26,66% 

(13 185) 


maintained at 

77,42% 

Court ready 

case dockets 

maintained at 

26,66% 







assault GBH) 

68,15% 

(10 069) 

69,08% 

(10 162) 

69,52% 

(10 207) 


increased by 

0,52% to 70,04% 

(10 260) 


increased by 

0,50% to 70,54% 

(10 311) 


maintained at 

70,54% (10 311) 


maintained at 

70,54% (10 311) 

26


crime. 

Sub-programme: Specialised Investigations 

Strategic 

Priority 

Specialised 

investigation 

of serious 

organised 

crime, 

commercial 

crime and 

corruption 



2008/09 2009/10 2010/11 Performance 

2011/12 

2012/13 2013/14 2014/15 

Percentage of courtready 

case dockets for 

fraud and corruption for 

individuals within the 

JCPS Cluster 


serious commercial 

crime-related charges 

New 

indicator 

from 

2011/12 

New 

indicator 

from 

2011/12 

New 

indicator 

from 

2011/12 

3% increase on 

the baseline 

determined for 

2010/11 

39% 37% 68,4% Increased 

3% increase on 

the baseline 


2011/12 

3% increase on the 

baseline 

50% detection rate Increased 

detection rate of 

detection rate by 

(between 40 – 

2% to 52% 

3% increase on the 

baseline 

Increased 

detection rate by 

3% to 55% 

Percentage of courtready 

case dockets for 

serious commercial 


Percentage of registered 

serious Organised Crime 

Project Investigations 

- - 25,6% Increased 

percentage of 

court-ready case 

dockets (between 

30 - 40%) 

- - Successfully 

terminated 

30,3% 

30% court-ready 

case dockets 

30% investigations 31% of registered 

terminated 8 successfully 

successfully projects 

terminated 

Increased 

percentage of 


dockets by 2% to 

32% 

32% of registered 

projects 

successfully 

terminated 

Increased 

percentage of 


dockets by 2% to 

34% 

33% of registered 

projects 

successfully 

terminated 

7. Targets are under revision in line with the new mandate of DPCI. 

8. Targets are under revision in line with the new mandate of DPCI. 




crime. 

Sub-programme: Specialised Investigations 

Strategic 

Priority 

Investigation 

of serious 

commercial 

crime-related 

cases where 

government 

officials are 

involved in 

procurement 

fraud and 

corruptionrelated 

cases 




2011/12 

2012/13 2013/14 2014/15 

Number of serious 

commercial crimerelated 

cases 

investigated where 

officials are involved 

including procurement 

fraud and corruption 

New 

indicator 

from 

2011/12 

New 

indicator 

from 

2011/12 

New 

indicator 

from 

2011/12 

50 investigations 

initiated 

50 cases 

investigated 

50 cases 

investigated 

50 cases 

investigated 

Number of serious 

commercial crimerelated 

court ready 

cases where officials 

are involved including 

procurement fraud and 

corruption 

New 

indicator 

from 

2011/12 

New 

indicator 

from 

2011/12 

New 

indicator 

from 

2011/12 

25 court ready 

cases 


cases 


cases 


cases 

Value of assets 

restrained/seized where 

officials are involved in 

procurement fraud and 

corruption-related cases 

New 

indicator 

from 

2011/12 

New 

indicator 

from 

2011/12 

New 

indicator 

from 

2011/12 

R125 million in 

assets restrained 

R125 million 

assets restrained/ 

seized 

R125 million 


seized 

R125 million 


seized 

28


crime. 

Sub-programme: Criminal Record Centre 

Strategic 

Priority 

Improving the 

procedures 

for updating 

the records of 

offenders 


Indicator 

Percentage of 

original previous 

conviction 

reports for 

formally charged 

individuals 

generated within 

20 days 




2012/13 2013/14 2014/15 

75,25% 

[809 290] 

previous 

conviction 

reports 

generated 

within 30 days 

63,41% 

[750 844] 

previous 

conviction 

reports 

generated 


81,5% 

[994 020 of 

1 220 205] 

previous 

conviction 

reports 

generated 


80% original 

previous 

conviction 

reports 


20 days 

82% previous 

conviction 

reports 


20 days 

83% previous 

conviction 

reports 


18 days 

86% previous 

conviction 

reports 


16 days 

Sub-programme: Forensic Science Laboratory 

Strategic Performance 



Priority Indicator 

2008/09 2009/10 2010/11 Performance 2012/13 2013/14 2014/15 

2011/12 

Improving the Percentage of 92,2% 

86% 

94% [297 955 92% of case 92% of case 93% of case 94% of case 

collection and case exhibits [161 780] [189 569] from a total exhibits (entries) exhibits 

exhibits (entries) exhibits (entries) 

