Annual Performance Plan - Saps
Annual Performance Plan - Saps
Annual Performance Plan - Saps
Create successful ePaper yourself
Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.
SOUTH AFRICAN POLICE SERVICE<br />
<strong>Annual</strong><br />
<strong>Performance</strong> <strong>Plan</strong><br />
2012 /13<br />
Together squeezing crime to zero
Compiled by:<br />
SAPS Strategic Management<br />
Design and Layout:<br />
Section: Publications<br />
SAPS Corporate Communication<br />
Further information on the 2012/13 <strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong><br />
for the South African Police Service can be obtained from:<br />
The South African Police Service National Commissioner<br />
Private Bag X94<br />
Pretoria, 0001<br />
SAPS Website:<br />
www.saps.gov.za<br />
RP Number: 15/2012<br />
ISBN: 978-0-621-40611-5<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 i
Foreword by the Minister of Police<br />
The most important defining feature of the South African democratic state is that it<br />
champions the aspirations of the law abiding citizens. Its primary task is to work for the<br />
realisation of a safe and secured environment for women, children, the disabled and<br />
the elderly to exercise their right without fear. The democratic state has charged the<br />
police with the task of championing the course of law abiding citizens by ensuring that<br />
the most basic aspirations of this majority assumes the status of hegemony.<br />
Over the last financial year there have been considerable successes in the fight against<br />
crime. The 2010/11 crime statistics released in September 2011, showed that we are<br />
turning the tide with regard to many of the serious contact crimes.<br />
What is also encouraging is that Statistics South Africa last year conducted the most<br />
extensive ever victims survey and the finding released in November 2011 indicates that<br />
many South Africans believe that we are seeing results in the fight against crime and<br />
that 60% of households felt satisfied with the way police and courts are doing their work.<br />
However, despite these successes, we should not be complacent about the mammoth task that faces us. While we<br />
must celebrate our successes, we must also take stock of issues and areas that still require our attention. The continued<br />
development of a professional police officer and service must be addressed at all levels of the institution.<br />
We need to place significant focus on a number of key areas within the policing environment that will assist us in realising<br />
this objective.<br />
The first of these priority areas must be the effective transformation of the police. There are still certain aspects, units or<br />
specialized areas which remain untransformed with regard to issues of race and gender and this must be addressed.<br />
In addition, our approach to transformation must also speak about the type of police service we want to see, that is, a police<br />
service that inspires confidence.<br />
Amongst others, an officer we want to see must be:<br />
• a police officer who respects and upholds the Constitution,<br />
• a police officer who does not tolerate disloyalty and ill-discipline,<br />
• a police officer who is enforcing the law without fear or favour,<br />
• a police officer who recognizes that we are a developmental state and embraces effective service delivery within the<br />
Police, and<br />
• a police officer who demonstrates, through their deeds, a firm commitment to ensure government priorities are realized.<br />
The second priority area of focus must be the issue of smarter policing and our engagement with the Criminal Justice System<br />
(CJS) revamp process. The first step in this regard is the harmonisation of our Information and Communication Technology<br />
(ICT) systems within the South African Police Service. The realisation of this objective will address various issues, amongst<br />
them the e-docket. The e-docket system will eliminate the problem of missing dockets. Huge resources have been dedicated<br />
towards ICT within SAPS and we need to ensure that we are receiving returns on this investment. ICT should also be able<br />
to contribute to the increased detection rate, the roll out of war rooms and the improvements in our forensic laboratories.<br />
Having achieved the harmonisation of our ICT sector within SAPS, we will have to move towards the linking our ICT with that<br />
of the Criminal Justice system. Co-ordination within the system is central in ensuring that South Africans are and feel safe in<br />
the land of their birth.<br />
The third priority, which relates both to service delivery within SAPS and to government’s priority, is to ensure that the pace<br />
of building new Police stations is accelerated. Supply Chain within the Department must be able to deliver on this strategic<br />
objective in a timely, clear, accountable and transparent manner. The very existence of the police station structure itself is a<br />
deterrent to crime.<br />
ii
The fourth priority, in 2011, we also introduced a new policy for the area of Public Order Policing and are encouraged by the<br />
positive feedback we have received. This policy must now be effectively implemented throughout the country.<br />
The policing of community protests in a democracy needs to reflect the ethos of human rights. We cannot use maximum<br />
force in a situation requiring minimum force. At any moment we must be able to enforce and uphold the law. However at the<br />
same time we need to educate people regarding not only their rights but also their responsibilities.<br />
The fifth priority, Crime Intelligence in the police and improvements in the field of detective services also requires our<br />
attention. We need to build a stable environment within the crime intelligence community. There must be a strong link<br />
between crime intelligence and detective services and be focused on improving our conviction rate.<br />
The sixth priority, in 2011, we re-established the Family, Child and Sexual Offenses Unit. Our task in the years ahead is to<br />
strengthen this unit. We need to take practical steps to retain the skill we have and to build the required skills capacity. To<br />
ensure that the unit is successful we must look at their resourcing, including the retention allowances of these officers.<br />
The seventh priority must be a constant focus on recruitment within SAPS. Over the last year we have made certain changes in<br />
our approach to recruitment and our official standards have been benchmarked against other countries and have compared<br />
favourably. However, we need to seriously address how our recruitment is actually being carried out in practice. We need to<br />
constantly check who we are recruiting and the type of person we want in the police. We equally need to be able to identify<br />
gaps in our screening processes and to develop the ability to attract the right kind of skills. Once we have the right type of<br />
recruits we must be in a position to effectively career path people so that these skills are developed and retained.<br />
The eighth priority, the next area requiring our focus is that of training. While the extension of SAPS basic training period<br />
and the introduction of basic detective training is a step in the right direction, we still need to do more. We need to revise<br />
how and what is involved in training. Our training must speak to issues of human rights and to the principles of Batho Pele.<br />
Training cannot just be about churning out numbers but must be ongoing and relevant.<br />
The ninth priority is command and control. This is something we have been constantly and will continue to emphasise as a<br />
key aspect of professional policing. This command and control must address how we are managing our members from the<br />
station level, cluster, provincial and at national level. Management must become more accountable on how officers working<br />
under their command and control, operate and perform. Part of management performance must not only be about being<br />
able to issue instructions but also about managing how these instructions are implemented.<br />
The tenth priority, the introduction of the Rural Safety Strategy and the support we have received from various role players,<br />
stakeholders and communities has been encouraging. In the coming period we should work to enhance and consolidate this<br />
strategy.<br />
The FIFA World Cup 2010, the local government elections, COP 17, Operation Duty Calls - Festive Season are just a few of our<br />
recent successes particularly with regard to the role played by Visible Policing. However, we need to continue to enhance<br />
and dedicate resources to maintain and increase the visibility of the police at all levels of the country. Sector policing should<br />
be one of the means for enhancing our interaction and visibility as the police.<br />
Finally, during the last financial year we made concerted efforts on strengthening civilian oversight of the police through the<br />
reform of the Independent Complaints Directorate (ICD) and the Civilian Secretariat for Police. Now that these reforms have<br />
been processed, the task will not only be on ensuring delivery of these oversight bodies but also the review of the White<br />
Paper for Safety and Security and a subsequent overhaul of the SAPS Act.<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 iii
Introduction by the<br />
Acting National Commissioner<br />
of the South African Police Service<br />
It is with great pleasure as Acting National Commissioner of the South<br />
African Police Service, to introduce the <strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> for the<br />
Police for the financial year 2012/13. The commitment made by Government<br />
to improve service delivery to all its people has given rise to Government’s<br />
Delivery Agreement with the various National Clusters of Departments. In<br />
particular, the aim of the Delivery Agreement of the Justice, Crime Prevention<br />
and Security Cluster (JCPS) is to ensure that “all people in South Africa are<br />
and feel safe”. The Department of Police, as part of the JCPS, has the primary<br />
responsibility for ensuring that people feel safe by bringing crime under control, especially those crimes that<br />
impact negatively on their feeling of safety. This imperative has shaped the content of the <strong>Annual</strong> <strong>Performance</strong><br />
<strong>Plan</strong> for 2012/13, supported by the identified priorities of the SAPS for 2010-2014.<br />
For this reason the reduction of serious and violent crime will be our focus for 2012/13. This overarching<br />
priority will be supported by a number of key initiatives identified to ensure that we reduce crimes of a serious<br />
and violent nature. Research in South Africa convinces us that some of these violent crimes are fuelled by<br />
drug use or high alcohol consumption levels of which the supply volumes are escalating. Therefore, the police<br />
will engage in a more vigorous and intelligence-driven programme which will target the manufacturers and<br />
distributors of drugs as well as the identification and closure of unlicensed/illegal liquor premises. In addition,<br />
the visibility of the police will increase further and they will work closely with communities, focussing on the<br />
confiscation of illegal firearms, stolen vehicles and illegal goods. The escapes from police custody continues<br />
to be a burning issue and this will be closely monitored during 2012/13 through the implementation of<br />
vigorous preventative measures.<br />
The investigation of crime plays a crucial role in the combating of crime. A court ready case docket mechanism<br />
has been developed to monitor the extent of the quality of the investigation of case dockets in order for the<br />
National Prosecuting Authority to successfully prosecute offenders. In order to support this development,<br />
the focus for 2012/13 will be on the quality of the detection of serious and violent crime to ensure a positive<br />
outcome in the form of adequate court ready case dockets and convictions. The investigations will include<br />
crimes against vulnerable groups of the community, such as women and children, hence the focus on further<br />
capacitating of the Family, Violence and Child Protection Units and skills development for members allocated<br />
to these Units. Together with this, the stock theft units will be enhanced with a focus on the investigation of<br />
related crime, especially on endangered species such as rhino poaching.<br />
The above will be supported by an integrated policing approach with emphasis on multi-disciplinary<br />
collaboration to ensure that the detection rate and court ready case dockets contribute positively to the CJS<br />
performance.<br />
The building of police stations will be directed by means of an access strategy which is currently being finalised.<br />
The aim of the access strategy is to determine the geographical locality where new police stations should be<br />
iv
uilt. Our energy will continue to focus on capacitating those areas as indicated by the access strategy.<br />
The SAPS has invested considerable efforts towards increasing the available numbers and skills levels of<br />
members over the past few years. The murder of police officers, both in the line of duty and off duty, has<br />
been shown to have a significant impact on the morale of members, the families of slain officers and the<br />
public’s perceptions of the ability of the SAPS to establish a safe and secure South Africa. The SAPS will<br />
initiate specific actions to address this issue, both within its ranks and within the communities we serve.<br />
Linked to the murder of police officers, suicide by members also impacts negatively on colleagues, family and<br />
friends and reduces the SAPS’ effectiveness in the fight against crime. Significant effort has and will continue<br />
to be made to assist those members who due to pressures that emanate from their work and other sources,<br />
make the decision to take their own lives. The Employee Health and Wellness programme will receive the<br />
sustained and committed support of management as both a preventive and reactive measure in curbing<br />
suicides by members.<br />
There are several internal factors that have been identified and acknowledged by the police management<br />
which have been prioritised for implementation during the financial year. One of the most important areas is<br />
leadership, specifically at police station level where police performance needs to be maximised. Corruption<br />
and poor police performance are key elements that impacts negatively on the organisational reputation and<br />
ability to deliver. Proper implementation of management principles that rewards managers for excellence<br />
and consequences for poor performance, misconduct and corruption is a necessity and will be enforced<br />
during 2012/13. Therefore, I expect that every member of the SAPS to espouse the values of the organisation<br />
and act with compassion, professionalism and integrity, within the scope of the law.<br />
These priorities constitute the main thrust of SAPS’ focus for 2012/13 and will direct the personnel within<br />
the SAPS and their utilisation of resources over the forthcoming financial year. The Office of the National<br />
Commissioner took the initiative to coordinate the engagement of all Deputy National Commissioners,<br />
Provincial Commissioners and Divisional Commissioners of the SAPS in compiling the <strong>Annual</strong> <strong>Performance</strong><br />
<strong>Plan</strong> for 2012/13. This was followed by a thorough and inclusive consultative process to ensure accountability<br />
and transparency with regard to the content and process of the <strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> for 2012/13. The<br />
planning that went into the development of this <strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> was therefore thorough and<br />
comprehensive, but the success of the implementation of this <strong>Plan</strong> lies with every member, irrespective of<br />
where they work, be it national, provincial or station level.<br />
Therefore, I call upon every member of the SAPS to direct their energies towards implementing this plan<br />
through every action, word or deed they perform within the course of their duties. I call upon management<br />
to guide members and support them in their efforts to give full effect to this <strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong>.<br />
Lieutenant General NS Mkhwanazi<br />
Acting National Commissioner<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 v
SOUTH AFRICAN POLICE SERVICE<br />
Official sign-off<br />
It is hereby certified that this <strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong>:<br />
- Was developed by the management of the South African Police Service under the guidance of the Minister of<br />
Police<br />
- Takes into account all the relevant policies, legislation and other mandates for which the South African Police<br />
Service is responsible<br />
- Reflects reasonably accurate performance targets which the South African Police Service will endeavour to<br />
