Strategic
Plan
2013/18
,
Annual
Strategic Plan 2012/17 and Annual Performance Plan 2012/13
Performance Plan and Budget
2013/14
INDEPENDENT POLICE INVESTIGATIVE DIRECTORATE (IPID)
7 MAY 2013
BRIEFING TO THE SELECT COMMITTEE ON POLICE
Parliament
Overview On Strategic Direction
and Priorities
IPID STRATEGIC PLAN 2013/18 AND ANNUAL PERFORMANCE PLAN AND
BUDGET 2013/14
PORTFOLIO COMMITTEE BRIEFING BY IPID (23 APRIL 2013)
4 -5
PROGRESS : 2012/13 COMMITMENTS
6-7
ENVIRONMENTAL FACTORS
8
CHALLENGES & RISKS
9
STRATEGIC PRIORITIES FOR 2013/18
10 - 13
CHANGES AND INSTITUTIONAL ARRANGMENTS
14 - 20
ENE BUDGET ALLOCATIONS
21 - 36
PROGRAMME 1: GOVERNANCE & STAKEHOLDER MANAGMENT
37 - 44
PROGRAMME 2: CORPORATE SERVICES
45 - 53
PROGRAMME 3: INVESTIGATIONS & INFORMATION MANAGEMENT
54 - 59
PROGRAMME 4: LEGAL SERVICES
60 - 64
CONCLUSION
65
PRESENTATION STRUCTURE
INTRODUCTION
• Development of training manual for investigators
• Development of Standard operating procedures
• Development of investigation guidelines for investigators
• Training of investigators
• Renaming of ICD to IPID
• Implementation of expanded mandate
• Investigation of high profile cases (e.g. Marikana & Cato Manor)
• MOU with SAPS
IPID STRATEGIC PLAN 2013/18 AND ANNUAL PERFORMANCE PLAN AND
BUDGET 2013/14
PROGRESS: 2012/13 COMMITMENTS
• Establishment of new components (e.g. Legal Services & Corporate
Governance)
• Alignment of Strategic Plan & APP with IPID Act
• Devolution and delegation of powers & functions to provinces
• Team building & stabilizing the Organization
• Implementation of cost saving measures
• Establishment of Pretoria Satellite Office
• Stakeholder relations (e.g. JCPS Cluster, SAPS, CS, SIU, PP)
IPID STRATEGIC PLAN 2013/18 AND ANNUAL PERFORMANCE PLAN AND
BUDGET 2013/14
PROGRESS: 2012/13 COMMITMENTS
• Increase in violent & service delivery protests
• Increase in need for crowd control by SAPS
• Unrealistic expectations by general public & other state
institutions
• Confusion on role of IPID visa vis other institutions
• Increasing workload (expanded mandate)
• Increasing demand for IPID’s services
• Not sufficient satellite offices
IPID STRATEGIC PLAN 2013/18 AND ANNUAL PERFORMANCE PLAN AND
BUDGET 2013/14
ENVIRONMENTAL FACTORS
• High staff turn over (especially at lower levels)
• Long distances travelled by investigators
• Low skills levels (upgraded case analysts & monitors)
• Non reporting by SAPS ito S29 of IPID Act
• No feedback from SAPS on recommendations
• Unplanned investigation projects (e.g. Marikana)
7
IPID STRATEGIC PLAN 2013/18 AND ANNUAL PERFORMANCE PLAN AND
BUDGET 2013/14
CHALLENGES & RISKS
Aim
To ensure independent oversight over the South African Police Service
(SAPS) and the Municipal Police Services, and to conduct independent and
impartial investigations of identified criminal offences allegedly committed
by members of the SAPS and the Municipal Police Services, and make
appropriate recommendations.
Strategic Priorities
• Investigation of all S28 matters, including Systemic corruption
• Strategic alignment of planning, budgeting & reporting frameworks
• Reengineering of systems, processes & structures
• Reorganisation of functions, reporting lines, roles & responsibilities
• Strengthening management & leadership capacity
• Increasing investigative capacity
• Training & capacity building
• Development of performance management systems
• Development of reporting, monitoring & evaluation systems
• Strengthening & formalising stakeholder relations (NPA, SIU, HRC & PP)
IPID STRATEGIC PLAN 2013/18 AND ANNUAL PERFORMANCE PLAN AND
BUDGET 2013/14
STRATEGIC PRIORITIES FOR 2013/18
A police service that is trusted by the
community and operates in line with
the spirit of the Constitution
Intermediate Outcomes
2.1
2.2
The IPID is a strong,
independent oversight
body
3.1
3.2
The police service is
responsive to IPID
recommendations
Immediate Outcomes
3.3
The performance
management system
operates optimally
The IPID is accesible
to the public
3.4
Re-engineering and
re-organisation of
functions
IPID processes cases
efficiently
Outputs
3.1.1
3.2.1
Public awareness
campaigns
3.1.2
Stakeholder
management
Policies and
guidelines
3.2.2
Performance
management
system
3.2.3
Capacity building
3.2.4
IT Plan and
governance
framework
3.3.1
3.4.1
Re-alignment of
organisational
structure and
functions
Case Management
System
3.4.3
Recommendation
reports
3.4.2
Completed
Investigations
3.4.4
Feedback reports
on investigations
IPID STRATEGIC PLAN 2013/18 AND ANNUAL PERFORMANCE PLAN AND
BUDGET 2013/14
Ultimate Outcome
1
The strategic outcome-oriented goals of the IPID are linked to the achievement of
the NATIONAL DEVELOPMENT PLAN as well as outcomes 3 and 12. These
outcomes are:
Outcome 3:
ALL PEOPLE IN SOUTH AFRICA ARE AND FEEL SAFE AND SECURE
Outcome 12:
AN EFFICIENT, EFFECTIVE AND DEVELOPMENT-ORIENTED PUBLIC SERVICE AND
AN EMPOWERED, FAIR AND INCLUSIVE CITIZENSHIP
The activities of the IPID will specifically focus on output 3 (of outcome 3) to
combat police corruption and thereby enhance its effectiveness and its ability to
serve as a crime deterrent.
