Strategic Plan 2012/17 and Annual Performance Plan 2012/13 INDEPENDENT POLICE INVESTIGATIVE DIRECTORATE (IPID) 7 MAY 2013 BRIEFING TO THE SELECT COMMITTEE ON POLICE Parliament Strategic Plan 2013/18, Annual Performance Plan and Budget 2013/14

IPID S TRATEGIC P LAN 2013/18 AND A NNUAL P ERFORMANCE P LAN AND BUDGET 2013/14 PORTFOLIO COMMITTEE BRIEFING BY IPID (23 APRIL 2013) Overview On Strategic Direction and Priorities

P RESENTATION STRUCTURE INTRODUCTION PROGRESS : 2012/13 COMMITMENTS ENVIRONMENTAL FACTORS CHALLENGES & RISKS STRATEGIC PRIORITIES FOR 2013/18 CHANGES AND INSTITUTIONAL ARRANGMENTS ENE BUDGET ALLOCATIONS PROGRAMME 1: GOVERNANCE & STAKEHOLDER MANAGMENT PROGRAMME 2: CORPORATE SERVICES PROGRAMME 3: INVESTIGATIONS & INFORMATION MANAGEMENT PROGRAMME 4: LEGAL SERVICES CONCLUSION65

IPID S TRATEGIC P LAN 2013/18 AND A NNUAL P ERFORMANCE P LAN AND BUDGET 2013/14 PROGRESS: 2012/13 COMMITMENTS 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 S TRATEGIC P LAN 2013/18 AND A NNUAL P ERFORMANCE P LAN 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 S TRATEGIC P LAN 2013/18 AND A NNUAL P ERFORMANCE P LAN AND BUDGET 2013/14 ENVIRONMENTAL FACTORS 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 S TRATEGIC P LAN 2013/18 AND A NNUAL P ERFORMANCE P LAN AND BUDGET 2013/14 CHALLENGES & RISKS 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 S TRATEGIC P LAN 2013/18 AND A NNUAL P ERFORMANCE P LAN AND BUDGET 2013/14 STRATEGIC PRIORITIES FOR 2013/18 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 S TRATEGIC P LAN 2013/18 AND A NNUAL P ERFORMANCE P LAN AND BUDGET 2013/14

STRATEGIC OUTCOME-ORIENTED GOALS FOR 2013/18 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 S TRATEGIC P LAN 2013/18 AND A NNUAL P ERFORMANCE P LAN AND BUDGET 2013/14 IMMEDIATE OUTCOME 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. 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. INTERMEDIATE OUTCOME 1: THE IPID IS A STRONG, INDEPENDENT OVERSIGHT BODY 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. INTERMEDIATE OUTCOME 2: THE POLICE SERVICE IS RESPONSIVE TO IPID RECOMMENDATIONS 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 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. IMMEDIATE OUTCOME 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. 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. IMMEDIATE OUTCOME

IPID STRATEGIC PLAN 2013/18 & ANNUAL PERFORMANCE PLAN ANDBUDGET 2013/14 CHANGES & INSTITUTIONALARRANGEMENTS 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 S TRATEGIC P LAN 2013/18 AND A NNUAL P ERFORMANCE P LAN AND BUDGET 2013/14 PREVIOUS (2012/13) PROGRAMMES 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 S TRATEGIC P LAN 2013/18 AND A NNUAL P ERFORMANCE P LAN AND BUDGET 2013/14 NEW (2013/14) 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 S TRATEGIC P LAN 2013/18 AND A NNUAL P ERFORMANCE P LAN AND BUDGET 2013/14 PROGRAMME 1: GOVERNANCE & STAKEHOLDER MANAGEMENT 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 S TRATEGIC P LAN 2013/18 AND A NNUAL P ERFORMANCE P LAN AND BUDGET 2013/14 PROGRAMME 2: CORPORATE SERVICES 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 S TRATEGIC P LAN 2013/18 AND A NNUAL P ERFORMANCE P LAN AND BUDGET 2013/14 PROGRAMME 3: INVESTIGATION AND INFORMATION MANAGEMENT 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 S TRATEGIC P LAN 2013/18 AND A NNUAL P ERFORMANCE P LAN AND BUDGET 2013/14 PROGRAMME 4: LEGAL SERVICES 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 S TRATEGIC P LAN 2013/18 AND A NNUAL P ERFORMANCE P LAN AND BUDGET 2013/14 SUPPORTING PRESENTATIONS ENE BUDGET ALLOCATIONS