achieve given the resources made available in the budget for 2012/13<br />
Lt. General SJP Schutte<br />
Chief Financial Officer<br />
Signature: ___________________________<br />
Lt. General BC Mgwenya<br />
Chief Operations Officer<br />
Signature: ___________________________<br />
Lt. General NS Mkhwanazi<br />
Accounting Officer<br />
Signature: ___________________________<br />
Approved by:<br />
Hon. EN Mthethwa, MP<br />
Executive Authority<br />
Signature: ___________________________<br />
vi
Table of Contents<br />
PART A: STRATEGIC OVERVIEW FOR THE ANNUAL PERFORMANCE PLAN 2012/13........................................1<br />
1. Situational Analysis................................................................................................................................................ 1<br />
1.1 <strong>Performance</strong> Delivery Environment................................................................................................................. 1<br />
1.2 Organisational Environment............................................................................................................................. 2<br />
2. Revisions to legislative and other mandates.......................................................................................................... 4<br />
3. Overview of the 2012/13 budget and MTEF estimates.......................................................................................... 5<br />
3.1. Expenditure Estimates..................................................................................................................................... 5<br />
Expenditure Trends and Strategic Outcome Oriented Goals..................................................................................5<br />
Infrastructure spending.......................................................................................................................................... 6<br />
Spending priority focus........................................................................................................................................... 6<br />
The year-on-year increases in the Vote per programme are the following over the medium term:.................7<br />
The year-on-year increases in the Vote per main economic classification (item) are the following over the<br />
medium term:.................................................................................................................................................... 7<br />
Notes on growths in the Vote:........................................................................................................................... 7<br />
Selected specific spending focus areas.............................................................................................................. 7<br />
Programme and subprogramme spending trends.................................................................................................. 9<br />
Programme 1: Administration................................................................................................................................ 9<br />
Expenditure estimates....................................................................................................................................... 9<br />
Expenditure trends............................................................................................................................................. 9<br />
Programme 2: Visible Policing................................................................................................................................ 10<br />
Expenditure estimates....................................................................................................................................... 10<br />
Expenditure trends............................................................................................................................................. 10<br />
Programme 3: Detective Services........................................................................................................................... 11<br />
Expenditure estimates....................................................................................................................................... 11<br />
Expenditure trends............................................................................................................................................. 11<br />
Programme 4: Crime Intelligence........................................................................................................................... 12<br />
Expenditure estimates....................................................................................................................................... 12<br />
Expenditure trends............................................................................................................................................. 12<br />
Programme 5: Protection and Security Services.................................................................................................... 13<br />
Expenditure estimates....................................................................................................................................... 13<br />
Expenditure trends............................................................................................................................................. 13<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 vii
SOUTH AFRICAN POLICE SERVICE<br />
PART B: PROGRAMME AND SUB-PROGRAMME PLANS....................................................................................... 14<br />
4. Key Departmental Programme 1: Administration.................................................................................................. 14<br />
4.1. Strategic Objective <strong>Annual</strong> Targets and <strong>Performance</strong> Indicators for 2012/13.................................................14<br />
4.2. Quarterly Targets for 2012/13......................................................................................................................... 17<br />
5. Key Departmental Programme 2: Visible Policing.................................................................................................. 18<br />
5.1. Strategic Objective <strong>Annual</strong> Targets and <strong>Performance</strong> Indicators for 2012/13.................................................18<br />
5.2. Quarterly Targets for 2012/13......................................................................................................................... 21<br />
6. Key Departmental Programme 3: Detective Services............................................................................................. 23<br />
6.1. Strategic Objective <strong>Annual</strong> Targets and <strong>Performance</strong> Indicators for 2012/13.................................................23<br />
6.2. Quarterly Targets for 2012/13......................................................................................................................... 29<br />
7. Key Departmental Programme 4: Crime Intelligence............................................................................................. 33<br />
7.1. Strategic Objective <strong>Annual</strong> Targets and <strong>Performance</strong> indicators for 2012/13.................................................33<br />
7.2. Quarterly Targets for 2012/13......................................................................................................................... 34<br />
8. Key Departmental Programme 5: Protection and Security Services......................................................................35<br />
8.1. Strategic Objective <strong>Annual</strong> Targets and <strong>Performance</strong> Indicators for 2012/13.................................................35<br />
8.2. Quarterly Targets for 2012/13......................................................................................................................... 37<br />
PART C: LINKS TO OTHER PLANS............................................................................................................................... 38<br />
9. Links to Other <strong>Plan</strong>s................................................................................................................................................ 38<br />
9.1 Infrastructure and Capital Asset <strong>Plan</strong>............................................................................................................... 38<br />
9.2 Information and Communication Technology <strong>Plan</strong>.......................................................................................... 39<br />
9.3 Human Resource Management <strong>Plan</strong>................................................................................................................ 44<br />
viii
PART A:<br />
STRATEGIC OVERVIEW FOR THE ANNUAL PERFORMANCE PLAN 2012/13<br />
1. Situational Analysis<br />
The current analysis represents a move towards comprehensive development planning and should be seen as a vital<br />
tool to ensure the proper allocation of the country’s resources to address current and emerging policing challenges and<br />
issues for the financial year 2012/13. The analysis, therefore, is an opportunity to reflect on the external and internal<br />
environments which directly or indirectly influence planning by the organisation, based on a common national vision<br />
and strategic outcomes oriented goals and priorities set within the Medium Term Expenditure Framework (MTEF)<br />
planning horizon. However, it is noteworthy that some of the issues and challenges that will be faced by the SAPS in the<br />
2012/13 financial year go beyond the stipulated one-year planning period. Therefore, the current analysis should not<br />
be seen in isolation, but rather as part of the continuum within the country’s development process. As a result, focus<br />
will also be paid on policing development needs and issues which may have longer term implications whose outcomes<br />
may not necessarily be realised during this planning horizon.<br />
1.1 <strong>Performance</strong> Delivery Environment<br />
The current policing environment continues to be driven by external factors such as national security threat levels<br />
and crime incidences. These factors require continuous high level intelligence gathering, flexibility, preparedness and<br />
responsiveness in order to adapt to and decisively deal with a variety of unknown variables.<br />
Research in South Africa continues to evince that there is a significant number of crime, especially violent crime that<br />
is facilitated or fuelled by drug use or high alcohol consumption levels. As part of the JCPS output, several successful<br />
awareness campaigns and educational programmes have been conducted in 2010/11 and 2011/12 financial years and<br />
these are ongoing. These are conducted in partnership with the relevant organs of state and they include sustainable<br />
initiatives such as the Safer Schools Programme; the Drug Demand Reduction Programme; and Youth Crime Prevention<br />
which is done in association with the National Youth Development Agency. Operationally, confiscations of drugs,<br />
especially at the ports of entry, and the confiscation of liquor from illegally operating premises, have been diligently<br />
and successfully done at least for the past three years. Although massive loads of seizures and relevant arrests are<br />
being made, the supply volumes and use of drugs is escalating. Therefore, the police will engage in a more vigorous and<br />
intelligence-driven programme which will mainly target the manufacturers and distributors of drugs.<br />
The reduction of the overall levels of serious crime, in particular contact crime and trio crime is one of the priorities<br />
of the JCPS delivery agreement. These crimes impact negatively on the feelings of safety by all South Africans, investor<br />
perceptions and tourism. During the first six months of 2011/12 all serious crime has already reduced by -4%, contact<br />
crime by -6,7% and trio crimes by -1,4%. The targets set in the current delivery agreement are to achieve a 60% contact<br />
crime detection rate and a 34% trio crime detection rate by 2014. The detection rate for contact crime increased<br />
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.<br />
These increases could be attributed to the special emphasis that was placed on the expansion of the human resource<br />
capacity and training of detectives which increased by 11% from 20 291 to 22 594 in 2010/11. When comparing the<br />
first six months of 2011/12 with the corresponding period in 2010/11, the detection rate for contact crime had already<br />
indicated an increase by 2,64%, from 57,04% to 59,68%.<br />
A court ready case docket mechanism has been developed to monitor the extent of the investigation of case dockets<br />
in order for the National Prosecuting Authority to successfully prosecute offenders.<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 1
SOUTH AFRICAN POLICE SERVICE<br />
In terms of the recently finalised Victims of Crime Survey of the Statistics South Africa, which serves as one of the<br />
barometers of community perceptions on issues of safety, the in terms of Outcome 3 of the JCPS delivery agreement,<br />
88,2% of households (respondents) felt very safe or fairly safe walking alone during the day, compared to only 37,0%<br />
when it was dark. Notably, only 14,7% said that they felt very safe when it was dark.<br />
Recommendations from statutory oversight structures, civil society and the community continue to shed light in<br />
assisting the organisation to perform optimally and to relevantly review its plans and operations.<br />
1.2 Organisational Environment<br />
The annual implementation and realisation of the strategic priorities stated in the 2010-2014 strategic plan of the<br />
organisation are dependent on focused planning, organisational readiness and the creation of a conducive support<br />
environment. There are several internal factors that have been recognised and acknowledged by the police management<br />
that need to be prioritised and implemented during the financial year, which are initiatives designed to continuously<br />
improve the processes, culture, personal growth and operational readiness within the department. Furthermore,<br />
there are areas where the organisation has significantly performed which need further emphasis and sustenance for<br />
continued operational excellence towards ensuring public safety.<br />
The organisation currently boasts a remarkable record of policing competence and expertise in substantial areas of<br />
operation and is committed to continuously attract and improve this through its investment in up-skilling the human<br />
resources. The envisaged additional 1 750 staff complement in 2012/13 and the sustenance of 98% active human<br />
capital in terms of the approved establishment will assist in ensuring a strong base of policing capacity and support<br />
that is geared to improve service delivery to the communities. However, what will be of paramount importance is the<br />
ability by the organisation to strategically, timely, flexibly and meticulously deploy its qualified personnel according to<br />
the areas of need.<br />
Currently, our leadership in the frontline (police stations) has not fully demonstrated its management capability<br />
which impacts on the police management’s mission to maximise police performance, especially at police station level.<br />
Corruption and poor police response are the key elements that impact negatively on the organisational reputation and<br />
ability to deliver. The revised Anti-corruption strategy and plans will go a long way in addressing the former. A proper<br />
implementation of management principles that demonstrate rewards for excellence and consequences for mediocrity<br />
or misconduct is a necessity and will be fully considered during the 2012/13 financial year. This requires a different<br />
kind of management which is disciplined, decisive, impartial, inspired and confidently visible in directing the coalface<br />
of service delivery.<br />
The current international trends require the police to invest in the technology infrastructure in order to emphasis<br />
smart policing within the department, e.g. Automated Fingerprint Identification System (AFIS), Crime Management<br />
Information System(CMIS), Operational <strong>Plan</strong>ning and Monitoring System (OPAM), Enhanced Firearms Registration<br />
System (EFRS) and E-docket; and in the integrated business information systems of the IJS, e.g. databases of Sexual<br />
Offence Registers (Department of Justice and Constitutional Development) and Child Protection Registers (Department<br />
of Social Development). Most of the current systems will have been finalised by 2012/13, ushering in innovative<br />
and technological solutions that will be implemented by trained personnel to further enhance the efficiency and<br />
effectiveness of the police and the JCPS at large.<br />
The lack of proper accountability on performance by line management on predetermined objectives is corroborated by<br />