IPID STRATEGIC PLAN 2013/18 AND ANNUAL PERFORMANCE PLAN AND
BUDGET 2013/14
STRATEGIC OUTCOME-ORIENTED GOALS FOR 2013/18
ULTIMATE OUTCOME:
A POLICE SERVICE THAT IS TRUSTED BY THE COMMUNITY
AND OPERATES IN LINE WITH THE SPIRIT OF THE
CONSTITUTION
The public trusts the police services to be honest, to ensure
their safety and to treat all citizens with respect and
dignity. All police officials at all times recognises and
ensures the fundamental of rights of human dignity, life,
freedom and security, as stipulated in the Bill of Rights and
the Constitution as a whole.
THE IPID IS ACCESSIBLE TO THE PUBLIC
Development of public awareness of the IPID and its
functions through community awareness programmes,
media campaigns, and the establishment of satellite offices
to increase public accessibility.
IMMEDIATE OUTCOME
THE PERFORMANCE MANAGEMENT SYSTEM OPERATES
OPTIMALLY
The IPID has an effective performance management system,
including internal controls and external performance
reporting procedures, to ensure accountability.
INTERMEDIATE OUTCOME 1:
IMMEDIATE OUTCOME
THE IPID IS A STRONG, INDEPENDENT OVERSIGHT BODY
THE IPID PROCESSES CASES EFFICIENTLY
The IPID operates an efficient case management system that
ensures the effective completion of cases and the generation
of recommendation and feedback reports within appropriate
time frames.
The IPID is an independent oversight body that conducts
investigations without fear or favour; and makes
recommendations that are acted upon and have a lasting
impact on police conduct.
IMMEDIATE OUTCOME
INTERMEDIATE OUTCOME 2:
THE POLICE SERVICE
RECOMMENDATIONS
IS
RESPONSIVE
TO
IPID
The IPID is an independent oversight body that conducts
investigations without fear or favour; and makes
recommendations that are acted upon and have a lasting
impact on police conduct.
REENGINEERING & REORGANISATION
The IPID operates an efficient case management system that
ensures the effective completion of cases and the
generation of recommendation and feedback reports within
appropriate time frames.
IPID STRATEGIC PLAN 2013/18 AND ANNUAL PERFORMANCE PLAN AND
BUDGET 2013/14
IMMEDIATE OUTCOME
STRATEGIC OUTCOME-ORIENTED GOALS FOR 2013/18
ARRANGEMENTS
CHANGES ON FUNCTIONAL PROGRAMME STRUCTURE
Previous Structure had 3 Programmes
• Administration
• Investigation
• Legal Services
New Structure has 4 Programmes
• Governance & Stakeholder Management
• Corporate Services
• Investigation
• Legal Services
3. No changes on budget structure
• Timing of Planning & Budgeting processes
• Engagement with National Treasury
• Change in 2014/15
IPID STRATEGIC PLAN 2013/18 & ANNUAL PERFORMANCE PLAN AND
BUDGET 2013/14
CHANGES & INSTITUTIONAL
Programme 1:
Administration
• Executive support
• Corporate governance
• Internal Audit
• Finance
• Corporate Management Services (Corporate Services)
Programme 2:
Investigation & Information Management
• Investigations
• Information management
• Policy development & provincial coordination
Programme 3:
Legal Services
• Litigation & legal support
• Investigation advisory services
IPID STRATEGIC PLAN 2013/18 AND ANNUAL PERFORMANCE PLAN AND
BUDGET 2013/14
PREVIOUS (2012/13) PROGRAMMES
Programme 1:
Governance & Stakeholder Management
• Executive support
• Corporate governance
• Internal Audit
• Financial management
• Security services
Programme 2: Corporate Services
• ICT
• Communication Services
• Auxiliary Services
• Human Resource Management & Development
Programme 3: Investigation & Information Management
• Investigations
• Information management
• Policy development & provincial coordination
Programme 4: Legal Services
• Litigation & legal support
• Investigation advisory services
IPID STRATEGIC PLAN 2013/18 AND ANNUAL PERFORMANCE PLAN AND
BUDGET 2013/14
NEW (2013/14) PROGRAMMES
Purpose: Provide leadership & overall management and support as well as
stakeholder management
Strategic objectives : Ensure that IPID is accessible to the public & has a
performance management
Outputs:
Stakeholder Management to promote regular & sustainable engagements with key
stakeholders, including the SAPS, MPS, Civilian Secretariat of Police Services and other
Government and Civil Society Organisations.
