PRESENTATION TO THE PORTFOLIO
COMMITTEE ON POLICE 20TH APRIL 2012
3/14/2016
SECRETARIAT
FORPOLICE
POLICE
SECRETARIAT OF
1
INTRODUCTION
• A departmental Strategic planning session for the Secretariat was
held on 5th to 6th December 2011. This was followed by another
session with sms members on 19th January 2012
• The 2011/12 APP and Strategic Plan was developed & submitted to
parliament last year, prior to the enactment of the Civilian
Secretariat Act for Police of 2011.
• The current 2012/13 APP & three year Strategic Plan was therefore
adjusted to be in line with the new Act.
3/14/2016
SECRETARIAT OF POLICE
2
IMPLEMENTATION OF ACT
•The Civilian Secretariat for Police Act of 2011 was legislated
and ascended to by the President in 2011.
• The process of the implementation of the Act will be:
Organizational structure approved by Minister and the Minister of
Public Services & Administration will be implemented
Processes, capacity and procedures for designated department to be
in place by December 2012
Civilian Secretariat for Police to become a designated department on
1 April 2013
Provincial secretariats to be established July 2013
3/14/2016
SECRETARIAT OF POLICE
3
SUB-PROGRAMME: OFFICE OF THE
SECRETARY FOR POLICE
Purpose:
PROVIDE EFFICIENT AND EFFECTIVE CIVILIAN SECRETARIAT TO SUPPORT AND ENHANCE
THE ROLE OF THE MINISTER.
STRATEGIC
OBJECTIVE
Outputs
An effective and
efficient
Secretariat able
to fulfill its
mandate
All systems and planning processes developed and effectively implemented:
• Strategic Plan and Annual Performance Plan developed and implemented
• Budget Aligned with APP and Strategic Plan
• Full implementation of Civilian Secretariat for Police Act
• Effective implementation of new organizational structure for the Secretariat
• Compliance with all prescripts reporting processes within Secretariat
• Performance management system in placed and effectively utilized
• Effective communication and alignment with Provinces
• Plans developed and implementation regarding special projects as determined by Minister
of Police
• Strategic & technical advise provided to the Minister of Police
• Effective implementation of communication strategy
• Timeous and accurate reports submitted to Minister of Police on areas of oversight and
policy
• Other government departments engaged through the JCPS cluster processes
3/14/2016
SECRETARIAT OF POLICE
4
CHIEF DIRECTORATE: PARTNERSHIPS
Purpose:
MANAGE AND ENCOURAGE NATIONAL DIALOGUE ON COMMUNITY SAFETY AND
CRIME PREVENTION.
STRATEGIC OBJECTIVE
Outputs
Effective collaborative
effort between
government and civil
society organizations on
crime prevention
•Working agreements with civics & police unions
•Established working groups arising from agreements
Facilitate the
participation of
communities in crime
prevention initiatives
•Effective implementation of Minister’s public participation programmes (including
working relationships with communities on crime prevention initiatives)
Facilitate roll- out of
CSF’s
•Working agreements in place with NWG, DevCom, Prov Secretariats, SALGA regarding
roll out of CSF’s
•Facilitation forums established in provinces for role out CSF’s
•Roll out of CSF’s monitored
•Launch joint anti-crime campaign
•Effective implementation of CPF policy guidelines in provinces
3/14/2016
SECRETARIAT OF POLICE
5
CHIEF DIRECTORATE: PARTNERSHIPS
STRATEGIC
OBJECTIVE
Outputs
Ensure a
collaborative
effort between
government and
private &
academic sector
on crime
prevention
•Anti-crime small business robberies strategy implemented in provinces
Implement special
projects as
directed by
Secretary
•Special Partnerships Projects implemented
•Agreements in place with regard to anti-crime initiatives
•Rural Safety strategy implementation
3/14/2016
SECRETARIAT OF POLICE
6
MONITORING & EVALUATION
Purpose:
To provide efficient and effective oversight over the SAPS through
monitoring and evaluation
Strategic Objective
Outputs
To monitor and evaluate the
performance and efficiency
of the South African Police
Service.