the continued findings of the Auditor- General where basic issues such as proper control procedures, validity, accuracy<br />
and completeness of performance information are cited. There will be rigorous performance, accountability and<br />
continuous improvement in this area of focus during the 2012/13 financial year to ensure compliance with accounting<br />
regulations.<br />
2
An integrated policing approach has been emphasised by police management as the best option to ensure the<br />
synergy between operational plans in various environments. It advocates for an integrated approach to policing<br />
which emphasises multi-disciplinary collaboration. This will be coupled with intelligence-led (strategic and tactical<br />
intelligence) investigations to ensure that the detection rate and court ready case dockets are increased to contribute<br />
to the CJS performance. Budgetary planning and strategic deployment of resources will be conducted within the<br />
framework of the integrated policing strategy during the financial year.<br />
Police work is hazardous in nature, hence the resultant unwelcome annual statistics of murders and killing of police<br />
on duty and off-duty. During the 2010/11 financial year alone, 93 members were murdered countrywide, i.e. 36 were<br />
murdered on duty and 57 off duty. This phenomenon has been identified by the department as one of the risk factors<br />
that affect the morale of the members. Some of the on-duty incidents include instances where police were responding<br />
to a complaint, investigating a case, apprehending a suspect, in a robbery in progress or during a car chase, surprise<br />
or targeted ambush attacks. The continued implementation of SAPS precautionary measures and interventions, which<br />
include the involvement of civil society and the business sector to address these killings, contribute to the gradual<br />
decrease in these incidents and this will be enhanced during the 2012/13 financial year.<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 3
SOUTH AFRICAN POLICE SERVICE<br />
2. Revisions to legislative and other mandates<br />
The following Draft Bills are on the Minister’s legislative programme for the 2012/13 Parliamentary year:<br />
South African Police Service Amendment Bill - Regulations will be drafted to implement the Act. The purpose of the<br />
Act is to align the operations of the Directorate for Priority Investigations with the Constitutional ruling and to improve<br />
the fight against corruption and organised crime.<br />
Dangerous Weapons Bill – Development of regulations to implement the Act. The Dangerous Weapons Act will be<br />
aligned with the requirements of the Constitutional Court and rationalise legislation across SA national boundaries in<br />
order to ensure uniformity throughout the country with regard to the carrying of dangerous weapons.<br />
Private Security Industry Regulation Amendment Bill - Regulations will be drafted in order to implement the Act and<br />
to improve the current framework for regulation of the private security industry. The Act will improve the situation for<br />
workers in the industry and will provide greater protection for both consumers and ordinary people who interface with<br />
private security industry.<br />
Firearms Control Amendment Bill - Regulations will be developed to implement Act. The purpose is to improve SAPS<br />
systems to control and regulate firearm possession and ownership, to reduce proliferation of firearms and ammunitions<br />
and to ensure that members of the public are better protected.<br />
South African Police Service Bill - To overhaul the South African Police Service Act of 1995 and to align this act with<br />
the Constitution and the revised White Paper for Safety and Security. The purpose of the Bill is to ensure that the<br />
operations of the SAPS are aligned with the Constitution.<br />
In order to improve service delivery levels in policing, the following policy will be finalised during the 2012/13 financial<br />
year:<br />
White Paper for Safety and Security - The White Paper was written in 1998 and, since then, there have been significant<br />
local and international developments in both policing and the general area of safety and security. The review aims to<br />
align the White Paper with these and related developments.<br />
4
3. Overview of the 2012/13 budget and MTEF estimates<br />
3.1. Expenditure Estimates<br />
The expenditure trends in the programme’s budget and economic classification over the seven year period are the<br />
following:<br />
Programme Audited outcome Adjusted<br />
appropriation<br />
Revised<br />
estimate<br />
Medium-term expenditure estimate<br />
R thousand 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15<br />
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<br />
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<br />
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<br />
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<br />
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<br />
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<br />
Change to 2011 Budget estimate 489 000 489 000 407 754 224 608 149 445<br />
Economic classification<br />
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<br />
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<br />
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<br />
of which:<br />
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<br />
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<br />
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<br />
Property payments 660 273 807 430 947 306 898 480 898 480 991 181 1 085 247 1 157 282<br />
Transfers and subsidies 379 939 437 802 500 296 464 622 464 622 492 102 516 039 542 274<br />
Provinces and municipalities 22 447 25 195 25 712 25 327 25 327 26 605 27 963 29 592<br />
Departmental agencies and<br />
18 427 20 818 23 861 24 268 24 268 27 724 29 713 31 789<br />
accounts<br />
Non-profit institutions – – – 1 000 1 000 – – –<br />
Households 339 065 391 789 450 723 414 027 414 027 437 773 458 363 480 893<br />
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<br />
Buildings and other fixed<br />
991 150 1 070 126 1 182 141 1 235 293 1 235 293 1 344 557 1 429 507 1 527 277<br />
structures<br />
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<br />
Biological assets 1 996 1 853 905 235 235 250 260 270<br />
Payments for financial assets 2 103 1 049 2 876 – – – – –<br />
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<br />
Expenditure Trends and Strategic Outcome Oriented Goals<br />
The spending focus over the medium term will be on personnel numbers, physical resources such as basic<br />
equipment needs, capital infrastructure, skills development and technological enhancements in the information and<br />
telecommunications environments. The spending trends are however influenced by the reduction on the baseline<br />
allocations over the medium term to the extent of R2.186 billion. These amounts reduce the extent to which<br />
new personnel are appointed and spending levels of cost drivers such as travel and subsistence, fuel and oil and<br />
communication expenses.<br />
Expenditure increased from R41.6 billion in 2008/09 to R58.6 billion in 2011/12, at an average annual rate of<br />
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.<br />
The growth in expenditure over the medium term is due to: investing in capital infrastructure and technological<br />
enhancements, especially in the forensic science and investigative functions; additional capacity for the Directorate for<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 5
SOUTH AFRICAN POLICE SERVICE<br />
Priority Crime Investigation; upgrading the IT network; and reviewing and modernising the criminal justice system to<br />
create an integrated criminal justice environment.<br />
The Budget sets out additional allocations of R872.9 million in 2012/13, R990.8 million in 2013/14 and R1.1 billion in<br />
2014/15 for higher than budgeted salary increases granted in 2011/12.<br />
Infrastructure spending<br />
Spending on infrastructure increased from R991.1 million in 2008/09 to R1.2 billion in 2011/12 at an average annual<br />
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<br />
7.3 per cent. Allocations earmarked for infrastructure will be used to build and upgrade police stations. Spending on<br />
office accommodation functions devolved from the Department of Public Works increases from R1.4 billion in 2008/09<br />
to R3.2 billion in 2014/15, at an average annual rate of 19.5 per cent.<br />
In 2008/09, the department began building a forensic laboratory in Western Cape and expects it to be completed<br />
in 2012/13. The new building will accommodate all the different forensic disciplines to eliminate the duplication of<br />
certain administration processes. The new laboratory complex will also allow for an increase in personnel capacity and<br />
analytical instrumentation.<br />
Spending priority focus<br />
The Police budget over the medium term is aligned to the priority indications thus taking into account departmental<br />
strategic objectives for the medium term period ahead. These focus areas are:<br />
• Specific emphasis on –<br />
o Enhance Investigative capacity quite significantly<br />
o Enhance Crime Intelligence capacity<br />
o Enhance Visible Policing capacity<br />
o Enhancing Directorate for Priority Crime Investigation (DPCI) capacity as far as human and<br />
physical resources are concerned.<br />
• Continued training focus – basic, investigative training, Community Service Centre (CSC) Commander, etc.<br />
• Resourcing the CJS Revamp initiative intensely – Criminal Record Centre (CRC), Forensic Science Laboratory<br />
(FSL) and systems<br />
• Continuous funding of the Integrated Justice Systems (IJS)<br />
• Upgrading of the hosting and network infrastructure<br />
• Resourcing of the DPCI – address organised crime etc.<br />
• Capital infrastructure and property management<br />
• Establish tactical response teams in provinces<br />
• Re-establishment and roll-out of Family Violence, Child Protection and Sexual Offences (FCS) Units and<br />
• Strengthening of Stock Theft Units.<br />
6
The year-on-year increases in the Vote per programme are the following over the medium term:<br />
Programmes<br />
2010/11<br />
R’000<br />
2011/12<br />
R’000<br />
%<br />
increase<br />
2012/13<br />
R’000<br />
%<br />
Increase<br />
Administration 13 945 619 15 204 241 9.0% 16 281 134 7.1%<br />
Visible Policing 25 799 892 27 268 276 5.7% 28 684 508 5.2%<br />
Detective Services 10 120 060 11 960 602 18.2% 13 159 758 10.0%<br />
Crime Intelligence 2 115 692 2 391 577 13.0% 2 549 166 6.6%<br />
Protection and Security Services 1 548 437 1 725 841 11.5% 1 810 793 4.9%<br />
TOTAL 53 529 700 58 550 537 9.4% 62 485 359 6.7%<br />
The year-on-year increases in the Vote per main economic classification (item) are the following<br />
over the medium term:<br />
Economic classification<br />
2010/11<br />
R’000<br />
2011/12<br />
R’000<br />
%<br />
Increase<br />
2012/13<br />
R’000<br />
%<br />
Increase<br />
Current payments<br />
*Compensation of employees<br />
*Goods and services<br />
49 733 592<br />
38 415 337<br />
11 318 255<br />
55 085 433<br />
42 298 631<br />
12 786 802<br />
10.8%<br />
10.1%<br />
13.0%<br />
58 724 240<br />
45 042 199<br />
13 682 041<br />
6.6%<br />
6.5%<br />
7.0%<br />
Transfers and subsidies 500 296 464 622 -7.1% 492 102 5.9%<br />
Payments for capital assets<br />
*Buildings and fixed structures<br />
*Machinery and equipment<br />
3 292 936<br />
1 182 141<br />
2 109 890<br />
3 000 482<br />
1 235 293<br />
1 764 954<br />
-8.9%<br />
4.5%<br />
-16.3%<br />
3 269 017<br />
1 344 557<br />
1 924 210<br />
8.9%<br />
8.8%<br />
9.0%<br />
TOTAL 53 529 700 58 550 537 9.4% 62 485 359 6.7%<br />
Notes on growths in the Vote:<br />
• 2012/13 allocation reflects an increase of 6.7% on the 2011/12 allocation.<br />
• 2013/14 allocation reflects an increase of 7.1% on the 2012/13 financial year.<br />
• 2014/15 allocation reflects an increase of 5.9% on the 2013/14 allocation.<br />
• Average of 6,6% nominal growth over next three years.<br />
Selected specific spending focus areas<br />
• Integrated Justice Sector programme<br />
With the intention to revamp the Criminal Justice Sector, additional amounts were allocated to the SA Police<br />
Service, in additional to the current IJS Programme <strong>Plan</strong> projects. The total amounts per annum over the<br />
medium term are the following:<br />
2012/13 – R 2.238 billion<br />
2013/14 – R 2.361 billion<br />
2014/15 – R 2.502 billion.<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 7
SOUTH AFRICAN POLICE SERVICE<br />
• Capital Works and Devolved funds from Public Works<br />
The amounts available for the property portfolio are reflected in the table below.<br />
o Capital Works<br />
The baseline allocations for Capital Works are the following:<br />
2012/13 – R 1.345 billion<br />
2013/14 – R 1.429 billion<br />
2014/15 – R 1.527 billion<br />
Notes: * Growth from 2011/12 to 2014/15 is 23.6% (nominal)<br />
* Year-on-year growth (nominal)<br />
- 2011/12 to 2012/13 is 8.8%<br />
- 2012/13 to 2013/14 is 6.3%<br />
- 2013/14 to 2014/15 is 6.8%<br />
o Funds devolved from Public Works<br />
The baseline allocations for planned maintenance and rates and taxes (accommodation charges), leases<br />
and municipal services are the following:<br />
2012/13<br />
R’000<br />
2013/14<br />
R’000<br />
2014/15<br />
R’000<br />
* Accommodation charges<br />
* Leases<br />
* Municipal Services<br />
1 156 462<br />
957 140<br />
725 639<br />
1 220 067<br />
1 009 783<br />
800 600<br />
1 293 271<br />
1 070 370<br />
848 636<br />
TOTAL 2 839 241 3 030 450 3 212 277<br />
Notes: * Growth from 2011/12 to 2014/15 is 26.6%<br />
* Year-on-year growth (nominal)<br />
- 2011/12 to 2012/13 is 11.9%<br />
- 2012/13 to 2013/14 is 6.7%<br />
- 2013/14 to 2014/15 is 6%<br />
• The following are a selection of specific baseline budgetary provisions for the 2012/13 financial year:<br />
o Uniform – R 159.4 million<br />
o Weapon purchases – R 46.3 million<br />
o Ammunition – R 50.6 million<br />
o Eastern Cape Radio Communication System – R 200 million<br />
o Vehicles – <strong>Annual</strong>ly in the vicinity of R1 billion is spent on the purchasing of new vehicles<br />
o Presidential Vehicle Fleet will be upgraded and expanded<br />
o Specific specialised equipment to be purchased in the Operational Response Services environment with<br />
specific focus on the National Intervention and Special Task Force Units<br />
8
Programme and subprogramme spending trends<br />
Programme 1: Administration<br />
Expenditure estimates<br />
Subprogramme Audited outcome Adjusted<br />
appropriation<br />
Medium-term expenditure estimate<br />
R thousand 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15<br />
Ministry 1 34 221 25 325 18 942 28 949 31 013 33 171 34 992<br />
Management 53 629 52 550 76 124 87 798 101 317 111 909 117 161<br />
Corporate Services 9 514 486 10 652 124 11 694 386 12 550 857 13 309 563 13 986 602 14 744 680<br />
Office Accommodation 1 479 370 1 870 184 2 156 167 2 536 637 2 839 241 3 030 450 3 212 277<br />
Total 11 081 706 12 600 183 13 945 619 15 204 241 16 281 134 17 162 132 18 109 110<br />
Change to 2011 Budget estimate (5 010 765) (5 363 974) (5 739 696) (6 166 828)<br />
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.<br />
Administrative and other subprogramme expenditure may in addition include payments for capital assets as well as transfers and subsidies.<br />
Economic classification<br />
Current payments 9 587 546 11 070 539 12 193 528 13 472 830 14 402 714 15 203 964 16 029 749<br />
Compensation of employees 4 974 394 5 642 937 6 220 233 6 968 085 7 390 202 7 800 900 8 227 838<br />
Goods and services 4 613 152 5 427 602 5 973 295 6 504 745 7 012 512 7 403 064 7 801 911<br />
of which:<br />
Computer services 1 557 575 1 914 805 2 096 501 2 210 750 2 345 815 2 442 753 2 564 188<br />
Inventory: Fuel, oil and gas 144 755 120 985 126 235 149 031 156 431 167 580 205 893<br />
Lease payments 1 123 593 1 413 016 1 603 396 1 840 188 2 033 515 2 146 308 2 275 685<br />
Property payments 462 078 578 459 674 419 734 376 834 511 917 246 971 082<br />
Transfers and subsidies 195 567 219 840 295 125 232 505 250 194 261 995 275 268<br />
Provinces and municipalities 3 303 3 484 3 427 3 745 3 922 4 119 4 365<br />
Departmental agencies and accounts 17 896 20 818 23 861 24 268 27 724 29 713 31 789<br />
Households 174 368 195 538 267 837 204 492 218 548 228 163 239 114<br />
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<br />
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<br />
Machinery and equipment 308 245 251 212 278 525 263 378 283 419 266 406 276 546<br />
Biological assets 1 927 1 773 905 235 250 260 270<br />
Payments for financial assets 2 082 1 049 2 876 – – – –<br />
Total 11 081 706 12 600 183 13 945 619 15 204 241 16 281 134 17 162 132 18 109 110<br />
Expenditure trends<br />
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.<br />
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<br />