(entries) 

case exhibits case exhibits of 318 665] processed by (entries) processed processed by 

processing of crime scene processed by Forensic Services (entries) processed (entries) processed case exhibits (entries) Forensic Services within 28 working processed by Forensic by Forensic Services within Forensic Services 

within 28 working 

evidence 

within 28 by Forensic by Forensic processed days 

Services within 28 working days days 

working days Analysts within Analysts within by Forensic 

28 working days 

35 days 35 days Analysts within 

35 days 




Sub-programme: Crime Investigations 

Performance Indicator Reporting 

Period 

Annual Target 

2012/13 

1. Detection rate for serious crimes Annually Detection rate 


55% 

(1 066 859) 

2. Percentage of court ready case 

dockets for serious crimes 

Annually Court ready case 


by 3% to 36,84% 

(165 429) 

3. Conviction rate for serious crimes Annually Conviction rate 


to 88,50% 

(312 208) 

4. Detection rate for contact crimes Annually Detection rate 


(406 621) 


dockets for contact crimes 



by 2% to 37,24% 

(74 112) 

6. Conviction rate for contact crimes Annually Conviction rate 


75,34% 

(81 019) 

7. Detection rate for trio crimes Annually Detection rate 


23% 

(11 671) 


dockets for trio crimes 



by 3% to 43,74% 

(5 108) 

9. Conviction rate for trio crimes Annually Conviction rate 


to 71,02% 

(1 825) 



- - - Detection rate 


55% (1 066 859) 

- - - Court ready case 

dockets increased by 

3% to 36,84% 

(165 429) 

- - - Conviction rate 

increased by 0,30% to 

88,50% 

(312 208) 



(406 621) 



2% to 37,24% 

(74 112) 



75,34% 

(81 019) 



23% 

(11 671) 



3% to 43,74% 

(5 108) 



71,02% 

(1 825) 

30

Sub-programme: Crime Investigations 


Period 


2012/13 

10. Detection rate for crimes against 

women 18 years and above (Murder, 

attempted murder, all sexual 

offences, common assault and 

assault GBH) 


dockets for crimes against women 18 

years and above (Murder, attempted 

murder, all sexual offences, common 


12. Conviction rate for crimes against 

women 18 years and above (Murder, 



assault GBH) 

13. Detection rate for crimes against 

children under 18 years (Murder, 



assault GBH) 


dockets for crimes against children 

under 18 years (Murder, attempted 

murder, all sexual offences, common 


15. Conviction rate for crimes against 

children under 18 years (Murder, 



assault GBH) 

Annually Detection rate 


to 72,5% (161 518) 



by 2% to 39,85% 

(28 284) 

Annually Conviction rate 


to 73,51% 

(29 869) 

Annually Detection rate 

maintained at 

77,42% 



by 1% to 25,66% 

(13 054) 

Annually Conviction rate 


to 70,54% 

(10 311) 





72,5% (161 518) 



2% to 39,85% 

(28 284) 



73,51% 

(29 869) 


maintained at 77,42% 



1% to 25,66% 

(13 054) 



70,54% 

(10 311) 