Police performance assessed through oversight visits and performance
management system:
•Consolidated monitoring reports
•Performance trends analysis
•SAPS Performance Management System review
SAPS budget utilization and resource allocation reviewed:
•Budget and expenditure review
•Effective utilization of resources allocated monitored (eg fleet management)
To monitor conduct,
integrity and transformation
of the South African Police
Service.
Police conduct and integrity assessed:
•SAPS Complaints Management Systems review
•Implementation of recommendations monitored (ICD, AG, SCOPA and
Parliament)
•SAPS training, recruitment & discipline management systems review
•SAPS Litigation management system review
3/14/2016
SECRETARIAT OF POLICE
7
MONITORING & EVALUATION
Strategic Objective
Outputs
To monitor compliance to
policing policy and
legislative mandates
Implementation of the Domestic Violence Act (DVA) monitored:
•DVA audits conducted
•DVA compliance reports to Parliament compiled
Implementation of the Firearms Control Act (FCA) monitored:
•Implementation of Firearms Management Systems assessed (internal & external
•Reporting on policy directives
Implementation of policy directive by Minister
•Implementation of policy directive by SAPS, monitored
To evaluate the
effectiveness and impact of
programmes implemented
by the South African Police
Service.
Programme evaluations completed:
•Ensure alignment & implementation of station review in all provinces & to be
able to prepare national reports on service delivery
•Evaluation on identified areas of HRD within SAPS (discipline, training &
recruitment)
•Evaluation of the National Inspectorate
3/14/2016
SECRETARIAT OF POLICE
8
MONITORING & EVALUATION
Strategic Objective
Outputs
To strengthen M&E capacity
M&E partnerships established and strengthened:
• Effective functioning of:
•Reference Group
•DVA compliance forum
•M&E Forum
• Effective M&E Technical teams established
Knowledge of oversight monitoring and evaluation increased:
•Training completed
To provide reliable, accurate
and timely information that will
inform organizational decisionmaking processes.
Integrated Information Systems developed and implemented:
•Data warehouse developed
•Databases for all M&E projects developed
•End-user training provided
•Data/Information backup administered
3/14/2016
SECRETARIAT OF POLICE
9
MONITORING & EVALUATION
Strategic Objective
Outputs
Implement special projects
as directed by Secretary
•Special Partnerships Projects implemented
3/14/2016
SECRETARIAT OF POLICE
10
CHIEF DIRECTORATE: POLICY
Purpose:
PROVIDE POLICY ADVICE AND RESEARCH SERVICES TO THE SECRETARY OF POLICE.
STRATEGIC
OBJECTIVE
Outputs
Develop and
implement a
research
programme on
policing, crime,
safety and
security issues
Conducted research into specific areas of policing:
• National Police Inspectorate,
•Specialized policing areas such as stock theft & gangsterism
•Use of technology in SAPS
•Implementation of SAPS Communication strategies (Nat Instructions & Standing Orders &
Regulations)
•SAPS Training & recruitment (picking issues that need further research for reports
completed 2011/12)
•Research to compliment the M&E (RAG findings)
•Conduct research to compliment M&E monitoring of detectives
•Conduct research in areas id by M&E &Partnership
•Provide Secretary with 2 reports a year on crime & policing trends
•Provide research into areas that need to be addressed in SAPS Act
3/14/2016
SECRETARIAT OF POLICE
11
CHIEF DIRECTORATE: POLICY
STRATEGIC
OBJECTIVE
Outputs
Provide policy
•Ensure a finalized and approved White Paper
advise on
policing issues to •Work with M&E unit in dev of litigation policies
the Secretary
•Develop policy on any other areas identified by Secretary
•Work with M&E on key issues based on recommendations
•Identify and develop policy on specific areas refer to in White Paper (Transformation
agenda)
Engage
stakeholders
with view of
improving
research
capacity within
the secretariat
•Continuously engage reference group established by the Secretary
•Set up forum where provinces are able to feed into research and policy being undertaken