is due to the focus on developing human capital and skills and annual increases in accommodation budgets devolved<br />
from the Department of Public Works.<br />
Expenditure on payments for capital assets is expected to increase from R1.3 billion in 2008/09 to R1.8 billion in<br />
2014/15, at an average annual rate of 5.7 per cent. This is as a result of previously made additional allocations across<br />
the years for new policing facilities. Spending on machinery and equipment is expected to increase from R263.4 million<br />
in 2011/12 to R276.5 million in 2014/15, due to the increase in the provision for work stations at local level.<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 9
SOUTH AFRICAN POLICE SERVICE<br />
Programme 2: Visible Policing<br />
Expenditure estimates<br />
Subprogramme Audited outcome<br />
Adjusted<br />
appropriation<br />
Medium-term expenditure estimate<br />
R thousand 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15<br />
Crime Prevention 17 665 764 20 356 794 22 600 035 23 835 026 25 015 991 27 209 201 28 907 468<br />
Border Security 1 051 557 1 326 972 1 482 548 1 571 505 1 533 537 1 629 886 1 719 425<br />
Specialised Interventions 1 516 068 1 774 278 1 717 309 1 861 745 2 134 980 2 266 344 2 402 577<br />
Total 20 233 389 23 458 044 25 799 892 27 268 276 28 684 508 31 105 431 33 029 470<br />
Change to 2011 Budget estimate 2 896 370 2 765 765 2 909 502 3 141 785<br />
Economic classification<br />
Current payments 19 212 096 22 189 500 24 753 914 26 040 542 27 445 571 29 811 976 31 681 701<br />
Compensation of employees 15 983 124 18 700 204 21 226 858 22 954 301 24 364 741 26 213 401 27 633 401<br />
Goods and services 3 228 972 3 489 296 3 527 056 3 086 241 3 080 830 3 598 575 4 048 300<br />
of which:<br />
Computer services 6 196 12 178 4 840 2 762 11 069 12 090 13 690<br />
Inventory: Fuel, oil and gas 1 071 502 878 901 939 323 833 084 857 933 1 139 426 1 284 470<br />
Lease payments 39 956 64 796 72 148 58 687 62 296 67 909 76 722<br />
Property payments 145 811 166 253 191 386 100 565 84 775 90 133 101 177<br />
Transfers and subsidies 127 690 155 774 146 620 167 141 174 155 182 862 192 142<br />
Provinces and municipalities 14 062 15 579 16 298 15 286 16 048 16 848 17 818<br />
Departmental agencies and accounts 531 – – – – – –<br />
Non-profit institutions – – – 1 000 – – –<br />
Households 113 097 140 195 130 322 150 855 158 107 166 014 174 324<br />
Payments for capital assets 893 603 1 112 770 899 358 1 060 593 1 064 782 1 110 593 1 155 627<br />
Buildings and other fixed structures 4 726 9 339 4 417 – – – –<br />
Machinery and equipment 888 808 1 103 351 894 941 1 060 593 1 064 782 1 110 593 1 155 627<br />
Biological assets 69 80 – – – – –<br />
Total 20 233 389 23 458 044 25 799 892 27 268 276 28 684 508 31 105 431 33 029 470<br />
Expenditure trends<br />
The spending focus over the medium term will be on intensifying attention to Firearms, Liquor and Second Hand<br />
Goods Control, imbizo’s to mobilise communities in support of crime prevention, furnishing and expanding on Victim<br />
Friendly Facilities, maintaining and expanding the Tactical Response Teams and increasing the maintenance provision<br />
for aircraft. The 2011 Budget provided for additional allocations of R30 million in 2012/13 and R40 million in 2013/14<br />
for the establishment of Tactical Response Teams. The number of serious crimes is expected to decrease from<br />
2 097 243 in 2008/09 to 1 910 674 in 2014/15, whilst the number of trio crimes (house robbery, business robbery and<br />
carjacking) is expected to decrease from 47 273 in 2008/09 to between 35 828 and 31 555 in 2014/15.<br />
Between 2008/09 and 2011/12, spending grew from R20.2 billion to R27.3 billion at an average annual rate of<br />
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.<br />
The increase in the first period is due to increased funding levels for personnel recently appointed. The medium term<br />
allocation will provide for sustaining spending levels in Compensation of employees and Goods and services.<br />
Spending in the Border Security subprogramme increased at an average annual rate of 14.3 per cent, from R1.0 billion in<br />
2008/09 to R1.6 billion in 2011/12, due to increasing physical resources at ports of entry. Spending in this subprogramme<br />
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.<br />
Expenditure in compensation of employees is the most significant cost in this programme’s budget. Between 2008/09<br />
and 2011/12, spending in Compensation of employees increased by R6.9 billion compared to R4.6 billion over the<br />
10
medium term. The larger historical increase was mainly the result of additional allocations for new recruits, security<br />
for the 2010 FIFA World Cup and implementing the 2010 and 2011 resolutions of the Public Service Coordinating<br />
Bargaining Council.<br />
Programme 3: Detective Services<br />
Expenditure estimates<br />
Subprogramme Audited outcome Adjusted<br />
appropriation<br />
Medium-term expenditure estimate<br />
R thousand 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15<br />
Crime Investigations 5 511 081 6 111 514 6 939 254 7 651 691 8 597 072 9 350 823 9 982 713<br />
Criminal Record Centre 717 612 842 198 1 157 772 1 338 642 1 511 455 1 561 928 1 616 721<br />
Forensic Science Laboratory 479 792 593 531 1 033 281 1 916 475 1 824 595 1 850 435 1 890 829<br />
Specialised Investigations 878 508 901 932 989 753 1 053 794 1 226 636 1 309 337 1 384 181<br />
Total 7 586 993 8 449 175 10 120 060 11 960 602 13 159 758 14 072 523 14 874 444<br />
Change to 2011 Budget estimate 2 149 689 2 540 760 2 626 950 2 742 137<br />
Economic classification<br />
Current payments 7 230 198 8 091 021 9 182 142 11 543 577 12 637 146 13 524 444 14 297 652<br />
Compensation of employees 5 899 850 6 691 256 7 733 582 8 708 888 9 435 902 10 093 508 10 611 324<br />
Goods and services 1 330 348 1 399 765 1 448 560 2 834 689 3 201 244 3 430 936 3 686 328<br />
of which:<br />
Computer services 45 490 150 709 28 345 1 110 830 1 092 090 1 054 343 1 013 164<br />
Inventory: Fuel, oil and gas 568 109 461 314 493 136 582 834 646 970 712 179 784 410<br />
Lease payments 13 738 17 157 17 564 22 170 26 121 28 320 30 921<br />
Property payments 39 055 47 021 61 548 48 139 56 022 60 824 66 973<br />
Transfers and subsidies 47 058 50 272 43 704 53 218 55 438 58 236 61 266<br />
Provinces and municipalities 4 074 4 873 4 712 5 108 5 389 5 688 6 029<br />
Households 42 984 45 399 38 992 48 110 50 049 52 548 55 237<br />
Payments for capital assets 309 716 307 882 894 214 363 807 467 174 489 843 515 526<br />
Buildings and other fixed structures 17 2 808 2 929 – – – –<br />
Machinery and equipment 309 699 305 074 891 285 363 807 467 174 489 843 515 526<br />
Payments for financial assets 21 – – – – – –<br />
Total 7 586 993 8 449 175 10 120 060 11 960 602 13 159 758 14 072 523 14 874 444<br />
Expenditure trends<br />
Over the medium term, expenditure is expected to increase to R14.8 billion, at an average annual rate of 7.5 per cent,<br />
to provide for strengthening the capacity of Forensic Services through the implementation and roll out of the Criminal<br />
Justice System Revamp. The detection rates for serious crimes is expected to increase from 42,82 per cent (1 066 422)<br />
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<br />
12.42 per cent (10 035) in 2008/09 to 34 per cent (12 990) in 2014/15.<br />
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.<br />
This was due to increasing the capacity of the detective service environment, including the transfer of the Directorate<br />
of Special Operations from the Department of Justice and Constitutional Development. In addition, Tracking Units<br />
established to trace wanted persons will also receive specific attention in terms of resource allocation together with<br />
the re-establishment of the Family Violence, Child Protection and Sexual Offences Units. Specific attention will also be<br />
on the expansion and refocus of the Stock Theft Units, together with crime prevention initiatives in this regard.<br />
The increase of R1.4 billion in the Forensic Science Laboratory subprogramme between 2008/09 and 2011/12 was as a<br />
result of additional allocations for the Criminal Justice System Revamp initiative.<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 11
SOUTH AFRICAN POLICE SERVICE<br />
Payments for capital assets increased by R54.1 million between 2008/09 and 2011/12, and are expected to increase<br />
by R151.7 million over the medium term. This is mostly to establish capacity at Criminal Record Centres and Forensic<br />
Science Laboratories countrywide, and is reflected in the increase in spending on personnel, vehicles and day-to-day<br />
operational expenditure requirements.<br />
Programme 4: Crime Intelligence<br />
Expenditure estimates<br />
Subprogramme Audited outcome Adjusted<br />
appropriation<br />
Medium-term expenditure estimate<br />
R thousand 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15<br />
Crime Intelligence Operations 708 837 706 910 819 916 928 722 992 251 1 040 987 1 096 765<br />
Intelligence and Information Management 870 869 1 107 857 1 295 776 1 462 855 1 556 915 1 651 291 1 743 665<br />
Total 1 579 706 1 814 767 2 115 692 2 391 577 2 549 166 2 692 278 2 840 430<br />
Change to 2011 Budget estimate 274 583 289 680 270 735 273 594<br />
Economic classification<br />
Current payments 1 537 310 1 767 184 2 073 452 2 341 009 2 497 144 2 637 860 2 783 233<br />
Compensation of employees 1 333 099 1 569 344 1 848 230 2 121 367 2 263 522 2 389 537 2 520 817<br />
Goods and services 204 211 197 840 225 222 219 642 233 622 248 323 262 416<br />
of which:<br />
Computer services 1 986 946 973 1 548 1 703 1 822 1 931<br />
Inventory: Fuel, oil and gas 69 187 57 300 59 594 69 294 73 476 78 382 82 805<br />
Lease payments 8 447 6 946 9 363 8 260 8 962 9 579 10 141<br />
Property payments 6 428 7 081 9 602 7 296 7 859 8 394 8 881<br />
Transfers and subsidies 7 621 8 997 12 604 7 832 8 217 8 643 9 082<br />
Provinces and municipalities 570 701 693 685 718 755 800<br />
Households 7 051 8 296 11 911 7 147 7 499 7 888 8 282<br />
Payments for capital assets 34 775 38 586 29 636 42 736 43 805 45 775 48 115<br />
Machinery and equipment 34 775 38 586 29 636 42 736 43 805 45 775 48 115<br />
Total 1 579 706 1 814 767 2 115 692 2 391 577 2 549 166 2 692 278 2 840 430<br />
Expenditure trends<br />
The spending focus over the medium term will be on technology and infrastructure. Expenditure is expected to grow<br />
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<br />
are for enhancing overall capacity and aligning functions with the organisational profile of the crime intelligence<br />
division, which was reviewed in 2007/08. The number of network operations conducted is expected to grow from<br />
17 035 in 2008/09 to 32 507 in 2014/15.<br />
Spending grew at an average annual rate of 14.8 per cent between 2008/09 and 2011/12, from R1.5 billion to<br />
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<br />
R2.8 billion in 2014/15.<br />
Between 2008/09 and 2011/12, expenditure in the Intelligence and Information Management subprogramme<br />
increased at an average annual rate of 18.9 per cent, from R870.8 million to R1.4 billion. Over the medium term,<br />
expenditure in this subprogramme is expected to reach R1.7 billion, at an average annual rate of 6.0 per cent. The<br />
growth between 2008/09 and 2011/12 can be attributed to enhancing the capacity of the crime intelligence division,<br />
which also receives specific attention over the medium term, with additional allocations of R30 million and R40 million<br />
in 2012/13 and 2013/14 for operational centres and the vetting of personnel.<br />
12
Programme 5: Protection and Security Services<br />
Expenditure estimates<br />
Subprogramme Audited outcome Adjusted<br />
appropriation<br />
Medium-term expenditure estimate<br />
R thousand 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15<br />
VIP Protection Services 385 755 442 808 530 626 635 033 694 974 703 214 742 890<br />
Static and Mobile Security 542 817 642 806 733 150 794 520 845 103 895 494 946 061<br />
Government Security Regulator 46 991 51 408 63 403 82 872 85 171 90 323 95 309<br />
Operational Support 177 891 203 281 221 258 213 416 185 545 199 948 210 270<br />
Total 1 153 454 1 340 303 1 548 437 1 725 841 1 810 793 1 888 979 1 994 530<br />
Change to 2011 Budget estimate 179 123 175 523 157 117 158 756<br />
Economic classification<br />
Current payments 1 080 409 1 306 627 1 530 556 1 687 475 1 741 665 1 846 778 1 949 992<br />
Compensation of employees 956 932 1 167 739 1 386 434 1 545 990 1 587 832 1 683 378 1 776 790<br />
Goods and services 123 477 138 888 144 122 141 485 153 833 163 400 173 202<br />
of which:<br />
Computer services 697 222 1 208 245 273 289<br />
Inventory: Fuel, oil and gas 21 263 18 893 20 787 21 573 22 765 24 026 25 467<br />
Lease payments 1 404 1 536 2 051 1 239 1 923 2 063 2 187<br />
Property payments 6 901 8 616 10 351 8 104 8 014 8 650 9 169<br />
Transfers and subsidies 2 003 2 919 2 243 3 926 4 098 4 303 4 516<br />
Provinces and municipalities 438 558 582 503 528 553 580<br />
Households 1 565 2 361 1 661 3 423 3 570 3 750 3 936<br />
Payments for capital assets 71 042 30 757 15 638 34 440 65 030 37 898 40 022<br />
Buildings and other fixed structures 68 2 209 135 – – – –<br />
Machinery and equipment 70 974 28 548 15 503 34 440 65 030 37 898 40 022<br />
Total 1 153 454 1 340 303 1 548 437 1 725 841 1 810 793 1 888 979 1 994 530<br />
Expenditure trends<br />
Over the medium term, the presidential protection vehicle fleet will receive attention in terms of renewing and<br />
expansion. The number of national key points evaluated is expected to increase from 83.3 per cent (130 from a total of<br />
156) in 2009/10 to 98 per cent (186 from a total of 190) in 2014/15.<br />
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<br />
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<br />
increases between 2008/09 and 2011/12 were the result of establishing the protection and security services division<br />
in 2002.<br />
Expenditure on goods and services is expected to increase at an average annual rate of 7 per cent over the medium<br />
term, compared to average annual growth of 4.6 per cent between 2008/09 and 2011/12, due to capacity building.<br />
Compensation of employees increased at average annual rate of 16 per cent between 2008/09 and 2011/12, due to<br />
salary progressions for students.<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 13
SOUTH AFRICAN POLICE SERVICE<br />
PART B: PROGRAMME AND SUB-PROGRAMME PLANS<br />
4. Key Departmental Programme 1: Administration<br />
4.1. Strategic Objective <strong>Annual</strong> Targets and <strong>Performance</strong> Indicators for 2012/13<br />
Strategic Objective: To regulate the overall management of the Department and provide centralised support services<br />
Strategic Priority <strong>Performance</strong><br />
Indicator<br />
Human Capital<br />
Development,<br />
Budget and<br />
Resource<br />
Management<br />
Percentage of<br />
personnel<br />
in terms of the<br />
approved<br />
establishment<br />
Audited/Actual <strong>Performance</strong> Estimated<br />
Medium-term Targets<br />
<strong>Performance</strong><br />
2008/09 2009/10 2010/11 2011/12<br />
2012/13 2013/14 2014/15<br />
99,8%<br />
(182 754) in<br />
terms of the<br />
approved<br />
establishment<br />
99%<br />
(190 199) in<br />
terms of the<br />
approved<br />
establishment<br />
99,3%<br />
(193 892) in<br />
terms of the<br />
approved<br />
establishment<br />
Maintain a<br />
minimum<br />
workforce of<br />
98% in terms of<br />
the approved<br />
establishment<br />
Maintain a minimum workforce of 98% in terms of the approved establishment 1 Maintain a<br />
minimum<br />
workforce of<br />
98% in terms of<br />
the approved<br />
establishment<br />
Maintain a<br />
minimum<br />
workforce of<br />
98% in terms of<br />
the approved<br />
establishment<br />
Percentage of<br />
learners<br />
declared<br />
competent<br />
upon<br />
completion of<br />
their training<br />
in terms of the<br />
Training<br />
Provisioning<br />
<strong>Plan</strong> (TPP)<br />
86,8%<br />
(137 780 trained<br />
119 608<br />
competent)<br />
88,1%<br />
(231 205<br />
trained<br />
203 791<br />
competent)<br />
90,2%<br />
(178 870<br />
trained<br />
161 350<br />
competent)<br />
Maintain<br />
88% (152 137<br />
members will<br />
be trained, of<br />
which<br />
11 189 will be<br />
developed as<br />
detectives)<br />
Maintain 88% of<br />
learners declared<br />
competent upon<br />
completion of<br />
their training<br />
Maintain 88% of<br />
learners declared<br />
competent upon<br />
completion of<br />
their training<br />
Maintain 88%<br />
of learners<br />
declared<br />
competent upon<br />
completion of<br />
their training<br />
1. The budget allocation of the SAPS will decrease over the Medium Term and this will influence the staff establishment figures.<br />
14
Strategic Objective: To regulate the overall management of the Department and provide centralised support services<br />
Strategic Priority <strong>Performance</strong><br />
Indicator<br />
Human Capital<br />
Development,<br />
Budget and<br />