Budget 2013/14 21

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 2013/14

23 Budget 2013/14

24 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 the justice, crime prevention and security cluster Fighting corruption in order to contribute to a capable state Deterrent against crime

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 Budget 2013/14

26 Budget 2013/14 MTEF Baseline 2013/16 R million2013/142014/152015/16 Administration Investigation and Information Management Legal Services Total

27 Budget 2013/14 Summary IPID Compensation of EmployeesGoods & Services Departmental Agencies Machinery & EquipmentTOTAL Administration Investigation & Information Management Legal Services TOTAL

28 Budget 2013/14 Purpose Provide the overall management of the Independent Police Investigative Directorate and support services, including strategic support to the directorate. PROGRAMME /13 Allocation R’million 2013/14 Allocation R’million Increase / (Decrease) Compensation of Employees % Goods and services (6%) Departmental Agencies (Transfers) Machinery and Equipment (18%) Total for Programme %

29 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 PROGRAMME /13 Allocation R’million 2013/14 Allocation R’million Increase/ (Decrease) Department Management % Corporate Services (1%) Office Accommodation % Internal Audit % Finance Administration (3%) Total for Programme %

30 Budget 2013/14 PROGRAMME 1 Compensation of Employees R Goods & Services R Departmental Agencies R Machinery & Equipment R TOTAL R Department Management Corporate Services Office Accommodation Internal Audit Finance Administration Total for Programme

31 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. PROGRAMME /13 Allocation R’million 2013/14 Allocation R’million Increase/ (Decrease) Compensation of Employees % Goods and services (10%) Machinery and Equipment (62%) Total for Programme %

32 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 PROGRAMME /13 Allocation R’million 2013/14 Allocation R’million Increase/ (Decrease) Investigation Management % Information Management % Policy Development and Provincial Coordination (19%) Total for Programme %

33 Budget 2013/14 PROGRAMME 2 Compensation of Employees R Goods & Services R Departmental Agencies R Machinery & Equipment R TOTAL R Investigation Management Information Management Policy Development and Provincial Coordination Total for Programme

34 Budget 2013/14 Purpose Manage and facilitate the provision of investigation advisory services, and provide legal and litigation advisory services. PROGRAMME /13 Allocation R’million 2013/14 Allocation R’million Increase/ (Decrease) Compensation of Employees (24%) Goods and services % Machinery and Equipment Total for Programme (20%)

35 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 PROGRAMME /13 Allocation R’million 2013/14 Allocation R’million Increase/ (Decrease) Legal Support Investigation Advisory Services 4.23(28%) Total for Programme (20%)

36 Budget 2013/14 PROGRAMME 2 Compensation of Employees R Goods & Services R Departmental Agencies R Machinery & Equipment R TOTAL R Legal Support Investigation Advisory Services TOTAL

 PROGRAMME 1 STRATEGIC PRIORITIES PROGRAMME 1 GOVERNANCE AND STAKEHOLDER MANAGEMENT

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 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 sub- programmes: 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 IPID Strategic Plan 2013/18 and Annual Performance Plan 2013/14

OUTPUT (STRATEGIC OBJECTIVE) INDICATORS 2013/142014/152015/16 PUBLIC AWARENESS CAMAPIGN 1 Number of Media Statements IPID Strategic Plan 2013/18 and Annual Performance Plan 2013/14 STAKEHOLDER MANAGEMENT 2 Number of formal engagements with key stakeholders Number of formal engagements at Provincial level with key stakeholder 108