Sub-programme: Special Investigations 


Period 


2012/13 



1. Percentage of court-ready case 

dockets for fraud and corruption for 

individuals within the JCPS Cluster 

2. Detection rate for serious 

commercial crime-related charges 

3. Percentage of court-ready case 

dockets for serious commercial 


4. Percentage of registered 

serious Organised Crime Project 

Investigations 

5. Number of serious commercial 

crime-related cases investigated 

where officials are involved including 

procurement fraud and corruption 

6. Number of serious commercial 

crime-related court ready cases 

where officials are involved including 

procurement fraud and corruption 

7. Value of assets restrained/seized 

where officials are involved in 

procurement fraud and corruptionrelated 

cases 

Annually 3% increased 

on the baseline 


2011/12 

- - - 3% increased on the 

baseline determined 

for 2011/12 

Annually 50% detection rate - - - 50% detection rate 

Annually 30% court-ready 

case dockets 

Annually 31% of registered 

projects 

successfully 

terminated 

Annually 50 cases 

investigated 

Annually 25 court-ready 

cases 

Annually R125 million assets 

restrained/seized 

- - - 30% court-ready case 

dockets 

- - - 31% of registered 

projects successfully 

terminated 

- - - 50 cases investigated 

- - - 25 court-ready cases 

- - - R125 million assets 

restrained/seized 

32

Sub-programme: Criminal Record Centre 


Period 


2012/13 

1. Percentage of original 

previous conviction reports 

for formally charged 

individuals generated within 

20 days 

Quarterly 82% previous 

conviction reports 


20 days 

Sub-programme: Forensic Science Laboratory 


Period 


2012/13 

1. Percentage of case exhibits 

(entries) processed by 

Forensic Services within 28 

working days 

Quarterly 92% of case 

exhibits (entries) 

processed by 

Forensic Services 

within 28 working 

days 



65% 70% 75% 82% 



65% 75% 83% 92% 



7. Key Departmental Programme 4: Crime Intelligence 

7.1. Strategic Objective Annual Targets and Performance indicators for 2012/13 

Strategic Objective: Contribute to the neutralising of crime by gathering, collating and analysing intelligence that leads to an actionable policing activity 

Sub-programme: Crime Intelligence Operations 

Strategic Priority Performance Indicator Audited/Actual Performance Estimated 



2011/12 

2012/13 2013/14 2014/15 

Provision of effective 

intelligence to support 

prosecutions 

Number of network operations resulting 

from intelligence files 

17 035 24 368 24 384 26 805 28 145 29 552 32 507 

Sub-programme: Intelligence and Information Management 

Strategic Priority Performance Indicator Audited/Actual Performance Estimated 



2011/12 

Provision of effective 

intelligence to support 

prosecutions 

Number of crime 

intelligence 

products relating 

to: 

Operational analysis 

reports (profiles, 

intelligence 

analysis reports, 

communication 

analysis reports, 

communication 

interception analysis 

reports and station 

and cluster crime 

threat analysis 

reports) 

142 020 234 020 317 976 253 782 256 181 258 743 261 330 

Strategic analysis 

reports (including 

research reports and 

statistical reports) 

17 research 

reports 

120 

statistical 

reports 

17 research 

reports 

120 

statistical 

reports 

17 research 

reports 

120 

statistical 

reports 

17 research 

reports 

120 

statistical 

reports 

34


Sub-programme: Crime Intelligence Operations 


2012/13 

1. Number of network operations resulting 

from intelligence files 



Annually 28 145 - - - 28 145 

Sub-programme: Intelligence and Information Management 


2012/13 

1. Number of crime intelligence products 

relating to: 

• Operational analysis reports (profiles, 

intelligence analysis reports, 

communication analysis reports, 

communication interception analysis 

reports and station and cluster crime 

threat analysis reports) 



Annually 256 181 - - - 256 181 

• Strategic analysis reports 

(including research reports and 

statistical reports) 

Quarterly 17 research 

reports 

4 research 

reports 

4 research 

reports 

4 research 

reports 

5 research 

reports 

Quarterly 120 statistical 

reports 

30 statistical 

reports 


reports 


reports 


reports 



8. Key Departmental Programme 5: Protection and Security Services 


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

Sub-programme: VIP Protection 

Strategic 

Priority 

Safeguarding 

identified VIPs 


Indicator 

Percentage 

of security 

provided 

in relation 

to security 

breaches 




2011/12 

100% 

protection 

provided 

without 

security 

breaches 

100% 

protection 

provided 

without 

security 

breaches 

100% 100% protection 

provided without 

security breaches 

100% 

protection 

provided 

without 

security 

breaches 

100% protection 

provided 

without security 

breaches 




Sub-programme: Static and Mobile Security 




Priority Indicator 2008/09 2009/10 2010/11 Performance 2012/13 2013/14 2014/15 

2011/12 

Provision of 

static security 

Percentage 

of security 

provided 

in relation 

to security 

breaches 

7 security 

breaches 

99,98% 

protection 

provided 

without 

security 

breaches 

(13 security 

breaches) 