Resource<br />
Management<br />
Percentage<br />
compensation<br />
expenditure<br />
versus<br />
operational<br />
expenditure<br />
Audited/Actual <strong>Performance</strong> Estimated<br />
Medium-term Targets<br />
<strong>Performance</strong><br />
2008/09 2009/10 2010/11 2011/12<br />
2012/13 2013/14 2014/15<br />
73/27% 71/29% 73/27% Maintain the<br />
expenditure<br />
ratio of not<br />
more than<br />
71/29% for<br />
compensation/<br />
operational<br />
expenditure<br />
Maintain the<br />
expenditure<br />
ratio of not more<br />
than 73/27% for<br />
compensation/<br />
operational<br />
expenditure<br />
Maintain the<br />
expenditure<br />
ratio of not more<br />
than 73/27% for<br />
compensation/<br />
operational<br />
expenditure<br />
Maintain the<br />
expenditure<br />
ratio of not more<br />
than 73/27% for<br />
compensation/<br />
operational<br />
expenditure<br />
Improvement<br />
of capital<br />
infrastructure<br />
and asset<br />
management<br />
Percentage<br />
of firearms<br />
and bullet<br />
resistant vests<br />
distributed<br />
Ratio of<br />
personnel to<br />
vehicles<br />
- - 105% (20 372)<br />
bullet resistant<br />
vests were<br />
distributed<br />
in 2010/11,<br />
including<br />
2 129 inners<br />
and outers to<br />
end to ensure<br />
that bullet<br />
resistant vests<br />
are functional<br />
as they were<br />
not useable<br />
100% firearms<br />
(6 600) and<br />
bullet resistant<br />
vests (9 628)<br />
planned for to<br />
be procured<br />
and distributed<br />
4.36:1 4.61:1 3.93:1 Maintain the<br />
ratio of 4.51:1<br />
personnel to<br />
vehicles<br />
100% firearms and bullet resistant vests planned for to be procured and distributed 2 100% firearms<br />
and bullet<br />
resistant vests<br />
planned for to<br />
be procured and<br />
distributed<br />
Maintain the<br />
ratio of 4.51:1<br />
personnel to<br />
vehicles<br />
Maintain the<br />
ratio of 4.51:1<br />
personnel to<br />
vehicles<br />
100% firearms<br />
and bullet<br />
resistant vests<br />
planned for to<br />
be procured and<br />
distributed<br />
Maintain the<br />
ratio of 4.51:1<br />
personnel to<br />
vehicles<br />
2. The figures are obtainable at the end of February each year as they are based on annual requests.<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 15
SOUTH AFRICAN POLICE SERVICE<br />
Strategic Objective: To regulate the overall management of the Department and provide centralised support services<br />
Strategic Priority <strong>Performance</strong><br />
Indicator<br />
Improvement<br />
of capital<br />
infrastructure<br />
and asset<br />
management<br />
Percentage of<br />
police facility<br />
projects<br />
completed as<br />
per plan<br />
Audited/Actual <strong>Performance</strong> Estimated<br />
Medium-term Targets<br />
<strong>Performance</strong><br />
2008/09 2009/10 2010/11 2011/12<br />
2012/13 2013/14 2014/15<br />
New facilities<br />
– 1<br />
Re-established<br />
facilities – 5<br />
Total = 6<br />
New facilities<br />
– 3<br />
Re-established<br />
facilities – 2<br />
Total = 5<br />
57,58% of<br />
police facility<br />
projects<br />
completed:<br />
New facilities<br />
(N) = 4<br />
Newly reestablished<br />
facilities<br />
(NRE) = 6<br />
Re-established<br />
facilities (RE) = 3<br />
Repaired and<br />
upgraded<br />
facilities<br />
(R&U) = 6<br />
70% completion per police facility project: 3<br />
N = 9<br />
NRE = 4<br />
RE = 5<br />
R&U = 4<br />
Total = 22 4 95% completion<br />
per police facility<br />
project:<br />
N = 1<br />
NRE = 1<br />
RE = 3<br />
R&U = 3<br />
Total = 8<br />
95% completion<br />
per police facility<br />
project:<br />
N = 5<br />
NRE = 5<br />
RE = 21<br />
R&U = 5<br />
Total = 36<br />
95% completion<br />
per police facility<br />
project:<br />
N = 12<br />
NRE = 6<br />
RE = 19<br />
R&U = 6<br />
Total = 43<br />
Enhancing<br />
Information<br />
Systems and<br />
Information and<br />
Communication<br />
Technology<br />
(IS/ICT)<br />
Number of<br />
police stations<br />
rendering a<br />
victim friendly<br />
service to<br />
victims of rape,<br />
sexual offences<br />
and abuse<br />
Percentage of<br />
planned annual<br />
funded<br />
IS/ICT projects<br />
completed<br />
Total = 19<br />
- - 75,7% of<br />
IS/ICT annual<br />
funded projects<br />
completed<br />
70% of IS/ICT<br />
annual funded<br />
projects<br />
completed<br />
70% of<br />
IS/ICT annual<br />
funded projects<br />
completed<br />
70% of<br />
IS/ICT annual<br />
funded projects<br />
completed<br />
70% of<br />
IS/ICT annual<br />
funded projects<br />
completed<br />
3. That is, 70% completion per project in each category.<br />
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<br />
(New facilities - 11; Newly re-established facilities -4; Re-established facilities - 8; Repaired and upgraded facilities - 7).<br />
16
4.2. Quarterly Targets for 2012/13<br />
Administration<br />
<strong>Performance</strong> Indicator Reporting Period <strong>Annual</strong> Target<br />
2012/13<br />
1. Percentage of personnel<br />
in terms of the approved<br />
establishment<br />
<strong>Annual</strong>ly Maintain 98% in terms of<br />
the approved<br />
establishment<br />
2. Percentage of learners<br />
declared competent upon<br />
completion of their training<br />
in terms of the Training<br />
Provisioning <strong>Plan</strong> (TPP)<br />
<strong>Annual</strong>ly Maintain 88% of learners<br />
declared competent upon<br />
completion of their<br />
training<br />
3. Percentage compensation<br />
expenditure versus operational<br />
expenditure<br />
<strong>Annual</strong>ly Maintain the<br />
expenditure ratio of<br />
not more than 73/27%<br />
for compensation/<br />
operational expenditure<br />
4. Percentage of firearms and bullet<br />
resistant vests distributed<br />
<strong>Annual</strong>ly 100% firearms and bullet<br />
resistant vests planned<br />
for to be procured and<br />
distributed<br />
Ratio of personnel to vehicles <strong>Annual</strong>ly Maintain the ratio of<br />
4.51:1 personnel to<br />
vehicles<br />
Percentage of police facility<br />
projects completed as per plan<br />
<strong>Annual</strong>ly 95% completion per<br />
police facility project:<br />
N = 1<br />
NRE = 1<br />
RE = 3<br />
R&U = 3<br />
Total = 8<br />
Number of police stations<br />
rendering a victim friendly service<br />
to victims of rape, sexual offences<br />
and abuse<br />
5. Percentage of planned annual<br />
funded IS/ICT projects completed<br />
<strong>Annual</strong>ly 70% of IS/ICT annual<br />
funded projects<br />
completed<br />
Quarterly Targets<br />
1 st 2 nd 3 rd 4 th<br />
- - - Maintain 98% in terms of the<br />
approved<br />
establishment<br />
- - - Maintain 88% of learners<br />
declared competent upon<br />
completion of their training<br />
- - - Maintain the expenditure ratio<br />
of not more than 73/27% for<br />
compensation/ operational<br />
expenditure<br />
- - - 100% firearms and bullet<br />
resistant vests planned for to<br />
be procured and distributed<br />
- - - Maintain the ratio of 4.51:1<br />
personnel to vehicles<br />
- - - 95% completion per police<br />
facility project :<br />
N = 1<br />
NRE = 1<br />
RE = 3<br />
R&U = 3<br />
Total = 8<br />
- - - 70% of IS/ICT annual funded<br />
projects completed<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 17
SOUTH AFRICAN POLICE SERVICE<br />
5. Key Departmental Programme 2: Visible Policing<br />
5.1. Strategic Objective <strong>Annual</strong> Targets and <strong>Performance</strong> Indicators for 2012/13<br />
Strategic Objective: To discourage all crimes by providing a proactive and responsive policing service that will reduce the levels of priority crimes<br />
Sub-programme: Crime Prevention<br />
Strategic<br />
Priority<br />
<strong>Performance</strong><br />
Indicator<br />
Audited/Actual <strong>Performance</strong> Estimated<br />
Medium-term Targets<br />
2008/09 2009/10 2010/11 <strong>Performance</strong> 2011/12<br />
2012/13 2013/14 2014/15<br />
Visible Policing Number of serious 2 097 243 2 121 887 2 071 487 Reduced by 2%<br />
crimes 5 to 2 030 057<br />
Reduced by 2%<br />
to 1 989 456<br />
Reduced by 2%<br />
to 1 949 667<br />
Reduced by 2% to<br />
1 910 674<br />
Number of contact<br />
crimes<br />
684 199 676 445 638 468 Reduced by<br />
4-7% (Between<br />
612 929 and<br />
593 775)<br />
Reduce by 4-7%<br />
(Between<br />
588 412 and<br />
552 211)<br />
Reduce by 4-7%<br />
(Between<br />
564 876 and<br />
513 556)<br />
Reduce by 4-7%<br />
(Between 542 281<br />
and 477 607)<br />
Number of trio crimes 47 273 47 222 42 183 Reduced by<br />
4-7%<br />
(Between<br />
40 496 and<br />
39 230)<br />
Reduced by<br />
4-7%<br />
(Between<br />
38 876 and<br />
36 484)<br />
Reduced by<br />
4-7% (Between<br />
37 321 and<br />
33 930)<br />
Reduced by<br />
4-7% (Between<br />
35 828 and<br />
31 555)<br />
Number of stolen/lost<br />
firearms recovered in<br />
relation to the number<br />
of firearms reported<br />
stolen/lost, including<br />
state-owned firearms<br />
106%<br />
(13 675<br />
from a total<br />
of 12 883<br />
reported)<br />
61,6% (7 376<br />
from a total<br />
of 11 982<br />
reported)<br />
83,7%<br />
(7 888 from a<br />
total of 9 427<br />
reported)<br />
Recover a Recover a<br />
84,3% 6 84,3%<br />
minimum of minimum of<br />
Recover a<br />
minimum of<br />
84,3%<br />
Recover a<br />
minimum of 84,3%<br />
Number of stolen/<br />
robbed vehicles<br />
recovered in relation to<br />
the number of vehicles<br />
reported stolen/robbed<br />
46% (39 838<br />
from a total<br />
of 86 579<br />
reported)<br />
46% (38 028<br />
from a total<br />
of 82 661<br />
reported)<br />
46,3%<br />
(33 638<br />
from a total<br />
of 72 707<br />
reported)<br />
Recover a<br />
minimum of<br />
46%<br />
Recover a<br />
minimum of<br />
46%<br />
Recover a<br />
minimum of<br />
46%<br />
Recover a<br />
minimum of 46%<br />
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<br />
targets could read as: 1 766 795 in 2012/13, 1 731 459 in 2013/14 and 1 696 830 in 2014/15.<br />
6. The percentage is based on the average of the past three financial years’ performance.<br />
18
Strategic Objective: To discourage all crimes by providing a proactive and responsive policing service that will reduce the levels of priority crimes<br />
Sub-programme: Crime Prevention<br />
Strategic<br />
Priority<br />
<strong>Performance</strong><br />
Indicator<br />
Visible Policing Number of escape<br />
incidents from police<br />
custody<br />
Audited/Actual <strong>Performance</strong> Estimated<br />
Medium-term Targets<br />
2008/09 2009/10 2010/11 <strong>Performance</strong> 2011/12<br />
2012/13 2013/14 2014/15<br />
719 602 478 301 Decreased by<br />
50% to 150<br />
Decreased by<br />
50% to 75<br />
Decreased by 50%<br />
to 38<br />
Percentage of<br />
applications for firearm<br />
licenses, permits,<br />
authorisations,<br />
competency certificates<br />
and renewals finalised<br />
- - New<br />
indicator<br />
from<br />
2011/12<br />
Applications<br />
finalised within<br />
90 working<br />
days<br />
90% of<br />
applications<br />
finalised<br />
90% of<br />
applications<br />
finalised<br />
90% of applications<br />
finalised<br />
Police reaction time<br />
to Alpha, Bravo and<br />
Charlie complaints<br />
Alpha<br />
complaints<br />
reaction time<br />
reduced to<br />
49.39 minutes<br />
on average<br />
Alpha<br />
complaints<br />
reaction time<br />
reduced to<br />
31.11 minutes<br />
on average<br />
Alpha<br />
complaints<br />
reaction time<br />
reduced to<br />
21.43 minutes<br />
on average<br />
Alpha complaints<br />
reaction time<br />
reduced to<br />
19:05 minutes<br />
on average<br />
Alpha complaints<br />
reaction time<br />
maintained at<br />
19:05 minutes on<br />
average<br />
Alpha complaints<br />
reaction time<br />
maintained at<br />
19:05 minutes on<br />
average<br />
Alpha complaints<br />
reaction time<br />
maintained at 19:05<br />
minutes on average<br />
Bravo<br />
complaints<br />
reaction time<br />
reduced to<br />
75.55 minutes<br />
on average<br />
Charlie<br />
complaints<br />
reaction time<br />
reduced to<br />
61.19 minutes<br />
on average<br />
Bravo<br />
complaints<br />
reaction time<br />
reduced to<br />
39.47 minutes<br />
on average<br />
Charlie<br />
complaints<br />
reaction time<br />
reduced to<br />
33.21 minutes<br />
on average<br />
Bravo<br />
complaints<br />
reaction time<br />
reduced to<br />
28.58<br />
Minutes on<br />
average<br />
Charlie<br />
complaints<br />
reaction time<br />
reduced to<br />
25.48 minutes<br />
on average<br />
Bravo complaints<br />
reaction time<br />
reduced to<br />
24:33 minutes<br />
on average<br />
Charlie<br />
complaints<br />
reaction time<br />
reduced to 21:45<br />
minutes on<br />
average<br />
Bravo complaints<br />
reaction time<br />
maintained at<br />
24:33 minutes on<br />
average<br />
Charlie<br />
complaints<br />
reaction time<br />
maintained at<br />
21:45 minutes on<br />
average<br />
Bravo complaints<br />
reaction time<br />
maintained at<br />
24:33 minutes on<br />
average<br />
Charlie<br />
complaints<br />
reaction time<br />
maintained at<br />
21:45 minutes on<br />
average<br />
Bravo complaints<br />
reaction time<br />
maintained at 24:33<br />
minutes on average<br />
Charlie complaints<br />
reaction time<br />
maintained at 21:45<br />
minutes on average<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 19
SOUTH AFRICAN POLICE SERVICE<br />
Strategic Objective: To discourage all crimes by providing a proactive and responsive policing service that will reduce the levels of priority crimes<br />
Sub-programme: Crime Prevention<br />
Strategic<br />
Priority<br />
<strong>Performance</strong> Indicator Audited/Actual <strong>Performance</strong> Estimated<br />
Medium-term Targets<br />
<strong>Performance</strong><br />
2008/9 2009/10 2010/11 2011/12<br />
2012/13 2013/14 2014/15<br />
Visible Policing Recover illicit drugs<br />
(cannabis, mandrax, crystal<br />
meth (Tik-Tik), whoonga<br />
and nyaope)<br />
144 408kg<br />
cannabis,<br />
70 315 mandrax<br />
tablets,<br />
64kg cocaine<br />
and 32kg crystal<br />
meth (Tik-Tik)<br />
179 716kg<br />
cannabis,<br />
450 570<br />
mandrax<br />
tablets,<br />
732kg cocaine<br />
and 50kg crystal<br />
meth (Tik-Tik)<br />
89 748kg<br />
cannabis,<br />
282 880<br />
mandrax<br />
tablets,<br />
73kg cocaine,<br />
163kg crystal<br />
meth (Tik-Tik)<br />
and 5kg whoonga<br />
92 440kg<br />
cannabis,<br />
291 366<br />
mandrax<br />
tablets,<br />
75kg cocaine,<br />
167kg crystal<br />
meth (Tik-Tik)<br />
and 5kg whoonga<br />
Increase by 3%<br />
to 95 213kg<br />
cannabis,<br />
300 107 mandrax<br />
tablets,<br />
77kg cocaine,<br />
172kg crystal<br />
meth (Tik-Tik)<br />
and 5kg whoonga<br />
Increase by 3%<br />
to 98 070kg<br />
cannabis,<br />
309 110 mandrax<br />
tablets,<br />
79kg cocaine,<br />
178kg crystal<br />
meth (Tik-Tik)<br />
and 5kg whoonga<br />
Increase by 3%<br />
to 101 012kg<br />
cannabis,<br />
318 383 mandrax<br />
tablets,<br />
82kg cocaine,<br />
183kg crystal<br />
meth (Tik-Tik)<br />
and 5kg whoonga<br />
Volume of liquor<br />
confiscated<br />
- 1 524 584lt 1 219 215lt 1 255 791lt Increase by 3%<br />
to 1 293 465lt<br />
Increase by 3%<br />
to 1 332 269lt<br />
Increase by 3%<br />
to 1 372 237lt<br />
Sub-programme: Border Security<br />
Strategic <strong>Performance</strong> Indicator Audited/Actual <strong>Performance</strong> Estimated<br />
Medium-term Targets<br />
Priority<br />
<strong>Performance</strong><br />
2008/09 2009/10 2010/11<br />
2011/12<br />
2012/13 2013/14 2014/15<br />
Effective<br />
Border<br />
Security<br />
Management<br />
Percentage of crimerelated<br />
hits reacted to<br />
as a result of Movement<br />
Control System screening<br />
on wanted persons/<br />
circulated stolen or robbed<br />
vehicles<br />
100% reaction<br />
to hits<br />
(14 323<br />
persons)<br />
100% reaction<br />
to hits (2 315<br />
vehicles)<br />
100% reaction<br />
to hits<br />
(14 835<br />
persons)<br />
100% reaction<br />
to hits (2 642<br />
vehicles)<br />
100% reaction<br />
to hits<br />
(15 972<br />
persons)<br />
100% reaction<br />
to hits (3 438<br />
vehicles)<br />
100% reaction<br />
to hits<br />
(persons)<br />
100% reaction<br />
to hits<br />
(vehicles)<br />
Maintain 100%<br />
reaction to hits<br />
(persons)<br />
Maintain 100%<br />
reaction to hits<br />
(vehicles)<br />
Maintain 100%<br />
reaction to hits<br />
(persons)<br />
Maintain 100%<br />
reaction to hits<br />
(vehicles)<br />
Maintain 100%<br />
reaction to hits<br />
(persons)<br />
Maintain 100%<br />
reaction to hits<br />
(vehicles)<br />
20
Sub-programme: Specialised Interventions<br />
Strategic <strong>Performance</strong> Indicator Audited/Actual <strong>Performance</strong> Estimated<br />
Medium-term Targets<br />
Priority<br />
2008/09 2009/10 2010/11 <strong>Performance</strong> 2011/12<br />
2012/13 2013/14 2014/15<br />
Policing<br />
incidents of a<br />
public disorder<br />
or security nature<br />
which are<br />
not deemed to<br />
be “normal”<br />
crime<br />
Percentage<br />
of medium<br />
to high-risk<br />
incidents<br />
policed in<br />
relation to<br />