•Set up forum with SAPS to feed into ongoing research and policy issues
3/14/2016
SECRETARIAT OF POLICE
12
CHIEF DIRECTORATE: POLICY
STRATEGIC
OBJECTIVE
Outputs
Position the
Secretariat as a
information hub
on issues of
policing to
enable
Secretariat to
improve quality
of research and
policy
Expand work of resource centre to include:
•collating all information relating to policing that is dealt with in parliament
• become repository of all research being conducted into policing in SA
•access historical research that is being done by SAPS or external role player
•access information on best practices into policing internationally
•act repository for all reports prepared by Secretariat
• provide the Chief Director, Secretary with current and historic info on specific areas of
policing as requested
• create platform for information sharing amongst different units of secretariat
• keep data base of all legislation, instructions and standing order with regard to policing
Provide strategic
research
support to the
Secretariat
•Conduct research into specific areas identified by Secretary
3/14/2016
SECRETARIAT OF POLICE
13
CHIEF DIRECTORATE: LEGISLATION
Purpose:
PROVIDE LEGISLATION SUPPORT SERVICES TO THE SECRETARY
STRATEGIC
OBJECTIVE
Outputs
To provide
effective
legislative
support to the
Secretary of
Police
•Establishment and implementation of Legislative Directorate within the Secretariat
•Legislation on the Review of the SAPS Act tabled in Parliament
•Regulations for the Civilian Secretariat for Police approved and implemented
•Shared service agreement with SAPS approved and implemented
•Approved and enacted South African Police Service Amendment Act 2012 (DPCI)
•Approval and enactment of Dangerous weapons Act of 2012
•Legislation on the Firearms Amendment Act placed before Parliament
3/14/2016
SECRETARIAT OF POLICE
14
SUB-PROGRAMME: HUMAN RESOURCE
MANAGEMENT & DEVELOPMENT
Purpose:
TO MANAGE THE PROVISION OF HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT
SERVICES.
STRATEGIC
OBJECTIVE
Outputs
Secretariat has
an effective
Human Resource
Management
and Services in
place
The following areas will be a priority:
• Implementation of the new organizational structure
•Effective HRM Plan implemented, including effective skills placement & development
•All HR policies developed, implemented & adhered to by staff
•HRM unit capacitated & ready to perform functions required by designated department by
Jan 2013
3/14/2016
SECRETARIAT OF POLICE
15
SUB-PROGRAMME
SUPPLY CHAIN MANAGEMENT
Purpose:
TO PROVIDE SUPPLY CHAIN MANAGEMENT SERVICES.
STRATEGIC
OBJECTIVE
Outputs
Sound corporate
governance and
robust supply
chain services and
asset management
in place within
Secretariat.
•Ensure all services are procured & implemented in accordance with government
prescripts
•Ensure Risk Management Plan & Processes in place
•Ensure Secretariat has the necessary procedures, processes, policies & systems in place
to be in full compliance with designated department by January 2013
•Review & sanitize supplier process & database for procurement
•Finalized Shared service Agreement with SAPS in place
3/14/2016
SECRETARIAT OF POLICE
16
SUB-PROGRAMME
FINANCIAL MANAGEMENT
Purpose:
TO PROVIDE FINANCIAL MANAGEMENT AND ACCOUNTING SERVICES
STRATEGIC
OBJECTIVE
Outputs
An efficient and
effective budget and
financial budget
management in line
with all financial
policies, prescripts
and legislation
•Upgraded Financial Management Systems in place
•Ensure Secretariat has the necessary procedures, processes, policies & systems in
place to be in full compliance with designated department by January 2013
3/14/2016
SECRETARIAT OF POLICE
17
SUB-PROGRAMME
AUXILIARY SERVICES
Purpose:
MANAGE THE PROVISION OF AUXILIARY SERVICES
STRATEGIC
OBJECTIVE
Outputs
An effective
Ensure Auxiliary Services function effectively by :
auxiliary services •An approved policy and file plan
which enable
the Secretariat
•An Updated registry and archive system
to meet its
mandate
•All Standards compliant with health and safety standards
3/14/2016
SECRETARIAT OF POLICE
18
Thank You
ENKOSI
DANKIE
3/14/2016
SECRETARIAT OF POLICE
19