Policies and Guidelines that inform standard operating procedures and support of the IPID
mandate and ensure compliance with regulatory and legislative prescripts
Reengineering & realignment of systems, processes, functions & structures: to foster
coordination and effective service delivery.
IPID STRATEGIC PLAN 2013/18 AND ANNUAL PERFORMANCE PLAN AND
BUDGET 2013/14
PROGRAMME 1: GOVERNANCE & STAKEHOLDER MANAGEMENT
Purpose: Provide administrative and logistical support
Strategic Objective: Development & maintenance of performance management
system
Outputs:
Public Awareness Campaigns to increase public awareness of the provisions of the IPID Act
and the directorate’s functions and services.
Performance Management System to support management and decision making as well as to
enable IPID to comply with internal and external accountability reporting requirements in line
with Government policy and legislative mandate
CT Plan & Governance framework to foster an effective use of technology to support our
business processes
Capacity Building: to ensure full capacitation of IPID and skills development
Re-alignment of organisational structure: to ensure effective performance management &
efficient management of IPID’s resources
IPID STRATEGIC PLAN 2013/18 AND ANNUAL PERFORMANCE PLAN AND
BUDGET 2013/14
PROGRAMME 2: CORPORATE SERVICES
Purpose: Coordinate and facilitate the IPID’s investigative processes, and develop
policy and strategic frameworks that guide investigations.
Strategic objective : Ensure the investigation & processing of cases
Outputs:
Case Management System for the registration, allocation, tracking, management
and reporting of investigations, the generation of reliable statistical information and
the provision of general business intelligence.
Investigation of cases in line with the provisions of the IPID Act, Regulations and
Executive Director Guidelines.
Making of Recommendation to the SAPS regarding possible disciplinary steps and
to the Prosecuting Authorities regarding possible criminal prosecution.
Provision of Feedback to complainants, victims and referral authorities regarding
the progress and outcomes of investigations.
IPID STRATEGIC PLAN 2013/18 AND ANNUAL PERFORMANCE PLAN AND
BUDGET 2013/14
PROGRAMME 3: INVESTIGATION AND INFORMATION MANAGEMENT
Purpose: to manage IPID’s legal obligations and provide legal support services
Strategic Objective: facilitation and provision of litigation, legal administration and
investigation advisory services
Outputs:
Manages the IPID’s legal obligations, drafting of legal documents, and coordinate
civil and labour litigation matters
Legal advice and guidance to investigators during and after the completion of
investigations and the granting of policing powers to investigators.
IPID STRATEGIC PLAN 2013/18 AND ANNUAL PERFORMANCE PLAN AND
BUDGET 2013/14
PROGRAMME 4: LEGAL SERVICES
ENE
BUDGET
ALLOCATIONS
IPID STRATEGIC PLAN 2013/18 AND ANNUAL PERFORMANCE PLAN AND
BUDGET 2013/14
SUPPORTING PRESENTATIONS
Briefing by the Chief Financial Officer
Budget 2013/14
21
Introduction
Budget 2013/14
•
Purpose of ENE: sets out planned expenditure and planned performance at
the time of tabling the budget
•
Aligned to National Development Plan 2030 and outlines IPIDs contribution
to governments 12 outcomes and the key service delivery goals
•
Performance, personnel and finances are discussed together in each
Programme, in respect of the impact they have on each Programmes plans
•
Aligned to the current approved Budget Programme Structure of the IPID
22
Budget Summary
Budget 2013/14
Historic Budget Allocations: MTEF Baseline –
2009/10 – 2013/14
R million
2010/11
2011/12
2012/13
2013/14
128.4
153.5
197.9
217.0
Current Budget Allocations: MTEF Baseline –
2013/14 – 2015/16
R million
2013/14
2014/15
2015/16
217.0
234.7
247.2
23
Goals and Contribution to NDP and
Government Outcomes
Budget 2013/14
Overarching Goal
To contribute towards ensuring a police service that is
trusted by the community and operates in line with the
spirit of the Constitution
Contribution to 12
Outcomes
Contribution to National
Development Plan
All people in South Africa
are and feel safe
Police service is trusted by
the community
Combating corruption within Fighting corruption in order
the justice, crime prevention to contribute to a capable
and security cluster
state
Deterrent against crime
24
Budget Overview
Budget 2013/14
Staff requirements
•
There will be a minimal introduction of new posts over the next three-year
period.
•
The investigative capacity in the Provinces will continually be increased as
part of the new strategic drive.
Skills development
•
Increased focus on improving the skills of investigators to enable them to
execute the extended mandate in terms of section 28 of the IPID Act.
Budget Allocations over the MTEF period
•
Budget allocations increased from R106.2 million in 2009/10 to
R197.9 million in 2012/13 at an average growth rate of 23 per cent.
•
Over the medium term, expenditure is expected to grow to R247.2 million
at an average growth rate of 7.7 per cent due to increasing the IPIDs
investigative capacity and access to the directorate’s services.