43 MEDIUM-TERM TARGETS FOR PROGRAMME 1 OUTPUT (STRATEGIC OBJECTIVE) INDICATORS Medium-term targets 2013/142014/152015/16 UP TO DATE POLICIES AND GUIDELINES 4 Percentage of policies reviewed 70% PERFORMANCE MANAGEMENT SYSTEM 5 Number of performance monitoring and evaluation reports submitted to ensure attainment of strategic objectives 13 6 Number of financial and strategic reports submitted within the prescribed dates for reporting 21

PERFORMANCE INDICATORS Quarterly Targets 1st2nd 3rd4th 1 Number of formal media statements15 2 Number of formal engagements with key stakeholders Number of formal engagements at the provincial level27 4 Percentage of identified policies reviewed70% 5 Number of performance monitoring and evaluation reports submitted to ensure attainment of strategic objectives Financial and strategic reports submitted within the prescribed dates for reporting IPID Strategic Plan 2013/18 and Annual Performance Plan 2013/14

 PROGRAMME 2 STRATEGIC PRIORITIES PROGRAMME 2 CORPORATE SERVICES

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

OUTPUT (STRATEGIC OBJECTIVE) INDICATORS Medium-term targets 2013/142014/152015/16 Public Awareness Campaigns1 Number of community outreach events conducted annually IPID S TRATEGIC P LAN 2013/18 AND A NNUAL P ERFORMANCE P LAN 2013/14

OUTPUT (STRATEGIC OBJECTIVE) INDICATORS Medium-term targets 2013/142014/152015/16 PERFORMANCE MANAGEMENT SYSTEM % vacancy rate Below 10% % females at senior management level 50% % of staff complement consisting of people with disabilities 2% 48 IPID S TRATEGIC P LAN 2013/18 AND A NNUAL P ERFORMANCE P LAN 2013/14

OUTPUT (STRATEGIC OBJECTIVE) INDICATORS Medium-term targets 2013/142014/152015/16 CAPACITY BUILDING Human Resource Management Plan updated and implemented annually Updated and implemented Human Resource Management Plan 49 IPID S TRATEGIC P LAN 2013/18 AND A NNUAL P ERFORMANCE P LAN 2013/14 ICT PLAN AND GOVERNANCE FRAMEWORK ICT plan and governance framework approved March 2014 Full implementation of phase one Full implementation of phase two REALIGNMENT OF ORGANISATIONAL FUNCTIONS AND STRUCTURE Number of reviews of Organisational Structures 111

OfficeNumber of officialsOfficeNumber of officials Free State 18 Kwa-Mhlanga 2 Bethlehem 4 North West 19 Eastern Cape 19 Rusternburg 4 Mthata 4 Northern Cape 17 Gauteng 31 Upington 4 Gauten-Pret 4 KZN 25 Western Cape 27 Empangeni 4 George 4 Limpopo19 Mpumalang a 19 Thohoyandou 4 Head Office

Department Posts Salary level 1 – 693 Salary level 7 – Salary level 11 – Salary level 13 – Total

ProvincesADMINISTRATIONINVESTIGATIONLEGAL SUPPORTTOTAL National Office Gauteng Gauteng- PTA0404 Free State Bethlehem1304 North West Rustenburg1304 Northern Cape Upington

ProvincesADMINISTRATIONINVESTIGATIONSLEGAL SUPPORTTOTAL Eastern Cape Mthatha1304 Western Cape George1304 KZN Empangeni1304 Limpopo Thohoyandou1304 Mpumalanga Kwa- Mhlanga

 PROGRAMME 3 STRAGEIC PRIORITIES PROGRAMME 3 INVESTIGATION & INFORMATION MANAGEMENT

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 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

OUTPUT (STRATEGIC OBJECTIVE) INDICATORS Medium-term targets 2013/142014/152015/16 CASE MANAGEMENT SYSTEM 1 Percentage of cases registered and allocated within 72 hours of receipt 98% of cases received 2 Number of statistical reports generated on the number and type of cases investigated, recommendations made and the outcomes thereof IPID S TRATEGIC P LAN 2013/18 AND A NNUAL P ERFORMANCE P LAN 2013/14