99,9% 

(8 security 

breaches) 




100% 

protection 

provided 

without 

security 

breaches 


provided 

without security 

breaches 




36

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

Sub-programme: Government Security Regulator 




Priority Indicator 

2008/09 2009/10 2010/11 


2012/13 2013/14 2014/15 

2011/12 

Regulation 

of physical 

security in 

identified 

government 

buildings 

and strategic 

installations 

Percentage of 

National Key 

Points (NKPs) 

and Strategic 

Installations 

audited/ 

evaluated 

46% Strategic 

Installations 

audited (96 

from a total of 

207) 

145 National 

Key Points 

evaluated 

60% Strategic 

Installations 

audited (160 


265) 

83,3% NKPs 

evaluated (130 


156) 

51,7% 

Strategic 

Installations 

audited 

(107 from a 

total of 207) 

99,4% NKPs 

evaluated 

(164 from a 

total of 165) 

50% Strategic 

Installations audited 

(113 from a total of 

227) 

98% NKPs evaluated 


175) 

50% Strategic 

Installations 

audited 

(124 from a total 

of 248) 

100% NKPs 

evaluated (182) 

50% Strategic 

Installations 

audited 

100% NKPs 


50% Strategic 

Installations 

audited 

100% NKPs 





Sub-programme: VIP Protection 


Period 


2012/13 

1. Percentage of security 

provided in relation to 


Quarterly 100% protection 



Sub-programme: Static and Mobile Security 


Period 


2012/13 

1. Percentage of security 

provided in relation to 


Quarterly 100% protection 



Sub-programme: Government Security Regulator 


Period 


2012/13 

1. Percentage of Strategic 

Installations and National 

Key Points (NKPs) audited/ 

evaluated 

Quarterly 50% Strategic 

Installations 

audited 

(124 from a total 

of 248) 

Quarterly 100% NKPs 

evaluated 































18,1% Strategic 



248) 




248) 




248) 




248) 

25.3% NKPs 

evaluated 


182) 

28.6% NKPs evaluated 


182) 

33.5% NKPs 

evaluated 


182) 

12.6% NKPs 

evaluated 


182) 

38



PART C: LINKS TO OTHER PLANS 

9. Links to Other Plans 

9.1 Infrastructure and Capital Asset Plan 

PROVINCE 2012/2013 

EASTERN CAPE 

BOLO POLICE STATION (R&U) 

STEYTLERVILLE POLICE STATION (R&U) 

KWAZULU-NATAL GAMALAKHE POLICE STATION (RE) 

GAUTENG 

DIEPSLOOT POLICE STATION (N) 

PRETORIA WEST OPERATIONAL RESPONSE UNIT (RE) 

NORTH WEST 

AMALIA POLICE STATION (NRE) 

LEHURUTSE DOG UNIT (R&U) 

MPUMALANGA TWEEFONTEIN POLICE STATION (KWAMHLANGA) (RE) 

N = 1 

TOTAL FIGURES = 8 

NRE = 1 

RE = 3 

R&U = 3 

40

9.2 Information and Communication Technology Plan 

The purpose of the IS/ICT Plan is to ensure the development, including systems within the SAPS and between relevant 

Departments, sustainability and implementation of IS/ICT, in line with the constitutional, legislative, policy mandates 

and the strategic priorities of the SAPS. Emanating from the SAPS Strategic Plan for 2010 - 2014, the following initiatives 

have been identified for 2012/13 in support of the strategic priorities of the SAPS which include the CJS and the IJS: 

No Initiative name Description 2012/13 

1 Action Request for Service 

(ARS) 

A crime related complaint or request could be lodged directly with a 

police official on duty at an Emergency Response Centre (ERC) or in 

person at a Community Services Centre (CSC). It entails the recording 

of incidents reported by the public and the consequent police 

response. 