25
MTEF Budget Allocations
Budget 2013/14
MTEF Baseline 2013/16
R million
2013/14
2014/15
2015/16
Administration
88.4
96.3
101.9
Investigation and
Information
Management
124.3
133.9
140.6
Legal Services
4.3
4.5
4.7
Total
217
234.7
247.2
26
MTEF Budget Allocations ...continued
Summary IPID
Compensation of
Employees
Goods & Services
Budget 2013/14
Departmental
Agencies
Machinery &
Equipment
TOTAL
Administration
41 876 000
45 562 000
137 000
871 000
88 446 000
Investigation &
Information
Management
86 785 000
35 737 000
3 000
1 770 000
124 295 000
Legal Services
3 762 000
460 000
-
28 000
4 250 000
132 423 000
81 759 000
140 000
2 669 000
216 991 000
TOTAL
27
Programme 1 Administration
Budget 2013/14
Purpose
Provide the overall management of the Independent Police Investigative
Directorate and support services, including strategic support to the directorate.
2012/13
Allocation
R’million
2013/14
Allocation
R’million
Increase /
(Decrease)
Compensation of
Employees
37.0
41.9
13.2%
Goods and services
48.3
45.5
(6%)
Departmental
Agencies (Transfers)
0.1
0.1
-
Machinery and
Equipment
1.1
0.9
(18%)
86.5
88.4
2%
PROGRAMME 1
Total for Programme 1
28
Programme 1 Administration ...continued
Budget 2013/14
Expenditure Focus Areas
o Establishment and maintenance of sectorial and intergovernmental relations
o Addressing of accommodation needs of the department
o Performance audits conducted by internal governance structures
2012/13
Allocation
R’million
2013/14
Allocation
R’million
Increase/
(Decrease)
6.0
7.3
22%
51.5
51.1
(1%)
Office Accommodation
9.1
9.6
6%
Internal Audit
2.7
3.7
37%
Finance Administration
17.2
16.7
(3%)
Total for Programme 1
86.5
88.4
2%
PROGRAMME 1
Department
Management
Corporate Services
29
Programme 1 Administration ...continued
PROGRAMME
1
Department
Management
Corporate
Services
Office
Accommodation
Internal Audit
Finance
Administration
Total for
Programme 1
Compensation of
Employees
R
Goods &
Services
R
Budget 2013/14
Departmental
Agencies
R
Machinery &
Equipment
R
TOTAL
R
5 742 000
1 440 000
-
100 000
7 282 000
23 877 000
26 632 000
137 000
500 000
51 146 000
-
9 592 000
-
-
9 592 000
2 205 000
1 494 000
-
21 000
3 720 000
10 052 000
6 404 000
-
250 000
16 706 000
41 876 000
45 562 000
137 000
871 000
88 446 000
30
Programme
2
Investigation
Information Management
and
Budget 2013/14
Purpose
Coordinate and facilitate the Independent Police Investigative Directorate’s
processes, and develop policy and strategic frameworks that guide and report on
investigations.
2012/13
Allocation
R’million
2013/14
Allocation
R’million
Increase/
(Decrease)
Compensation of
Employees
61.5
86.8
41%
Goods and services
39.8
35.7
(10%)
4.7
1.8
(62%)
105.9
124.3
17%
PROGRAMME 2
Machinery and
Equipment
Total for Programme
2
31
Programme
2
Investigation
and
Information Management ...continued
Budget 2013/14
Expenditure Focus Areas
o Conduction of IPID Act section 28 investigations
o Addressing increased workload
o Maintaining a case flow management system and database
2012/13
Allocation
R’million
2013/14
Allocation
R’million
Increase/
(Decrease)
Investigation
Management
96.8
115.1
19%
Information
Management
6.5
7.0
8%
Policy Development
and Provincial
Coordination
2.7
2.2
(19%)
Total for Programme 2
106
124.3
17%
PROGRAMME 2
32
Programme
2
Investigation
and
Information Management ...continued
PROGRAMME
2
Investigation
Management
Information
Management
Policy
Development and
Provincial
Coordination
Total for
Programme 2
Compensation of
Employees
R
Goods &
Services
R
83 118 000
30 492
000
Budget 2013/14
Departmental
Agencies
R
Machinery &
Equipment
R
TOTAL
R
3
000
1 500
000
115 113 000
2 932 000
4 042
000
-
20
000
6 994
000
735 000
1 203
000
-
250
000
2 188
000
86 785 000
35 737
000
3
000
1 770
000
124 295 000
33
Programme 3 Legal Services
Budget 2013/14
Purpose
Manage and facilitate the provision of investigation advisory services, and provide
legal and litigation advisory services.