requests<br />
received<br />
National<br />
Intervention<br />
Unit<br />
Special Task<br />
Force<br />
Public<br />
Order<br />
Police Unit<br />
- - 100%<br />
(1 960)<br />
- - 100%<br />
(196)<br />
- - 100%<br />
(12 651)<br />
100% 100% 100% 100%<br />
100% 100% 100% 100%<br />
100% 100% 100% 100%<br />
Safeguarding<br />
of valuable<br />
and/or<br />
dangerous<br />
cargo<br />
Percentage of safe delivery<br />
of valuable and/or<br />
dangerous cargo in relation<br />
to the number of cargo<br />
protection provided<br />
100%<br />
protection<br />
provided<br />
without<br />
security<br />
breaches<br />
100%<br />
protection<br />
provided<br />
without<br />
security<br />
breaches<br />
100%<br />
protection<br />
provided<br />
without<br />
security<br />
breaches<br />
100%<br />
protection<br />
provided<br />
without<br />
security<br />
breaches<br />
100%<br />
protection<br />
provided<br />
without<br />
security<br />
breaches<br />
100%<br />
protection<br />
provided<br />
without<br />
security<br />
breaches<br />
100%<br />
protection<br />
provided<br />
without<br />
security<br />
breaches<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 21
SOUTH AFRICAN POLICE SERVICE<br />
5.2. Quarterly Targets for 2012/13<br />
Sub-programme: : Crime Prevention<br />
<strong>Performance</strong> Indicator Reporting Period <strong>Annual</strong> Target<br />
2012/13<br />
1. Number of serious crimes <strong>Annual</strong>ly Reduced by 2% to<br />
1 989 456<br />
2. Number of contact crimes <strong>Annual</strong>ly Reduce by 4-7% (Between<br />
588 412 and 552 211)<br />
Quarterly Targets<br />
1 st 2 nd 3 rd 4 th<br />
- - - Reduced by 2% to<br />
1 989 456<br />
- - - Reduce by 4-7% (Between<br />
588 412 and 552 211)<br />
3. Number of trio crimes <strong>Annual</strong>ly Reduced by 4-7%<br />
(Between 38 876 and<br />
36 484)<br />
4. Number of stolen/lost firearm<br />
recovered in relation to the<br />
number of firearms reported<br />
stolen/lost, including state-owned<br />
firearms<br />
5. Number of stolen/robbed vehicles<br />
recovered in relation to the<br />
number of vehicles reported<br />
stolen/robbed<br />
6. Number of escape incidents from<br />
police custody<br />
7. Percentage of applications<br />
for firearm licenses, permits,<br />
authorisations, competency<br />
certificates and renewals finalised<br />
8. Police reaction time to Alpha,<br />
Bravo and Charlie complaints<br />
<strong>Annual</strong>ly Recover a minimum of<br />
84,3%<br />
<strong>Annual</strong>ly Recover a minimum of<br />
46%<br />
- - - Reduced by 4-7%<br />
(Between 38 876 and 36 484)<br />
- - - Recover a minimum of 84,3%<br />
- - - Recover a minimum of 46%<br />
<strong>Annual</strong>ly Decreased by 50% to 150 - - - Decreased by 50% to 150<br />
<strong>Annual</strong>ly 90% of applications<br />
finalised<br />
<strong>Annual</strong>ly Alpha complaints reaction<br />
time maintained at 19:05<br />
minutes on average<br />
<strong>Annual</strong>ly Bravo complaints reaction<br />
time maintained at 24:33<br />
minutes on average<br />
<strong>Annual</strong>ly Charlie complaints<br />
reaction time maintained<br />
at 21:45 minutes on<br />
average<br />
90% of<br />
applications<br />
finalised<br />
90% of<br />
applications<br />
finalised<br />
90% of<br />
applications<br />
finalised<br />
90% of applications finalised<br />
- - - Alpha complaints reaction<br />
time maintained at 19:05<br />
minutes on average<br />
- - - Bravo complaints reaction<br />
time maintained at 24:33<br />
minutes on average<br />
- - - Charlie complaints reaction<br />
time maintained at 21:45<br />
minutes on average<br />
22
Sub-programme: : Crime Prevention<br />
<strong>Performance</strong> Indicator Reporting Period <strong>Annual</strong> Target<br />
2012/13<br />
9. Recover illicit drugs (cannabis,<br />
mandrax, crystal meth (Tik-Tik),<br />
whoonga and nyaope)<br />
<strong>Annual</strong>ly Increase by 3% to<br />
95 213kg cannabis,<br />
300 107 mandrax tablets,<br />
77kg cocaine, 172kg<br />
crystal meth (Tik-Tik) and<br />
5kg whoonga<br />
10. Volume of liquor confiscated <strong>Annual</strong>ly Increase by 3% to<br />
1 293 465lt<br />
Quarterly Targets<br />
1 st 2 nd 3 rd 4 th<br />
- - - Increase by 3% to 95 213kg<br />
cannabis, 300 107 mandrax<br />
tablets, 77kg cocaine, 172kg<br />
crystal meth (Tik-Tik) and<br />
5kg whoonga<br />
- - - Increase by 3% to 1 293 465lt<br />
Sub-programme: Border Security<br />
<strong>Performance</strong> Indicator Reporting Period <strong>Annual</strong> Target<br />
2012/13<br />
1. Percentage of crime-related hits<br />
reacted to as a result of Movement<br />
Control System screening on<br />
wanted persons/circulated stolen<br />
or robbed vehicles<br />
<strong>Annual</strong>ly Maintain 100% reaction<br />
to hits (persons)<br />
<strong>Annual</strong>ly Maintain 100% reaction<br />
to hits (vehicles)<br />
Quarterly Targets<br />
1 st 2 nd 3 rd 4 th<br />
- - - Maintain 100% reaction to<br />
hits (persons)<br />
- - - Maintain 100% reaction to<br />
hits (vehicles)<br />
Sub-programme: Specialised investigations<br />
<strong>Performance</strong> Indicator Reporting Period <strong>Annual</strong> Target<br />
2012/13<br />
Quarterly Targets<br />
1 st 2 nd 3 rd 4 th<br />
1. Percentage of medium to high-risk incidents policed in relation to requests received:<br />
National Intervention Unit Quarterly 100% 100% 100% 100% 100%<br />
Special Task Force Quarterly 100% 100% 100% 100% 100%<br />
Public Order Police Unit Quarterly 100% 100% 100% 100% 100%<br />
2. Percentage of safe delivery of<br />
valuable and/or dangerous cargo<br />
in relation to the number of cargo<br />
protection provided<br />
Quarterly 100% protection provided<br />
without security breaches<br />
100%<br />
protection<br />
provided<br />
without<br />
security<br />
breaches<br />
100%<br />
protection<br />
provided<br />
without<br />
security<br />
breaches<br />
100%<br />
protection<br />
provided<br />
without<br />
security<br />
breaches<br />
100% protection provided<br />
without security breaches<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 23
SOUTH AFRICAN POLICE SERVICE<br />
6. Key Departmental Programme 3: Detective Services<br />
6.1. Strategic Objective <strong>Annual</strong> Targets and <strong>Performance</strong> Indicators for 2012/13<br />
Strategic Objective: Contribute to the successful prosecution of crime, by investigating, gathering and analysing evidence, thereby increasing the detection rate of priority<br />
crime.<br />
Sub-programme: Crime Investigation<br />
Strategic<br />
Priority<br />
Effective<br />
investigation<br />
and detection<br />
of serious<br />
crimes,<br />
contact-related<br />
crimes, crimes<br />
against women<br />
and children,<br />
property<br />
related crimes,<br />
and crimes<br />
dependent on<br />
police action<br />
for detection<br />
<strong>Performance</strong> Indicator Audited/Actual <strong>Performance</strong> Estimated<br />
Medium-term Targets<br />
2008/09 2009/10 2010/11 <strong>Performance</strong> 2011/12<br />
2012/13 2013/14 2014/15<br />
Detection rate for<br />
serious crimes<br />
Percentage of court<br />
ready case dockets for<br />
serious crimes<br />
Conviction rate for<br />
serious crimes<br />
Detection rate for<br />
contact crimes<br />
Percentage of court<br />
ready case dockets for<br />
contact crimes<br />
Conviction rate for<br />
contact crimes<br />
Detection rate for trio<br />
crimes<br />
42,82%<br />
(1 066 422)<br />
New<br />
indicator<br />
from<br />
2010/11<br />
88,02%<br />
(308 264)<br />
52,45%<br />
(445 202)<br />
New<br />
indicator<br />
from<br />
2010/11<br />
77,87%<br />
(87 516)<br />
12.42%<br />
(10 035)<br />
46,16%<br />
(1 108 674)<br />
New<br />
indicator<br />
from<br />
2010/11<br />
88,83%<br />
(314 670)<br />
53,46%<br />
(459 319)<br />
New<br />
indicator<br />
from<br />
2010/11<br />
78,99%<br />
(86 380)<br />
14.77%<br />
(10 841)<br />
51,84%<br />
(1 092 861)<br />
30,84%<br />
(155 933)<br />
87,56%<br />
(309 295)<br />
56,99%<br />
(445 123)<br />
32,24%<br />
(70 543)<br />
73,65%<br />
(79 748)<br />
16,02%<br />
(10 900)<br />
Detection rate<br />
increased to 53%<br />
(1 045 940)<br />
Court ready case<br />
dockets increased<br />
by 3% to 33,84%<br />
(160 610)<br />
Conviction rate<br />
increased by<br />
0,64% to 88,20%<br />
(311 274)<br />
Detection rate<br />
increased by<br />
3,01% to 60%<br />
(406 621)<br />
Court ready case<br />
dockets increased<br />
by 3% to 35,24%<br />
(72 659)<br />
Conviction rate<br />
increased by<br />
0,70% to 74,34%<br />
(80 298)<br />
Detection rate<br />
increased by<br />
1,98% to 18%<br />
(11 115)<br />
Detection rate<br />
increased by 2%<br />
to 55%<br />
(1 066 859)<br />
Court ready case<br />
dockets increased<br />
by 3% to 36,84%<br />
(165 429)<br />
Conviction rate<br />
increased by<br />
0,30% to 88,50%<br />
(312 208)<br />
Detection rate<br />
maintained at 60%<br />
(406 621)<br />
Court ready case<br />
dockets increased<br />
by 2% to 37,24%<br />
(74 112)<br />
Conviction rate<br />
increased by 1% to<br />
75,34%<br />
(81 019)<br />
Detection rate<br />
increased by 5%<br />
to 23%<br />
(11 671)<br />
Detection rate<br />
increased by 2%<br />
to 57%<br />
(1 088 196)<br />
Court ready case<br />
dockets increased<br />
by 3% to 39,84%<br />
(170 392)<br />
Conviction rate<br />
maintained at<br />
88,50%<br />
(312 208)<br />
Detection rate<br />
maintained at 60%<br />
(406 621)<br />
Court ready case<br />
dockets increased<br />
by 2% to 39,24%<br />
(75 594)<br />
Conviction rate<br />
maintained at<br />
75,34%<br />
(81 019)<br />
Detection rate<br />
increased by 5%<br />
to 28%<br />
(12 255)<br />
Detection rate<br />
increased by 2%<br />
to 59%<br />
(1 109 960)<br />
Court ready case<br />
dockets increased<br />
by 3% to 42,84%<br />
(175 503)<br />
Conviction rate<br />
maintained at<br />
88,50%<br />
(312 208)<br />
Detection rate<br />
maintained at 60%<br />
(406 621)<br />
Court ready case<br />
dockets increased<br />
by 2% to 41,24%<br />
(77 106)<br />
Conviction rate<br />
maintained at<br />
75,34%<br />
(81 019)<br />
Detection rate<br />
increased by 6%<br />
to 34%<br />
(12 990)<br />
24
Strategic Objective: Contribute to the successful prosecution of crime, by investigating, gathering and analysing evidence, thereby increasing the detection rate of priority<br />
crime.<br />
Sub-programme: Crime Investigation<br />
Strategic<br />
Priority<br />
Effective<br />
investigation<br />
and detection<br />
of serious<br />
crimes,<br />
contact-related<br />
crimes, crimes<br />
against women<br />
and children,<br />
property<br />
related crimes,<br />
and crimes<br />
dependent on<br />
police action<br />
for detection<br />
<strong>Performance</strong> Indicator Audited/Actual <strong>Performance</strong> Estimated<br />
Medium-term Targets<br />
2008/09 2009/10 2010/11 <strong>Performance</strong> 2011/12<br />
2012/13 2013/14 2014/15<br />
Percentage of court<br />
ready case dockets for<br />
trio crimes<br />
Conviction rate for trio<br />
crimes<br />
Detection rate<br />
for crimes against<br />
women 18 years<br />
and above(Murder,<br />
attempted murder,<br />
all sexual offences,<br />
common assault and<br />
assault GBH)<br />
New<br />
indicator<br />
from<br />
2010/11<br />
69,07%<br />
(1 253)<br />
68,89%<br />
(147 822)<br />
New<br />
indicator<br />
from<br />
2010/11<br />
68,91%<br />
(1 594)<br />
71,92%<br />
(162 833)<br />
37,74%<br />
(4 815)<br />
70,27%<br />
(1 815)<br />
71,20%<br />
(159 440)<br />
Court ready case<br />
dockets increased<br />
by 3% to 40,74%<br />
(4 959)<br />
Conviction rate<br />
increased by<br />
0,25 % to 70,52%<br />
(1 820)<br />
Detection rate<br />
increased by 0,8%<br />
to 72%<br />
(160 715)<br />
Court ready case<br />
dockets increased<br />
by 3% to 43,74%<br />
(5 108)<br />
Conviction rate<br />
increased by 0,5%<br />
to 71,02%<br />
(1 825)<br />
Detection rate<br />
increased by 0,5%<br />
to 72,5%<br />
(161 518)<br />
Court ready<br />
case dockets<br />
maintained at<br />
43,74%<br />
Conviction rate<br />
maintained at<br />
71,02%<br />
(1 825)<br />
Detection rate<br />
maintained at<br />
72,5%<br />
Court ready<br />
case dockets<br />
maintained at<br />
43,74%<br />
Conviction rate<br />
maintained at<br />
71,02%<br />
(1 825)<br />
Detection rate<br />
maintained at<br />
72,5%<br />
Percentage of court<br />
ready case dockets for<br />
crimes against women<br />
18 years and above<br />
(Murder, attempted<br />
murder, all sexual<br />
offences, common<br />
assault and assault GBH)<br />
New<br />
indicator<br />
from<br />
2010/11<br />
New<br />
indicator<br />
from<br />
2010/11<br />
34,85%<br />
(26 922)<br />
Court ready case<br />
dockets increased<br />
by 3% to 37,85%<br />
(27 729)<br />
Court ready case<br />
dockets increased<br />
by 2% to 39,85%<br />
(28 284)<br />
Court ready case<br />
dockets increased<br />
by 2% to 41,85%<br />
(28 849)<br />
Court ready<br />
case dockets<br />
maintained at<br />
41,85%<br />
Conviction rate for<br />
crimes against women<br />
18 years and above<br />
(Murder, attempted<br />
murder, all sexual<br />
offences, common<br />
assault and assault GBH)<br />
72,15%<br />
(29 456)<br />
72,36%<br />
(29 518)<br />
72,92%<br />
(29 683)<br />
Conviction rate<br />
increased by<br />
0,09% to 73,01%<br />
(29 720)<br />
Conviction rate<br />
increased by<br />
0,50% to 73,51%<br />
(29 869)<br />
Conviction rate<br />
maintained at<br />
73,51% (29 869)<br />
Conviction rate<br />
maintained at<br />
73,51% (29 869)<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 25
SOUTH AFRICAN POLICE SERVICE<br />
Strategic Objective: Contribute to the successful prosecution of crime, by investigating, gathering and analysing evidence, thereby increasing the detection rate of priority<br />
crime.<br />
Sub-programme: Crime Investigation<br />
Strategic<br />
Priority<br />
Effective<br />
investigation<br />
and detection<br />
of serious<br />
crimes,<br />
contact-related<br />
crimes, crimes<br />
against women<br />
and children,<br />
property<br />
related crimes,<br />
and crimes<br />
dependent on<br />
police action<br />
for detection<br />
<strong>Performance</strong> Indicator Audited/Actual <strong>Performance</strong> Estimated<br />
Medium-term Targets<br />
2008/09 2009/10 2010/11 <strong>Performance</strong> 2011/12<br />
2012/13 2013/14 2014/15<br />
Detection rate for<br />
crimes against children<br />
under 18 years (Murder,<br />
attempted murder,<br />
all sexual offences,<br />
common assault and<br />
assault GBH)<br />
Percentage of court<br />
ready case dockets for<br />
crimes against children<br />
under 18 years (Murder,<br />
attempted murder,<br />
all sexual offences,<br />
common assault and<br />
assault GBH)<br />
80,53%<br />
(51 960)<br />
New<br />
indicator<br />
from<br />
2010/11<br />
66,27%<br />
(45 006)<br />
New<br />
indicator<br />
from<br />
2010/11<br />
77,42%<br />
(52 672)<br />
21,66%<br />
(12 549)<br />
Detection rate<br />
maintained at<br />
77,42%<br />
(52 672)<br />
Court ready case<br />
dockets increased<br />
by 3% to 24,66%<br />
(12 925)<br />
Detection rate<br />
maintained at<br />
77,42%<br />
Court ready case<br />
dockets increased<br />
by 1% to 25,66%<br />
(13 054)<br />
Detection rate<br />
maintained at<br />
77,42%<br />
Court ready case<br />
dockets increased<br />
by 1% to 26,66%<br />
(13 185)<br />
Detection rate<br />
maintained at<br />
77,42%<br />
Court ready<br />
case dockets<br />
maintained at<br />
26,66%<br />
Conviction rate for<br />
crimes against children<br />
under 18 years (Murder,<br />
attempted murder,<br />
all sexual offences,<br />
common assault and<br />
assault GBH)<br />
68,15%<br />
(10 069)<br />
69,08%<br />
(10 162)<br />
69,52%<br />
(10 207)<br />
Conviction rate<br />
increased by<br />
0,52% to 70,04%<br />
(10 260)<br />
Conviction rate<br />
increased by<br />
0,50% to 70,54%<br />
(10 311)<br />
Conviction rate<br />
maintained at<br />
70,54% (10 311)<br />
Conviction rate<br />
maintained at<br />
70,54% (10 311)<br />
26
Strategic Objective: Contribute to the successful prosecution of crime, by investigating, gathering and analysing evidence, thereby increasing the detection rate of priority<br />
crime.<br />
Sub-programme: Specialised Investigations<br />
Strategic<br />
Priority<br />
Specialised<br />
investigation<br />
of serious<br />
organised<br />
crime,<br />
commercial<br />
crime and<br />
corruption<br />
<strong>Performance</strong> Indicator Audited/Actual <strong>Performance</strong> Estimated<br />
Medium-term Targets<br />
2008/09 2009/10 2010/11 <strong>Performance</strong><br />
2011/12<br />
2012/13 2013/14 2014/15<br />
Percentage of courtready<br />
case dockets for<br />
fraud and corruption for<br />
individuals within the<br />
JCPS Cluster<br />
Detection rate for<br />
serious commercial<br />
crime-related charges<br />
New<br />
indicator<br />
from<br />
2011/12<br />
New<br />
indicator<br />
from<br />
2011/12<br />
New<br />
indicator<br />
from<br />
2011/12<br />
3% increase on<br />
the baseline<br />
determined for<br />
2010/11<br />
39% 37% 68,4% Increased<br />
3% increase on<br />