OUTPUT (STRATEGIC OBJECTIVE) INDICATORS Medium-term targets 2013/142014/152015/16 COMPLETED INVESTIGATIONS 1 Percentage of investigations of deaths in police custody completed within 90 days 65% of registered cases 66% of registered cases 67% of registered 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 55% of registered cases 56% of registered cases 57% of registered cases 4 Percentage of investigations of rape by a police officer completed within 90 days 55% of registered cases 56% of registered cases 57% of registered cases 5 Percentage of investigations of rape while in police custody completed within 90 days 55% of registered cases 56% of registered cases 57% of registered cases 6 Percentage of investigations of torture completed within 90 days 50% of registered cases 51% of registered cases 52% of registered cases 7 Percentage of investigations of assault completed within 90 days 50% of registered cases 51% of registered cases 52% of registered cases 8 Percentage of investigations of corruption completed within 90 days 55% of registered cases 56% of registered cases 57% of registered cases 58 IPID S TRATEGIC P LAN 2013/18 AND A NNUAL P ERFORMANCE P LAN 2013/14

OUTPUT (STRATEGIC OBJECTIVE) INDICATORS Medium-term targets 2013/142014/152015/16 COMPLETED INVESTIGATIONS 9 Number of cases of systemic corruption identified for possible investigation approval, within a financial year Percentage of approved systemic corruption investigations of torture completed within 12 months 20% of approved cases 11 Percentage reduction of annual brought forward investigations (excluding systemic corruption) 50% of annual brought forward investigations 12 Percentage by which backlog investigations are reduced annually (excluding systemic corruption) 50% reduction of the backlog cases brought forward from the previous financial year 8 IPID S TRATEGIC P LAN 2013/18 AND A NNUAL P ERFORMANCE P LAN 2013/14

OUTPUT (STRATEGIC OBJECTIVE) INDICATORS Medium-term targets 2013/142014/152015/16 RECOMMENDATION REPORTS 1 Disciplinary recommendation reports referred to SAPS/MPS within 30 days of completion of relevant investigations 100% of relevant completed cases 2 Criminal recommendation reports referred to NPA within 30 days of completion of relevant investigations 100% of relevant completed cases FEEDBACK REPORTS ON INVESTIGATIONS 1 Feedback reports regarding the outcome of investigations provided within 30 days of completion thereof 100% completed cases 2 Feedback reports regarding the outcome of investigations provided within 30 days of closure thereof 100% of closed cases 59 IPID S TRATEGIC P LAN 2013/18 AND A NNUAL P ERFORMANCE P LAN 2013/14

 PROGRAMME 4 STRATEGIC PRIORITIES PROGRAMME 4 LEGAL SERVICES

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) INDICATORS Medium-term targets 2013/142014/152015/16 Management of the Directorate’s legal obligations, coordinates civil and labour litigation matters 1 Percentage of contracts and service level agreements finalised within 30 working days of request 90% of contracts and SLA’s finalised 2 Percentage of legal opinions provided to the directorate within 21 working days of request 90% of legal opinions provided 3 Percentage of policies reviewed for legal compliance within 21 working days of request 90% of policies reviewed 63 IPID S TRATEGIC P LAN 2013/18 AND A NNUAL P ERFORMANCE P LAN 2013/14

OUTPUT (STRATEGIC OBJECTIVE) INDICATORS Medium-term targets 2013/142014/152015/16 Legal advice and guidance to investigators during and after the completion of investigations and the granting of policing powers to investigators. 1 Number of practice notes and directives ( bulletin) produced and issued Percentage of legal advice provided to investigators within 24 hours followed by written advice within 48 hours of request 90% of legal advice provided 3 Percentage of applications for policing powers processed within 5 working days of request 100% of applications processed 64 IPID S TRATEGIC P LAN 2013/18 AND A NNUAL P ERFORMANCE P LAN 2013/14

 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