2012/13
Allocation
R’million
2013/14
Allocation
R’million
Increase/
(Decrease)
Compensation of
Employees
5.0
3.8
(24%)
Goods and services
0.4
0.5
25%
Machinery and
Equipment
0.0
0.0
-
Total for Programme
3
5.4
4.3
(20%)
PROGRAMME 3
34
Programme 3 Legal Service ...continued
Budget 2013/14
Expenditure Focus Areas
o Providing sound legal advice
o Support in the drafting on IPID SLAs, contracts, etc
o Issuing of practice notes and directives on criminal law, criminal procedure law
and related investigation case law
2012/13
Allocation
R’million
2013/14
Allocation
R’million
Increase/
(Decrease)
Legal Support
1.2
1.2
-
Investigation Advisory
Services
4.2
3
(28%)
Total for Programme 3
5.4
4.3
(20%)
PROGRAMME 3
35
Programme 3 Legal Service ...continued
PROGRAMME
2
Compensation of
Employees
R
Goods &
Services
R
Budget 2013/14
Departmental
Agencies
R
Machinery &
Equipment
R
TOTAL
R
Legal Support
1 000 000
196 000
-
15 000
1 211 000
Investigation Advisory
Services
2 762 000
264 000
-
13 000
3 039 000
TOTAL
3 762 000
460 000
-
28 000
4 250 000
36

PROGRAMME 1 STRATEGIC PRIORITIES
PROGRAMME 1
GOVERNANCE AND STAKEHOLDER MANAGEMENT
IPID Strategic Plan 2013/18
and Annual Performance
Plan 2013/14
The IPID: Policing the police for a safer South Africa
•
Our strategic orientation in the next five years is informed by Chapter twelve of the
National Development Plan: Vision 2030. The IPID is a strategic partner in building
safer communities and ultimately making it possible for people living in South Africa to
feel safe in all areas of life. For women to walk freely in the streets and children to
play safely outside.
•
Building safer communities will also mean that the police service is well resourced
and professional, staffed by highly skilled police officers who value their work, serve
the community, safeguard lives and property without discrimination, protect the
peaceful against violence, and respect the rights to equality and justice.
•
At the heart of the work of the IPID is the promotion of a police service that is trusted
by communities and operates in line with the Constitution of the Republic. The
strategic space that is occupied by the IPID can be summarized as “Policing the
police for a safer South Africa”.
37
IPID Strategic Plan 2013/18
and Annual Performance
Plan 2013/14
Programme 1: Governance and Stakeholder Management
The alignment of the Directorate in line with the IPID Act (Act 1 of 2011) meant
restructuring of IPID structures, systems and codes. Arising out of that process
the Directorate has established a new programme viz. Governance and
Stakeholder Management.
Purpose
•
•
•
Responsible for the overall management of the IPID;
Provides policy and strategic leadership to the Directorate;
Enhances the IPID’s ability to deliver on government priorities and
objectives e.g. outcome 3 and 12 as adopted by Cabinet in January 2010,
the National Development Plan etc.
The programme will gradually expand in the next few years to include more
strategic support to the Directorate
38
IPID Strategic Plan 2013/18
and Annual Performance
Plan 2013/14
The programme will achieve the above through the following five subprogrammes:
Executive Support
•
Provides strategic and administrative support to the Executive Director;
•
It coordinates and manages liaison with the Minister’s Office, parliamentary
committees and key stakeholder; and
•
Manages inter-governmental relations and ensures compliance with the
additional reporting obligations in terms of the IPID Act.
Corporate Governance
•
Focuses on monitoring and evaluation of performance, and reporting on the
attainment of strategic objectives of the IPID;
•
Provides risk management services and ensure compliance with laws,
regulations and other prescripts.
39
IPID Strategic Plan 2013/18
and Annual Performance
Plan 2013/14
Internal Audit
•
Provides internal audit services by conducting compliance and performance
audits; and
•
Facilitates internal forensic investigations
Security Management Services
•
Provides security management services by developing and supporting the
implementation of security policy, systems and procedures;
•
Provides access, information and physical security;
•
Monitors the implementation of information technology policies based on
MISS;
•
Facilitates integrity testing, vetting and security clearance of IPID personnel.
Financial Management
•
Provides effective and efficient financial management,
•
Also provides supply chain and asset management services
40
IPID Strategic Plan 2013/18
and Annual Performance
Plan 2013/14
STRATEGIC OBJECTIVE (OUTCOME): THE IPID IS ACCESSIBLE TO THE
PUBLIC
Stakeholder Management: Engage key stakeholders regularly, including the
SAPS, MPS, Civilian Secretariat for Police, and other relevant Government and
Civil Society Organisations.
STRATEGIC OBJECTIVE (OUTCOME): THE PERFORMANCE
MANAGEMENT SYSTEM OPERATES OPTIMALLY
Up to date Policies and Guidelines: Inform the standard operating
procedures in support of the IPID mandate and ensure compliance with
regulatory and legislative prescripts.
Performance Management System: A performance measurement and
reporting system that supports management decision making and that enables
the IPID to comply with internal and external accountability reporting in line with
legislative requirements.