the baseline<br />
determined for<br />
2011/12<br />
3% increase on the<br />
baseline<br />
50% detection rate Increased<br />
detection rate of<br />
detection rate by<br />
(between 40 –<br />
2% to 52%<br />
3% increase on the<br />
baseline<br />
Increased<br />
detection rate by<br />
3% to 55%<br />
Percentage of courtready<br />
case dockets for<br />
serious commercial<br />
crime-related charges<br />
Percentage of registered<br />
serious Organised Crime<br />
Project Investigations<br />
- - 25,6% Increased<br />
percentage of<br />
court-ready case<br />
dockets (between<br />
30 - 40%)<br />
- - Successfully<br />
terminated<br />
30,3%<br />
30% court-ready<br />
case dockets<br />
30% investigations 31% of registered<br />
terminated 8 successfully<br />
successfully projects<br />
terminated<br />
Increased<br />
percentage of<br />
court-ready case<br />
dockets by 2% to<br />
32%<br />
32% of registered<br />
projects<br />
successfully<br />
terminated<br />
Increased<br />
percentage of<br />
court-ready case<br />
dockets by 2% to<br />
34%<br />
33% of registered<br />
projects<br />
successfully<br />
terminated<br />
7. Targets are under revision in line with the new mandate of DPCI.<br />
8. Targets are under revision in line with the new mandate of DPCI.<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 27
SOUTH AFRICAN POLICE SERVICE<br />
Strategic Objective: Contribute to the successful prosecution of crime, by investigating, gathering and analysing evidence, thereby increasing the detection rate of priority<br />
crime.<br />
Sub-programme: Specialised Investigations<br />
Strategic<br />
Priority<br />
Investigation<br />
of serious<br />
commercial<br />
crime-related<br />
cases where<br />
government<br />
officials are<br />
involved in<br />
procurement<br />
fraud and<br />
corruptionrelated<br />
cases<br />
<strong>Performance</strong> Indicator Audited/Actual <strong>Performance</strong> Estimated<br />
Medium-term Targets<br />
2008/09 2009/10 2010/11 <strong>Performance</strong><br />
2011/12<br />
2012/13 2013/14 2014/15<br />
Number of serious<br />
commercial crimerelated<br />
cases<br />
investigated where<br />
officials are involved<br />
including procurement<br />
fraud and corruption<br />
New<br />
indicator<br />
from<br />
2011/12<br />
New<br />
indicator<br />
from<br />
2011/12<br />
New<br />
indicator<br />
from<br />
2011/12<br />
50 investigations<br />
initiated<br />
50 cases<br />
investigated<br />
50 cases<br />
investigated<br />
50 cases<br />
investigated<br />
Number of serious<br />
commercial crimerelated<br />
court ready<br />
cases where officials<br />
are involved including<br />
procurement fraud and<br />
corruption<br />
New<br />
indicator<br />
from<br />
2011/12<br />
New<br />
indicator<br />
from<br />
2011/12<br />
New<br />
indicator<br />
from<br />
2011/12<br />
25 court ready<br />
cases<br />
25 court ready<br />
cases<br />
25 court ready<br />
cases<br />
25 court ready<br />
cases<br />
Value of assets<br />
restrained/seized where<br />
officials are involved in<br />
procurement fraud and<br />
corruption-related cases<br />
New<br />
indicator<br />
from<br />
2011/12<br />
New<br />
indicator<br />
from<br />
2011/12<br />
New<br />
indicator<br />
from<br />
2011/12<br />
R125 million in<br />
assets restrained<br />
R125 million<br />
assets restrained/<br />
seized<br />
R125 million<br />
assets restrained/<br />
seized<br />
R125 million<br />
assets restrained/<br />
seized<br />
28
Strategic Objective: Contribute to the successful prosecution of crime, by investigating, gathering and analysing evidence, thereby increasing the detection rate of priority<br />
crime.<br />
Sub-programme: Criminal Record Centre<br />
Strategic<br />
Priority<br />
Improving the<br />
procedures<br />
for updating<br />
the records of<br />
offenders<br />
<strong>Performance</strong><br />
Indicator<br />
Percentage of<br />
original previous<br />
conviction<br />
reports for<br />
formally charged<br />
individuals<br />
generated within<br />
20 days<br />
Audited/Actual <strong>Performance</strong> Estimated<br />
Medium-term Targets<br />
2008/09 2009/10 2010/11 <strong>Performance</strong> 2011/12<br />
2012/13 2013/14 2014/15<br />
75,25%<br />
[809 290]<br />
previous<br />
conviction<br />
reports<br />
generated<br />
within 30 days<br />
63,41%<br />
[750 844]<br />
previous<br />
conviction<br />
reports<br />
generated<br />
within 30 days<br />
81,5%<br />
[994 020 of<br />
1 220 205]<br />
previous<br />
conviction<br />
reports<br />
generated<br />
within 30 days<br />
80% original<br />
previous<br />
conviction<br />
reports<br />
generated within<br />
20 days<br />
82% previous<br />
conviction<br />
reports<br />
generated within<br />
20 days<br />
83% previous<br />
conviction<br />
reports<br />
generated within<br />
18 days<br />
86% previous<br />
conviction<br />
reports<br />
generated within<br />
16 days<br />
Sub-programme: Forensic Science Laboratory<br />
Strategic <strong>Performance</strong><br />
Audited/Actual <strong>Performance</strong> Estimated<br />
Medium-term Targets<br />
Priority Indicator<br />
2008/09 2009/10 2010/11 <strong>Performance</strong> 2012/13 2013/14 2014/15<br />
2011/12<br />
Improving the Percentage of 92,2%<br />
86%<br />
94% [297 955 92% of case 92% of case 93% of case 94% of case<br />
collection and case exhibits [161 780] [189 569] from a total exhibits (entries) exhibits<br />
exhibits (entries) exhibits (entries)<br />
(entries)<br />
case exhibits case exhibits of 318 665] processed by (entries) processed processed by<br />
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<br />
within 28 working<br />
evidence<br />
within 28 by Forensic by Forensic processed days<br />
Services within 28 working days days<br />
working days Analysts within Analysts within by Forensic<br />
28 working days<br />
35 days 35 days Analysts within<br />
35 days<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 29
SOUTH AFRICAN POLICE SERVICE<br />
6.2. Quarterly Targets for 2012/13<br />
Sub-programme: Crime Investigations<br />
<strong>Performance</strong> Indicator Reporting<br />
Period<br />
<strong>Annual</strong> Target<br />
2012/13<br />
1. Detection rate for serious crimes <strong>Annual</strong>ly Detection rate<br />
increased by 2% to<br />
55%<br />
(1 066 859)<br />
2. Percentage of court ready case<br />
dockets for serious crimes<br />
<strong>Annual</strong>ly Court ready case<br />
dockets increased<br />
by 3% to 36,84%<br />
(165 429)<br />
3. Conviction rate for serious crimes <strong>Annual</strong>ly Conviction rate<br />
increased by 0,30%<br />
to 88,50%<br />
(312 208)<br />
4. Detection rate for contact crimes <strong>Annual</strong>ly Detection rate<br />
maintained at 60%<br />
(406 621)<br />
5. Percentage of court ready case<br />
dockets for contact crimes<br />
<strong>Annual</strong>ly Court ready case<br />
dockets increased<br />
by 2% to 37,24%<br />
(74 112)<br />
6. Conviction rate for contact crimes <strong>Annual</strong>ly Conviction rate<br />
increased by 1% to<br />
75,34%<br />
(81 019)<br />
7. Detection rate for trio crimes <strong>Annual</strong>ly Detection rate<br />
increased by 5% to<br />
23%<br />
(11 671)<br />
8. Percentage of court ready case<br />
dockets for trio crimes<br />
<strong>Annual</strong>ly Court ready case<br />
dockets increased<br />
by 3% to 43,74%<br />
(5 108)<br />
9. Conviction rate for trio crimes <strong>Annual</strong>ly Conviction rate<br />
increased by 0,50%<br />
to 71,02%<br />
(1 825)<br />
Quarterly Targets<br />
1 st 2 nd 3 rd 4 th<br />
- - - Detection rate<br />
increased by 2% to<br />
55% (1 066 859)<br />
- - - Court ready case<br />
dockets increased by<br />
3% to 36,84%<br />
(165 429)<br />
- - - Conviction rate<br />
increased by 0,30% to<br />
88,50%<br />
(312 208)<br />
- - - Detection rate<br />
maintained at 60%<br />
(406 621)<br />
- - - Court ready case<br />
dockets increased by<br />
2% to 37,24%<br />
(74 112)<br />
- - - Conviction rate<br />
increased by 1% to<br />
75,34%<br />
(81 019)<br />
- - - Detection rate<br />
increased by 5% to<br />
23%<br />
(11 671)<br />
- - - Court ready case<br />
dockets increased by<br />
3% to 43,74%<br />
(5 108)<br />
- - - Conviction rate<br />
increased by 0,50% to<br />
71,02%<br />
(1 825)<br />
30
Sub-programme: Crime Investigations<br />
<strong>Performance</strong> Indicator Reporting<br />
Period<br />
<strong>Annual</strong> Target<br />
2012/13<br />
10. Detection rate for crimes against<br />
women 18 years and above (Murder,<br />
attempted murder, all sexual<br />
offences, common assault and<br />
assault GBH)<br />
11. Percentage of court ready case<br />
dockets for crimes against women 18<br />
years and above (Murder, attempted<br />
murder, all sexual offences, common<br />
assault and assault GBH)<br />
12. Conviction rate for crimes against<br />
women 18 years and above (Murder,<br />
attempted murder, all sexual<br />
offences, common assault and<br />
assault GBH)<br />
13. Detection rate for crimes against<br />
children under 18 years (Murder,<br />
attempted murder, all sexual<br />
offences, common assault and<br />
assault GBH)<br />
14. Percentage of court ready case<br />
dockets for crimes against children<br />
under 18 years (Murder, attempted<br />
murder, all sexual offences, common<br />
assault and assault GBH)<br />
15. Conviction rate for crimes against<br />
children under 18 years (Murder,<br />
attempted murder, all sexual<br />
offences, common assault and<br />
assault GBH)<br />
<strong>Annual</strong>ly Detection rate<br />
increased by 0,5%<br />
to 72,5% (161 518)<br />
<strong>Annual</strong>ly Court ready case<br />
dockets increased<br />
by 2% to 39,85%<br />
(28 284)<br />
<strong>Annual</strong>ly Conviction rate<br />
increased by 0,50%<br />
to 73,51%<br />
(29 869)<br />
<strong>Annual</strong>ly Detection rate<br />
maintained at<br />
77,42%<br />
<strong>Annual</strong>ly Court ready case<br />
dockets increased<br />
by 1% to 25,66%<br />
(13 054)<br />
<strong>Annual</strong>ly Conviction rate<br />
increased by 0,50%<br />
to 70,54%<br />
(10 311)<br />
Quarterly Targets<br />
1 st 2 nd 3 rd 4 th<br />
- - - Detection rate<br />
increased by 0,5% to<br />
72,5% (161 518)<br />
- - - Court ready case<br />
dockets increased by<br />
2% to 39,85%<br />
(28 284)<br />
- - - Conviction rate<br />
increased by 0,50% to<br />
73,51%<br />
(29 869)<br />
- - - Detection rate<br />
maintained at 77,42%<br />
- - - Court ready case<br />
dockets increased by<br />
1% to 25,66%<br />
(13 054)<br />
- - - Conviction rate<br />
increased by 0,50% to<br />
70,54%<br />
(10 311)<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 31
SOUTH AFRICAN POLICE SERVICE<br />
Sub-programme: Special Investigations<br />
<strong>Performance</strong> Indicator Reporting<br />
Period<br />
<strong>Annual</strong> Target<br />
2012/13<br />
Quarterly Targets<br />
1 st 2 nd 3 rd 4 th<br />
1. Percentage of court-ready case<br />
dockets for fraud and corruption for<br />
individuals within the JCPS Cluster<br />
2. Detection rate for serious<br />
commercial crime-related charges<br />
3. Percentage of court-ready case<br />
dockets for serious commercial<br />
crime-related charges<br />
4. Percentage of registered<br />
serious Organised Crime Project<br />
Investigations<br />
5. Number of serious commercial<br />
crime-related cases investigated<br />
where officials are involved including<br />
procurement fraud and corruption<br />
6. Number of serious commercial<br />
crime-related court ready cases<br />
where officials are involved including<br />
procurement fraud and corruption<br />
7. Value of assets restrained/seized<br />
where officials are involved in<br />
procurement fraud and corruptionrelated<br />
cases<br />
<strong>Annual</strong>ly 3% increased<br />
on the baseline<br />
determined for<br />
2011/12<br />
- - - 3% increased on the<br />
baseline determined<br />
for 2011/12<br />
<strong>Annual</strong>ly 50% detection rate - - - 50% detection rate<br />
<strong>Annual</strong>ly 30% court-ready<br />
case dockets<br />
<strong>Annual</strong>ly 31% of registered<br />
projects<br />
successfully<br />
terminated<br />
<strong>Annual</strong>ly 50 cases<br />
investigated<br />
<strong>Annual</strong>ly 25 court-ready<br />
cases<br />
<strong>Annual</strong>ly R125 million assets<br />
restrained/seized<br />
- - - 30% court-ready case<br />
dockets<br />
- - - 31% of registered<br />
projects successfully<br />
terminated<br />
- - - 50 cases investigated<br />
- - - 25 court-ready cases<br />
- - - R125 million assets<br />
restrained/seized<br />
32
Sub-programme: Criminal Record Centre<br />
<strong>Performance</strong> Indicator Reporting<br />
Period<br />
<strong>Annual</strong> Target<br />
2012/13<br />
1. Percentage of original<br />
previous conviction reports<br />
for formally charged<br />
individuals generated within<br />
20 days<br />
Quarterly 82% previous<br />
conviction reports<br />
generated within<br />
20 days<br />
Sub-programme: Forensic Science Laboratory<br />
<strong>Performance</strong> Indicator Reporting<br />
Period<br />
<strong>Annual</strong> Target<br />
2012/13<br />
1. Percentage of case exhibits<br />
(entries) processed by<br />
Forensic Services within 28<br />
working days<br />
Quarterly 92% of case<br />
exhibits (entries)<br />
processed by<br />
Forensic Services<br />
within 28 working<br />
days<br />
Quarterly Targets<br />
1 st 2 nd 3 rd 4 th<br />
65% 70% 75% 82%<br />
Quarterly Targets<br />
1 st 2 nd 3 rd 4 th<br />
65% 75% 83% 92%<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 33
SOUTH AFRICAN POLICE SERVICE<br />
7. Key Departmental Programme 4: Crime Intelligence<br />
7.1. Strategic Objective <strong>Annual</strong> Targets and <strong>Performance</strong> indicators for 2012/13<br />
Strategic Objective: Contribute to the neutralising of crime by gathering, collating and analysing intelligence that leads to an actionable policing activity<br />
Sub-programme: Crime Intelligence Operations<br />
Strategic Priority <strong>Performance</strong> Indicator Audited/Actual <strong>Performance</strong> Estimated<br />
Medium-term Targets<br />
2008/09 2009/10 2010/11 <strong>Performance</strong><br />
2011/12<br />
2012/13 2013/14 2014/15<br />
Provision of effective<br />
intelligence to support<br />
prosecutions<br />
Number of network operations resulting<br />
from intelligence files<br />
17 035 24 368 24 384 26 805 28 145 29 552 32 507<br />
Sub-programme: Intelligence and Information Management<br />
Strategic Priority <strong>Performance</strong> Indicator Audited/Actual <strong>Performance</strong> Estimated<br />
Medium-term Targets<br />
2008/09 2009/10 2010/11 <strong>Performance</strong> 2012/13 2013/14 2014/15<br />
2011/12<br />
Provision of effective<br />
intelligence to support<br />
prosecutions<br />
Number of crime<br />
intelligence<br />
products relating<br />
to:<br />
Operational analysis<br />
reports (profiles,<br />
intelligence<br />
analysis reports,<br />
communication<br />
analysis reports,<br />
communication<br />
interception analysis<br />
reports and station<br />
and cluster crime<br />
threat analysis<br />
reports)<br />
142 020 234 020 317 976 253 782 256 181 258 743 261 330<br />
Strategic analysis<br />
reports (including<br />
research reports and<br />
statistical reports)<br />
17 research<br />
reports<br />
120<br />
statistical<br />
reports<br />
17 research<br />
reports<br />
120<br />
statistical<br />
reports<br />
17 research<br />
reports<br />
120<br />
statistical<br />
reports<br />
17 research<br />
reports<br />
120<br />
statistical<br />
reports<br />
34
7.2. Quarterly Targets for 2012/13<br />
Sub-programme: Crime Intelligence Operations<br />
<strong>Performance</strong> Indicator Reporting Period <strong>Annual</strong> Target<br />
2012/13<br />
1. Number of network operations resulting<br />
from intelligence files<br />
Quarterly Targets<br />
1 st 2 nd 3 rd 4 th<br />
<strong>Annual</strong>ly 28 145 - - - 28 145<br />
Sub-programme: Intelligence and Information Management<br />
<strong>Performance</strong> Indicator Reporting Period <strong>Annual</strong> Target<br />
2012/13<br />
1. Number of crime intelligence products<br />
relating to:<br />
• Operational analysis reports (profiles,<br />
intelligence analysis reports,<br />
communication analysis reports,<br />
communication interception analysis<br />
reports and station and cluster crime<br />
threat analysis reports)<br />
Quarterly Targets<br />
1 st 2 nd 3 rd 4 th<br />
<strong>Annual</strong>ly 256 181 - - - 256 181<br />
• Strategic analysis reports<br />
(including research reports and<br />
statistical reports)<br />
Quarterly 17 research<br />
reports<br />
4 research<br />
reports<br />
4 research<br />
reports<br />
4 research<br />
reports<br />
5 research<br />
reports<br />
Quarterly 120 statistical<br />
reports<br />
30 statistical<br />
reports<br />
30 statistical<br />
reports<br />
30 statistical<br />
reports<br />
30 statistical<br />
reports<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 35
SOUTH AFRICAN POLICE SERVICE<br />
8. Key Departmental Programme 5: Protection and Security Services<br />