Integrated Action Request for Service solution (GEMC3) 

implemented at: 

• 7 x 10111 centres 

2 Automatic Fingerprint 

Identification System (AFIS) 

replacement 

Establish a more cost effective solution for the capturing and storing 

of fingerprints on AFIS. The new solution will include the following 

additional capabilities: 

• Live scanning for fingerprint identification searches 

• Live scanning at holding facilities for fingerprint verifications 

- 

3 Borderline Operations Real-time enquiries of stolen vehicles, firearms and missing/wanted 

persons (Mobile Connectivity Devices). 

490 new MCD’s deployed (replacements) 

4 Cyber crime The establishment of a centralised data storage capacity in order to 

archive forensic computer data. 

- 

5 Detention Management - 

(SAPSDM) 

Establishes an integrated business, information, system and ICT 

architectures, for the management of a detainee from the time of 

arrest until the legal release of the person. 

Implemented at 1 x priority site (pilot) 




6 E-Learning Provide a Learning Content Management System (LCMS) capability to 

enable on-line distance training/learning to promote knowledge and 

talent management in SAPS. 

LCMS capability implemented at: 

• 22 x SAPS Training Institutions 

7 Fingerprint Exhibit Imaging The establishment of a capacity to detect fingerprints at crime scenes. 

The establishment of a digital capacity to photograph and enhance 

fingerprints that were lifted from crime scenes. 

_ 

8 Forensic Science Laboratory: 

Integrated Case Management 

System 

Provide an automated solution which support the Forensics Science 

Laboratory in the execution of daily activities and optimise chain of 

custody processes. 

Deploy at 1 x pilot site in Pretoria (Forensic Science 

Services [FSS]). 

(LabWare) 

9 ID Services (IJS) Provide a single, unified approach and capability to ensure that an 

individual can be uniquely identified upon his/her entry into the IJS 

process. 

Deploy the Fingerprint Enrollment System(FES) at 

Twenty (20) police stations 

10 IJS Transversal Capability 

Development 

The development of various management applications, the 

establishment of the interoperability layer, the development of 

integrations and the provision of various transversal services such as 

the IJS Portal (SAPS targets dependant on IJS Cluster Departments 

readiness for implementation). 

Extend 6 of the Integrations Services capabilities to: 

• DCS 

• DSD 

• DOD 

11 IJS Transversal Hub 


An inter-departmental information exchange services capability to 

promote the integration of the criminal justice business processes. 

Extend the Infrastructure Peering Services capability to: 

• DCS 

• DSD 

• DOD 

42


12 Investigation Case Docket 

Management (Administer 

Case) (E-Docket) 

The management and administration of criminal cases, inquests and 

enquiries throughout the life cycle of a case, i.e. from inception to 

disposal. 

• Implement Investigate Case Docket Management 

System (E-Docket) at 40 priority police stations 

13 Local Criminal Record Centre 

(LCRC) Admin Information 

System (LIAS) 

Replace the outdated LCRC Admin System with a modernised 

Admin Information System (LIAS) including additional functionalities 

and technologies in order to support the management of all LCRC 

activities. 

- 

14 Mobile Operational Vehicles 

Project 

An operational requirement for Mobile Communication Vehicles to 

ensure effective command and control communications. 

• 450 vehicles equipped with mobile communication 

technologies 

• 18 busses equipped with mobile communication 

technologies 

15 Property Control & Exhibit 

Management (PCEM) 

To manage exhibits and property items from the time they enter the 

SAPS process until the lawful disposal thereof, without terminating 

the current system. 

Implement the Property Control and Exhibit 

Management solution at 150 police stations 

16 Modernisation at Ports of 

Entry (land, sea and air) 

A joint project between SAPS, South African Revenue Services and 

Department of Home Affairs to implement specialised detection 

equipment i.e. document scanners/verifiers, narcotics detectors and 

IR Telescopic cameras. 

Implement at 8 x Port of Entries 

17 SAPS Network Modernisation 

Programme 

Redesign the SAPS network to cater for modern technology 

capabilities and the replacement of redundant infrastructure. 