41
MEDIUM-TERM TARGETS FOR
PROGRAMME 1
OUTPUT
(STRATEGIC OBJECTIVE)
PUBLIC AWARENESS
CAMAPIGN
INDICATORS
IPID Strategic Plan 2013/18
and Annual Performance
Plan 2013/14
2013/14
2014/15
2015/16
1
Number of Media Statements
60
60
60
2
Number of formal engagements with key
stakeholders
4
4
4
3
Number of formal engagements at
Provincial level with key stakeholder
108
108
108
STAKEHOLDER
MANAGEMENT
42
MEDIUM-TERM TARGETS FOR PROGRAMME 1
Medium-term targets
OUTPUT
(STRATEGIC OBJECTIVE)
UP TO DATE POLICIES AND
GUIDELINES
INDICATORS
4 Percentage of policies reviewed
Number of performance monitoring
and evaluation reports submitted to
5
ensure attainment of strategic
objectives
PERFORMANCE
MANAGEMENT SYSTEM
6
Number of financial and strategic
reports submitted within the prescribed
dates for reporting
2013/14
2014/15
2015/16
70%
70%
70%
13
13
13
21
21
21
43
QUARTERLY INDICATORS FOR
PROGRAMME 1
PERFORMANCE INDICATORS
IPID Strategic Plan 2013/18
and Annual Performance
Plan 2013/14
1st
Quarterly Targets
2nd
3rd
4th
1 Number of formal media statements
15
15
15
15
2 Number of formal engagements with key
stakeholders
1
1
1
1
27
27
27
27
70%
70%
70%
70%
1
4
4
4
5
6
5
6
Number of formal engagements at the
3 provincial level
4 Percentage of identified policies reviewed
Number of performance monitoring and
5 evaluation reports submitted to ensure
attainment of strategic objectives
Financial and strategic reports submitted
6 within the prescribed dates for reporting
44

PROGRAMME 2 STRATEGIC PRIORITIES
PROGRAMME 2
CORPORATE SERVICES
IPID Strategic Plan 2013/18
and Annual Performance
Plan 2013/14
Purpose: To provide corporate management services, information communication technology,
communication and marketing, auxiliary services, human resource management and
development services to the Directorate.
•
Information Communication Technology
This component provides communication services by developing, implementing and
maintaining Information Communication Technology strategy and advisory services.
•
Communication and Marketing
This component provides communication and marketing services by developing,
implementing and maintaining policy frame work for knowledge management and
communications.
•
Auxiliary Services
This component provides auxiliary services by managing service level agreement with
Department of Public Works regarding renting of new property and maintenance of existing
property
•
Human Resource Management and Development Services
This component provides human resource management and development services through
development of human resource policies and strategies.
45
IPID Strategic Plan 2013/18
and Annual Performance
Plan 2013/14
Purpose: to provide administrative and logistical
support
Outputs:
1.
The IPID is accessible to the Public
2.
The Performance Management System operates
optimally
3.
Re-engineering and re-organization of IPID
46
IPID STRATEGIC PLAN 2013/18
AND ANNUAL PERFORMANCE
PLAN 2013/14
Medium-term targets
OUTPUT
(STRATEGIC OBJECTIVE)
Public Awareness Campaigns
INDICATORS
1
Number of community outreach events
conducted annually
2013/14
2014/15
306
306
2015/16
306
47
IPID STRATEGIC PLAN 2013/18
AND ANNUAL PERFORMANCE
PLAN 2013/14
OUTPUT
(STRATEGIC OBJECTIVE)
INDICATORS
Medium-term targets
2013/14
2014/15
2015/16
% vacancy rate
Below 10%
Below 10%
Below 10%
% females at
senior
management
level
50%
50%
50%
% of staff
complement
consisting of
people with
disabilities
2%
2%
2%
PERFORMANCE MANAGEMENT SYSTEM
48
IPID STRATEGIC PLAN 2013/18
AND ANNUAL PERFORMANCE
PLAN 2013/14
OUTPUT
(STRATEGIC OBJECTIVE)
CAPACITY BUILDING
ICT PLAN AND GOVERNANCE
FRAMEWORK
Medium-term targets
INDICATORS
Human Resource Management Plan updated and
implemented annually
ICT plan and governance framework approved
REALIGNMENT OF
ORGANISATIONAL FUNCTIONS Number of reviews of Organisational Structures
AND STRUCTURE
2013/14
2014/15
2015/16
Updated and
implemented Human
Resource
Management Plan
Updated and
implemented Human
Resource
Management Plan
Updated and
implemented Human
Resource
Management Plan
March 2014
Full implementation
of phase one
Full implementation of
phase two
1
1
1
49
Office
Number of officials Office
Number of officials
Free State
18
Kwa-Mhlanga
2
Bethlehem
Eastern
Cape
4
North West
19
19
Rusternburg
4
Mthata
4
Northern Cape
17
Gauteng
31
Upington
4
Gauten-Pret
Western
Cape
4
KZN
25
27
Empangeni
4
4
Limpopo
19
19
Thohoyandou
4
George
Mpumalang
a
Head Office
121
50
Department
Posts
Salary level
1–6
93
Salary level
7 – 10
193
Salary level
11 – 12
30
Salary level
13 – 16
33
Total
349
51
Provinces
National Office
ADMINISTRATION
INVESTIGATION
LEGAL SUPPORT TOTAL
103
10
8
121
Gauteng
4
27
0
31
Gauteng- PTA
0
4
0
4
Free State
3
15
0
18
Bethlehem
1
3
0
4
North West
4
15
0
19
Rustenburg
1
3
0
4
Northern Cape
3
14
0
17
Upington
1
3
0
4
52
Provinces
ADMINISTRATION INVESTIGATIONS
LEGAL SUPPORT
TOTAL
Eastern Cape
2
17
0
19
Mthatha
1
3
0
4
Western Cape
4
23
0
27
George
1
3
0
4
KZN
3
22
0
25
Empangeni
1
3
0
4
Limpopo
3
16
0
19
Thohoyandou
1
3
0
4
Mpumalanga
3
16
0
19
Kwa- Mhlanga
0
2
0
2
349
53

PROGRAMME 3 STRAGEIC PRIORITIES
PROGRAMME 3
INVESTIGATION & INFORMATION
MANAGEMENT
IPID Strategic Plan 2013/18
and Annual Performance
Plan 2013/14
The National Development Plan (NDP) envisions that in 2030 people living in South Africa
feel safe at home, at school and at work and they enjoy community life free of fear. In line
with this vision the strategic outcome oriented goals of the IPID are linked to outcome 3
and 12, as identified and adopted by cabinet in January 2010.