8.1. Strategic Objective <strong>Annual</strong> Targets and <strong>Performance</strong> Indicators for 2012/13<br />
Strategic Objective: Minimise security violations by protecting foreign and local prominent people and securing strategic interests<br />
Sub-programme: VIP Protection<br />
Strategic<br />
Priority<br />
Safeguarding<br />
identified VIPs<br />
<strong>Performance</strong><br />
Indicator<br />
Percentage<br />
of security<br />
provided<br />
in relation<br />
to security<br />
breaches<br />
Audited/Actual <strong>Performance</strong> Estimated<br />
Medium-term Targets<br />
2008/09 2009/10 2010/11 <strong>Performance</strong> 2012/13 2013/14 2014/15<br />
2011/12<br />
100%<br />
protection<br />
provided<br />
without<br />
security<br />
breaches<br />
100%<br />
protection<br />
provided<br />
without<br />
security<br />
breaches<br />
100% 100% protection<br />
provided without<br />
security breaches<br />
100%<br />
protection<br />
provided<br />
without<br />
security<br />
breaches<br />
100% protection<br />
provided<br />
without security<br />
breaches<br />
100% protection<br />
provided without<br />
security breaches<br />
Sub-programme: Static and Mobile Security<br />
Strategic <strong>Performance</strong><br />
Audited/Actual <strong>Performance</strong> Estimated<br />
Medium-term Targets<br />
Priority Indicator 2008/09 2009/10 2010/11 <strong>Performance</strong> 2012/13 2013/14 2014/15<br />
2011/12<br />
Provision of<br />
static security<br />
Percentage<br />
of security<br />
provided<br />
in relation<br />
to security<br />
breaches<br />
7 security<br />
breaches<br />
99,98%<br />
protection<br />
provided<br />
without<br />
security<br />
breaches<br />
(13 security<br />
breaches)<br />
99,9%<br />
(8 security<br />
breaches)<br />
100% protection<br />
provided without<br />
security breaches<br />
100%<br />
protection<br />
provided<br />
without<br />
security<br />
breaches<br />
100% protection<br />
provided<br />
without security<br />
breaches<br />
100% protection<br />
provided without<br />
security breaches<br />
36
Strategic Objective: Minimise security violations by protecting foreign and local prominent people and securing strategic interests<br />
Sub-programme: Government Security Regulator<br />
Strategic <strong>Performance</strong><br />
Audited/Actual <strong>Performance</strong> Estimated<br />
Medium-term Targets<br />
Priority Indicator<br />
2008/09 2009/10 2010/11<br />
<strong>Performance</strong><br />
2012/13 2013/14 2014/15<br />
2011/12<br />
Regulation<br />
of physical<br />
security in<br />
identified<br />
government<br />
buildings<br />
and strategic<br />
installations<br />
Percentage of<br />
National Key<br />
Points (NKPs)<br />
and Strategic<br />
Installations<br />
audited/<br />
evaluated<br />
46% Strategic<br />
Installations<br />
audited (96<br />
from a total of<br />
207)<br />
145 National<br />
Key Points<br />
evaluated<br />
60% Strategic<br />
Installations<br />
audited (160<br />
from a total of<br />
265)<br />
83,3% NKPs<br />
evaluated (130<br />
from a total of<br />
156)<br />
51,7%<br />
Strategic<br />
Installations<br />
audited<br />
(107 from a<br />
total of 207)<br />
99,4% NKPs<br />
evaluated<br />
(164 from a<br />
total of 165)<br />
50% Strategic<br />
Installations audited<br />
(113 from a total of<br />
227)<br />
98% NKPs evaluated<br />
(171 from a total of<br />
175)<br />
50% Strategic<br />
Installations<br />
audited<br />
(124 from a total<br />
of 248)<br />
100% NKPs<br />
evaluated (182)<br />
50% Strategic<br />
Installations<br />
audited<br />
100% NKPs<br />
evaluated (185)<br />
50% Strategic<br />
Installations<br />
audited<br />
100% NKPs<br />
evaluated (190)<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 37
SOUTH AFRICAN POLICE SERVICE<br />
8.2. Quarterly Targets for 2012/13<br />
Sub-programme: VIP Protection<br />
<strong>Performance</strong> Indicator Reporting<br />
Period<br />
<strong>Annual</strong> Target<br />
2012/13<br />
1. Percentage of security<br />
provided in relation to<br />
security breaches<br />
Quarterly 100% protection<br />
provided without<br />
security breaches<br />
Sub-programme: Static and Mobile Security<br />
<strong>Performance</strong> Indicator Reporting<br />
Period<br />
<strong>Annual</strong> Target<br />
2012/13<br />
1. Percentage of security<br />
provided in relation to<br />
security breaches<br />
Quarterly 100% protection<br />
provided without<br />
security breaches<br />
Sub-programme: Government Security Regulator<br />
<strong>Performance</strong> Indicator Reporting<br />
Period<br />
<strong>Annual</strong> Target<br />
2012/13<br />
1. Percentage of Strategic<br />
Installations and National<br />
Key Points (NKPs) audited/<br />
evaluated<br />
Quarterly 50% Strategic<br />
Installations<br />
audited<br />
(124 from a total<br />
of 248)<br />
Quarterly 100% NKPs<br />
evaluated<br />
Quarterly Targets<br />
1 st 2 nd 3 rd 4 th<br />
100% protection<br />
provided without<br />
security breaches<br />
100% protection<br />
provided without<br />
security breaches<br />
100% protection<br />
provided without<br />
security breaches<br />
100% protection<br />
provided without<br />
security breaches<br />
Quarterly Targets<br />
1 st 2 nd 3 rd 4 th<br />
100% protection<br />
provided without<br />
security breaches<br />
100% protection<br />
provided without<br />
security breaches<br />
100% protection<br />
provided without<br />
security breaches<br />
100% protection<br />
provided without<br />
security breaches<br />
Quarterly Targets<br />
1 st 2 nd 3 rd 4 th<br />
18,1% Strategic<br />
Installations audited<br />
(45 from a total of<br />
248)<br />
9,3% Strategic<br />
Installations audited<br />
(23 from a total of<br />
248)<br />
13,3% Strategic<br />
Installations audited<br />
(33 from a total of<br />
248)<br />
9,3% Strategic<br />
Installations audited<br />
(23 from a total of<br />
248)<br />
25.3% NKPs<br />
evaluated<br />
(46 from a total of<br />
182)<br />
28.6% NKPs evaluated<br />
(52 from a total of<br />
182)<br />
33.5% NKPs<br />
evaluated<br />
(61 from a total of<br />
182)<br />
12.6% NKPs<br />
evaluated<br />
(23 from a total of<br />
182)<br />
38
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 39
SOUTH AFRICAN POLICE SERVICE<br />
PART C: LINKS TO OTHER PLANS<br />
9. Links to Other <strong>Plan</strong>s<br />
9.1 Infrastructure and Capital Asset <strong>Plan</strong><br />
PROVINCE 2012/2013<br />
EASTERN CAPE<br />
BOLO POLICE STATION (R&U)<br />
STEYTLERVILLE POLICE STATION (R&U)<br />
KWAZULU-NATAL GAMALAKHE POLICE STATION (RE)<br />
GAUTENG<br />
DIEPSLOOT POLICE STATION (N)<br />
PRETORIA WEST OPERATIONAL RESPONSE UNIT (RE)<br />
NORTH WEST<br />
AMALIA POLICE STATION (NRE)<br />
LEHURUTSE DOG UNIT (R&U)<br />
MPUMALANGA TWEEFONTEIN POLICE STATION (KWAMHLANGA) (RE)<br />
N = 1<br />
TOTAL FIGURES = 8<br />
NRE = 1<br />
RE = 3<br />
R&U = 3<br />
40
9.2 Information and Communication Technology <strong>Plan</strong><br />
The purpose of the IS/ICT <strong>Plan</strong> is to ensure the development, including systems within the SAPS and between relevant<br />
Departments, sustainability and implementation of IS/ICT, in line with the constitutional, legislative, policy mandates<br />
and the strategic priorities of the SAPS. Emanating from the SAPS Strategic <strong>Plan</strong> for 2010 - 2014, the following initiatives<br />
have been identified for 2012/13 in support of the strategic priorities of the SAPS which include the CJS and the IJS:<br />
No Initiative name Description 2012/13<br />
1 Action Request for Service<br />
(ARS)<br />
A crime related complaint or request could be lodged directly with a<br />
police official on duty at an Emergency Response Centre (ERC) or in<br />
person at a Community Services Centre (CSC). It entails the recording<br />
of incidents reported by the public and the consequent police<br />
response.<br />
Integrated Action Request for Service solution (GEMC3)<br />
implemented at:<br />
• 7 x 10111 centres<br />
2 Automatic Fingerprint<br />
Identification System (AFIS)<br />
replacement<br />
Establish a more cost effective solution for the capturing and storing<br />
of fingerprints on AFIS. The new solution will include the following<br />
additional capabilities:<br />
• Live scanning for fingerprint identification searches<br />
• Live scanning at holding facilities for fingerprint verifications<br />
-<br />
3 Borderline Operations Real-time enquiries of stolen vehicles, firearms and missing/wanted<br />
persons (Mobile Connectivity Devices).<br />
490 new MCD’s deployed (replacements)<br />
4 Cyber crime The establishment of a centralised data storage capacity in order to<br />
archive forensic computer data.<br />
-<br />
5 Detention Management -<br />
(SAPSDM)<br />
Establishes an integrated business, information, system and ICT<br />
architectures, for the management of a detainee from the time of<br />
arrest until the legal release of the person.<br />
Implemented at 1 x priority site (pilot)<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 41
SOUTH AFRICAN POLICE SERVICE<br />
No Initiative name Description 2012/13<br />
6 E-Learning Provide a Learning Content Management System (LCMS) capability to<br />
enable on-line distance training/learning to promote knowledge and<br />
talent management in SAPS.<br />
LCMS capability implemented at:<br />
• 22 x SAPS Training Institutions<br />
7 Fingerprint Exhibit Imaging The establishment of a capacity to detect fingerprints at crime scenes.<br />
The establishment of a digital capacity to photograph and enhance<br />
fingerprints that were lifted from crime scenes.<br />
_<br />
8 Forensic Science Laboratory:<br />
Integrated Case Management<br />
System<br />
Provide an automated solution which support the Forensics Science<br />
Laboratory in the execution of daily activities and optimise chain of<br />
custody processes.<br />
Deploy at 1 x pilot site in Pretoria (Forensic Science<br />
Services [FSS]).<br />
(LabWare)<br />
9 ID Services (IJS) Provide a single, unified approach and capability to ensure that an<br />
individual can be uniquely identified upon his/her entry into the IJS<br />
process.<br />
Deploy the Fingerprint Enrollment System(FES) at<br />
Twenty (20) police stations<br />
10 IJS Transversal Capability<br />
Development<br />
The development of various management applications, the<br />
establishment of the interoperability layer, the development of<br />
integrations and the provision of various transversal services such as<br />
the IJS Portal (SAPS targets dependant on IJS Cluster Departments<br />
readiness for implementation).<br />
Extend 6 of the Integrations Services capabilities to:<br />
• DCS<br />
• DSD<br />
• DOD<br />
11 IJS Transversal Hub<br />
infrastructure<br />
An inter-departmental information exchange services capability to<br />
promote the integration of the criminal justice business processes.<br />
Extend the Infrastructure Peering Services capability to:<br />
• DCS<br />
• DSD<br />
• DOD<br />
42
No Initiative name Description 2012/13<br />
12 Investigation Case Docket<br />
Management (Administer<br />
Case) (E-Docket)<br />
The management and administration of criminal cases, inquests and<br />
enquiries throughout the life cycle of a case, i.e. from inception to<br />
disposal.<br />
• Implement Investigate Case Docket Management<br />
System (E-Docket) at 40 priority police stations<br />
13 Local Criminal Record Centre<br />
(LCRC) Admin Information<br />
System (LIAS)<br />
Replace the outdated LCRC Admin System with a modernised<br />
Admin Information System (LIAS) including additional functionalities<br />
and technologies in order to support the management of all LCRC<br />
activities.<br />
-<br />
14 Mobile Operational Vehicles<br />
Project<br />
An operational requirement for Mobile Communication Vehicles to<br />
ensure effective command and control communications.<br />
• 450 vehicles equipped with mobile communication<br />
technologies<br />
• 18 busses equipped with mobile communication<br />
technologies<br />
15 Property Control & Exhibit<br />
Management (PCEM)<br />
To manage exhibits and property items from the time they enter the<br />
SAPS process until the lawful disposal thereof, without terminating<br />
the current system.<br />
Implement the Property Control and Exhibit<br />
Management solution at 150 police stations<br />
16 Modernisation at Ports of<br />
Entry (land, sea and air)<br />
A joint project between SAPS, South African Revenue Services and<br />
Department of Home Affairs to implement specialised detection<br />
equipment i.e. document scanners/verifiers, narcotics detectors and<br />
IR Telescopic cameras.<br />
Implement at 8 x Port of Entries<br />
17 SAPS Network Modernisation<br />
Programme<br />
Redesign the SAPS network to cater for modern technology<br />
capabilities and the replacement of redundant infrastructure.<br />
• Upgrade network capacity at 197 of priority sites<br />
nationally<br />
• Implement microwave radio links at 20 x prioritised<br />
sites<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 43
SOUTH AFRICAN POLICE SERVICE<br />
No Initiative name Description 2012/13<br />
18 Webification Modernisation of the legacy systems (change the front end of systems Webify PERSAL, POLFIN, PAS<br />
to make it more user friendly).<br />
19 War Rooms Establish the IS/ICT capabilities and capacity required 3.5 (enable<br />
managers to identify, prioritise and achieve strategic and tactical<br />
objectives by exercising authority and direction over human and<br />
material resources).<br />
Implement the War Room solution at Gauteng Province<br />
20 Modernisation and expansion<br />
of hardware and software<br />
Replace redundant and expand current hard/software at Crime<br />
Intelligence, Detective Services, Support Services, Ports of Entry,<br />
Criminal Record Centers (CRC) and Forensic Science Laboratories (FSL),<br />
Police Stations, 10111 Centres.<br />
_<br />
21 Office automation Implement office automation solutions. Implement Video Conferencing at:<br />
• 5 x police stations in the Limpopo Province<br />
Implement IP Telephony at:<br />
• Supply Chain Management (HQ)<br />
• Central Firearms Register Office<br />
Implement least cost telephonic routing capability at<br />
• 9 x provincial offices<br />
• All cluster police stations in all 9 provinces<br />
22 BIU (Ballistic Interface Unit)<br />
Capability<br />
The BIU is used for analysing firearm-related case investigation and<br />
research at the Forensic Laboratory. The BIU system has been used<br />
for analysis and solving trajectory cases, and evaluating ammunition<br />
performance in crime related cases since 1995.<br />
Implementation of the new BIU at the Pretoria<br />
Silverton site (pilot)<br />
44
No Initiative name Description 2012/13<br />
23 Closed Circuit Television<br />
(CCTV) including access<br />
control<br />
Design, develop, test and implement (roll-out) capabilities. Implement at the following Forensic Science<br />
Laboratories:<br />
• WC<br />
• EC<br />
• KZN<br />
• Silverton<br />
24 Secure Email technologies Replacement of data 6 fax machines with secure email technologies. _<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 45
SOUTH AFRICAN POLICE SERVICE<br />
9.3 Human Resource Management <strong>Plan</strong><br />
The following human resource priorities will be addressed during the last two years of the MTEF period: 9<br />
Staffing <strong>Plan</strong><br />
Target date Establishment target<br />
By 31 March 2013 194 130<br />
By 31 March 2014 190 590<br />
By 31 March 2015 188 490<br />
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<br />
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%<br />
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<br />
by the end of March 2014/15.<br />
9. Future staff establishment projections will be affected by the budget allocation over the medium term.<br />
46
The following development priorities will be focused on during 2012/13:<br />
IDENTIFIED PRIORITY 2012/13<br />
CATEGORY COURSE NAME COURSES MEMBERS<br />
Detective Courses<br />
Resolving of Crime 30 1 731<br />
Basic Investigative Course 120 2 400<br />
Specialised Detective Courses 80 1 500<br />
Fraud Course for General Detectives 2 400<br />
Stock Theft Course 1 200<br />
Short Interventions 202 4 040<br />
ROC (Graaff-Reinet) 1 350<br />
TOTAL FOR DETECTIVE TRAINING 436 10 621<br />
Re-skilling of SAPS Officers 30 1 000<br />
Crowd Management Training 35 1 000<br />
Tactical Response Team Training 30 1 000<br />
Violence against Women & Children 400 8 000<br />
Client/Customer Service 450 9 000<br />
Forensic-related Training 200 2 600<br />
Family Violence, Child Protection & Sexual Offences Training 66 1 320<br />
Information Technology Training 30 8 000<br />
Aviation Training<br />
Prepcon Training<br />
Pilot Training 1 10<br />
Engineer Training 1 10<br />
Mechanic Training 1 10<br />
Safety Officers Training 1 20<br />
Task Force members 2 80<br />
Counter Assault Team members 1 40<br />
NIU 1 40<br />
Task Force Training 9 15<br />
DPCI Training 8 200<br />
NIU Training 4 40<br />
Maritime Training 32 40<br />
<strong>Annual</strong> <strong>Performance</strong> <strong>Plan</strong> 2012/13 47