• Upgrade network capacity at 197 of priority sites 

nationally 

• Implement microwave radio links at 20 x prioritised 

sites 




18 Webification Modernisation of the legacy systems (change the front end of systems Webify PERSAL, POLFIN, PAS 

to make it more user friendly). 

19 War Rooms Establish the IS/ICT capabilities and capacity required 3.5 (enable 

managers to identify, prioritise and achieve strategic and tactical 

objectives by exercising authority and direction over human and 

material resources). 

Implement the War Room solution at Gauteng Province 

20 Modernisation and expansion 

of hardware and software 

Replace redundant and expand current hard/software at Crime 

Intelligence, Detective Services, Support Services, Ports of Entry, 

Criminal Record Centers (CRC) and Forensic Science Laboratories (FSL), 

Police Stations, 10111 Centres. 

_ 

21 Office automation Implement office automation solutions. Implement Video Conferencing at: 

• 5 x police stations in the Limpopo Province 

Implement IP Telephony at: 

• Supply Chain Management (HQ) 

• Central Firearms Register Office 

Implement least cost telephonic routing capability at 

• 9 x provincial offices 

• All cluster police stations in all 9 provinces 

22 BIU (Ballistic Interface Unit) 

Capability 

The BIU is used for analysing firearm-related case investigation and 

research at the Forensic Laboratory. The BIU system has been used 

for analysis and solving trajectory cases, and evaluating ammunition 

performance in crime related cases since 1995. 

Implementation of the new BIU at the Pretoria 

Silverton site (pilot) 

44


23 Closed Circuit Television 

(CCTV) including access 

control 

Design, develop, test and implement (roll-out) capabilities. Implement at the following Forensic Science 

Laboratories: 

• WC 

• EC 

• KZN 

• Silverton 

24 Secure Email technologies Replacement of data 6 fax machines with secure email technologies. _ 



9.3 Human Resource Management Plan 

The following human resource priorities will be addressed during the last two years of the MTEF period: 9 

Staffing Plan 

Target date Establishment target 

By 31 March 2013 194 130 

By 31 March 2014 190 590 

By 31 March 2015 188 490 

The department had an establishment of 193 947 posts in 2010/11 and projects it to grow to 197 930 posts in 2011/12. Between 2008/09 and 2011/12, the 

Visible Policing programme’s staff made up 50.4% of the department’s personnel followed by the Administration and Detective Services programme’s at 17.2% 

and 19.3%, respectively. Due to the baseline reductions introduced effective from 2012/13 financial year, the total establishment will be reduced to 188 490 

by the end of March 2014/15. 

9. Future staff establishment projections will be affected by the budget allocation over the medium term. 

46

The following development priorities will be focused on during 2012/13: 

IDENTIFIED PRIORITY 2012/13 

CATEGORY COURSE NAME COURSES MEMBERS 

Detective Courses 

Resolving of Crime 30 1 731 

Basic Investigative Course 120 2 400 

Specialised Detective Courses 80 1 500 

Fraud Course for General Detectives 2 400 

Stock Theft Course 1 200 

Short Interventions 202 4 040 

ROC (Graaff-Reinet) 1 350 

TOTAL FOR DETECTIVE TRAINING 436 10 621 

Re-skilling of SAPS Officers 30 1 000 

Crowd Management Training 35 1 000 

Tactical Response Team Training 30 1 000 

Violence against Women & Children 400 8 000 

Client/Customer Service 450 9 000 

Forensic-related Training 200 2 600 

Family Violence, Child Protection & Sexual Offences Training 66 1 320 

Information Technology Training 30 8 000 

Aviation Training 

Prepcon Training 

Pilot Training 1 10 

Engineer Training 1 10 

Mechanic Training 1 10 

Safety Officers Training 1 20 

Task Force members 2 80 

Counter Assault Team members 1 40 

NIU 1 40 

Task Force Training 9 15 

DPCI Training 8 200 

NIU Training 4 40 

Maritime Training 32 40

Annual Performance Plan - Saps

Create successful ePaper yourself

Delete template?

Save as template?