In order for IPID to constructively contribute towards the stated goals in chapter 12 of the
NDP and the IPID ultimate outcome of “a police service that is trusted by the community
and operates in line with the Constitution”, the IPID has structured programme 3 in a way
that it can impact positively on the stated government priorities.
In the 2012/13 financial year IPID experienced an increase in the workload, this therefore
required the directorate to revise its strategy on the investigation of cases, but also
provide for strategies on pro active investigation of systemic corruption. The outputs in
this strategic plan will go a long way in supporting the NDP imperatives. The Directorate
has also started engagements with the SAPS and the Secretary for Police to improve on
SAPS compliance with regard to their obligations on recommendations made by IPID.
54
IPID Strategic Plan 2013/18
and Annual Performance
Plan 2013/14
Purpose: Programme 3 conducts investigations and coordinates investigative processes
through the development of investigative policy and strategic frameworks. It also manages
reporting on investigative performance and statistical information.
The programme will achieve the above through the following three sub programmes;
•
Investigations
This component manages and conducts investigations in line with the provisions of the IPID
Act, Regulations and Executive Director’s Guidelines. (Provincial Office are located within
this sub programme)
•
Information management
This component manages information and knowledge management services through the
development and maintenance of a case flow management system, a database and the
analysis and compilation of statistical information.
•
Provincial Coordination
This component develops investigative frameworks, norms and standards, and coordinate
implementation thereof
55
IPID Strategic Plan 2013/18
and Annual Performance
Plan 2013/14
Outcome (Strategic objective) : THE IPID PROCESSES CASES EFFICIENTLY
Outputs:
1.
Case Management System: A system for the registration, allocation, tracking,
management and reporting of investigations, the generation of reliable statistical
information and the provision of general business intelligence.
2.
Completed Investigations of cases in line with the provisions of the IPID Act, Regulations
and Executive Director Guidelines.
3.
Recommendation Reports to the SAPS regarding possible disciplinary steps and to the
Prosecuting Authorities regarding possible criminal prosecution.
4.
Feedback Reports to complainants, victims and referral authorities regarding the progress
and outcomes of investigations.
56
IPID STRATEGIC PLAN 2013/18
AND ANNUAL PERFORMANCE
PLAN 2013/14
Medium-term targets
OUTPUT
(STRATEGIC OBJECTIVE)
INDICATORS
1
Percentage of cases registered and
allocated within 72 hours of receipt
2
Number of statistical reports generated on
the number and type of cases
investigated, recommendations made and
the outcomes thereof
2013/14
2014/15
98% of cases received 98% of cases received
2015/16
98% of cases
received
CASE MANAGEMENT SYSTEM
18
18
18
57
IPID STRATEGIC PLAN 2013/18
AND ANNUAL PERFORMANCE
PLAN 2013/14
1
Percentage of investigations of deaths in police custody completed
within 90 days
Medium-term targets
2013/14
2014/15
2015/16
65% of
66% of
67% of
registered
registered
registered
cases
cases
cases
2
Percentage of investigations of deaths as a result of police action
completed within 90 days
65% of
registered
cases
66% of
registered
cases
67% of
registered
cases
3
Percentage of investigations of discharge of an official fire arm by a
police officer completed within 90 days
4
Percentage of investigations of rape by a police officer completed within
90 days
5
Percentage of investigations of rape while in police custody completed
within 90 days
6
Percentage of investigations of torture completed within 90 days
7
Percentage of investigations of assault completed within 90 days
8
Percentage of investigations of corruption completed within 90 days
55% of
registered
cases
55% of
registered
cases
55% of
registered
cases
50% of
registered
cases
50% of
registered
cases
55% of
registered
cases
56% of
registered
cases
56% of
registered
cases
56% of
registered
cases
51% of
registered
cases
51% of
registered
cases
56% of
registered
cases
57% of
registered
cases
57% of
registered
cases
57% of
registered
cases
52% of
registered
cases
52% of
registered
cases
57% of
registered
cases
OUTPUT
(STRATEGIC OBJECTIVE)
COMPLETED INVESTIGATIONS
INDICATORS
58
IPID STRATEGIC PLAN 2013/18
AND ANNUAL PERFORMANCE
PLAN 2013/14
OUTPUT
(STRATEGIC OBJECTIVE)
COMPLETED INVESTIGATIONS
INDICATORS
Medium-term targets
2013/14
2014/15
2015/16
9
Number of cases of systemic corruption identified for
possible investigation approval, within a financial year
18
18
18
10
Percentage of approved systemic corruption
investigations of torture completed within 12 months
20% of
approved cases
20% of
approved cases
20% of approved
cases
11
Percentage reduction of annual brought forward
investigations (excluding systemic corruption)
50% of annual
brought forward
investigations
50% of annual
brought forward
investigations
50% of annual
brought forward
investigations
12
Percentage by which backlog investigations are
reduced annually (excluding systemic corruption)
50% reduction
50% reduction
50% reduction of
of the backlog
of the backlog
the backlog cases
cases brought
cases brought
brought forward
forward from the forward from the
from the previous
previous
previous
financial year
financial year
financial year
8
IPID STRATEGIC PLAN 2013/18
AND ANNUAL PERFORMANCE
PLAN 2013/14
OUTPUT
(STRATEGIC OBJECTIVE)
INDICATORS
Medium-term targets
2013/14
2014/15
2015/16
100% of
100% of
relevant
100% of relevant
relevant
completed cases
completed
completed cases
cases
100% of
100% of relevant
100% of
relevant
completed cases
relevant
completed
completed cases
cases
1
Disciplinary recommendation reports referred to
SAPS/MPS within 30 days of completion of relevant
investigations
2
Criminal recommendation reports referred to NPA within
30 days of completion of relevant investigations
1
Feedback reports regarding the outcome of
investigations provided within 30 days of completion
thereof
100% completed
cases
100% completed 100% completed
cases
cases
2
Feedback reports regarding the outcome of
investigations provided within 30 days of closure thereof
100% of closed
cases
100% of closed
cases
RECOMMENDATION REPORTS
FEEDBACK REPORTS ON
INVESTIGATIONS
100% of closed
cases
59

PROGRAMME 4 STRATEGIC PRIORITIES
PROGRAMME 4
LEGAL SERVICES
IPID Strategic Plan 2013/18
and Annual Performance
Plan 2013/14
Legal Services play a very important role in supporting the core business of the
Directorate which is investigation of cases. This this end legal Services is structured in
such a way that its activities are geared towards providing general legal advise to the
Directorate over and above their important role of proving legal support to the core
business Investigations and Information Management.
Legal services is also strategically positioned in its supporting role to evaluate the quality
of recommendations that are made by Provincial Offices, to access the quality thereof
and whether they are legally sound to be implemented by our stakeholders i.e. the SAPS
and the DPP.
Legal Services valuable inputs into policies related to the Directorate’s operations will
ensure that the Directorate will avoid unnecessary litigation against the investigators.
60
IPID Strategic Plan 2013/18
and Annual Performance
Plan 2013/14
Purpose: Legal Services manages and facilitates the provision of investigation advisory
services and provide litigation advisory service.
The programme consist of the following components;
•
Legal and litigation advisory services
This component manages the Directorate’s legal obligations, coordinates civil and
labour litigation matters.
•
Investigation advisory services
The purpose of this component is to provide support during and after the completion
of investigations and the granting of policing powers to investigators. It provides legal
advice and guidance to investigators, and ensures that all cases that are forwarded
for prosecution comply with the requirements of the prosecution process.
61
IPID Strategic Plan 2013/18
and Annual Performance
Plan 2013/14
Outputs:
•
Management of the Directorate’s legal obligations, coordinates civil
and labour litigation matters
•
Legal advice and guidance to investigators during and after the
completion of investigations and the granting of policing powers to
investigators.
.
62
IPID STRATEGIC PLAN 2013/18
AND ANNUAL PERFORMANCE
PLAN 2013/14
OUTPUT
(STRATEGIC OBJECTIVE)
Management of the
Directorate’s legal
obligations, coordinates
civil and labour litigation
matters
INDICATORS
1
Percentage of contracts and service level agreements
finalised within 30 working days of request
2
Percentage of legal opinions provided to the directorate
within 21 working days of request
3
Percentage of policies reviewed for legal compliance within
21 working days of request
Medium-term targets
2013/14
2014/15
90% of contracts 90% of contracts
and SLA’s
and SLA’s
finalised
finalised
2015/16
90% of
contracts and
SLA’s finalised
90% of legal
opinions
provided
90% of legal
opinions
provided
90% of legal
opinions
provided
90% of policies
reviewed
90% of policies
reviewed
90% of policies
reviewed
63
IPID STRATEGIC PLAN 2013/18
AND ANNUAL PERFORMANCE
PLAN 2013/14
OUTPUT
(STRATEGIC OBJECTIVE)
Legal advice and
guidance to investigators
during and after the
completion of
investigations and the
granting of policing
powers to investigators.
INDICATORS
1
Number of practice notes and directives ( bulletin) produced
and issued
Percentage of legal advice provided to investigators within
2 24 hours followed by written advice within 48 hours of
request
3
Percentage of applications for policing powers processed
within 5 working days of request
Medium-term targets
2013/14
2014/15
2015/16
4
4
4
90% of legal
advice provided
90% of legal
advice provided
90% of legal
advice provided
100% of
applications
processed
100% of
applications
processed
100% of
applications
processed
64

CONCLUSION
CONCLUDING REMARKS
•
IPID is committed to fulfilling its policy & legislative
mandate
•
Change as a process
•
Support of the Portfolio Committee
•
Ready for the challenges ahead
65