Click to edit Master subtitle style Budget Vote and Strategic Plan Hearing 15 March 2011 Portfolio Committee on Police V119, Old Assembly Building Parliament, CAPE TOWN 9:30

1. Introduction by the Executive Director: Mr F Beukman 2. Financial Management: Ms L Cwele 3. Programme 1: Mr E Valoyi 4. Programme 2: Mr T Tshabalala 5. New Programme 2: Mr M Sesoko 6. Programme 3: Ms N Mbuli 7. New Programme 3: Mr T Leholo 8. Closure Index of Presentations 22

Click to edit Master subtitle style MR F BEUKMAN EXECUTIVE DIRECTOR INTRODUCTION

1. ICD STRATEGIC PLAN ICD ANNUAL PERFORMANCE PLAN ESTIMATES OF NATIONAL EXPENDITURE 2011 VOTE 23 Budget summary : MTEF Baseline – 2011/ 2014 Introduction by Executive Director Mr F Beukman /122012/132013/14 R R R

Aim The aim of the Independent Complaints Directorate (ICD) is 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 Overview New name, organisational structure and legislative framework Programme reorganisation Focus over the medium term Introduction by Executive Director (continue) 55

4. STRATEGIC OUTCOME-ORIENTED GOALS OF THE DIRECTORATE FOR Conduct effective and impartial investigations Combat corruption and systemic corruption within the SAPS and the municipal police services Cooperate with the civilian secretariat for the police service Develop and promote public awareness of the directorate’s functions Develop policy, reporting frameworks and standard operating procedures to regulate investigations Ensure corporate governance Ensure effective financial management Introduction by Executive Director (continue) 66

5. FOCUS AREAS Compliance to legislative prescripts, rules, regulations and policies Monitoring and evaluation of performance Case-flow management system Investigators training Implementation of the IPID Act and Regulations 6. CHALLENGES Introduction by Executive Director (continue) 77

7. PRIORITIES FOR ADJUSTMENT ESTIMATES October 2011 Appointment of 9 x Provincial Heads Establishment of Corporate Governance Unit Strengthening Executive Support Introduction by Executive Director (continue) 88

Click to edit Master subtitle style MS L CWELE CHIEF FINANCIAL OFFICER Financial Management

Budget Projections: Proposed Budgetary Baseline Allocations for the Medium Term Expenditure Framework (2011 – 2014) Budget Breakdown per Programme: 2011/12 – 2013/2014 Percentage increase of the baseline, per Programme: 2010/11 – 2013/14 Historic Comparison : Budgetary Breakdown and staff structure, per Programme (2010/11 and 2011/12) Index of Presentation

Per Economic Classification: Breakdown of allocation for the financial years – 2010/11 and 2011/12 Per Programme, per Economic Classification: Allocation breakdown for the financial years: 2010/11 and 2011/12 Budgetary increases: from 2006/07 to 2013/14 Conclusion Index of presentation (continue)

MTEF Baseline – 2011/ /122012/132013/14 R R R Proposed budgetary baseline allocations to the ICD for the Medium Term Expenditure Framework: The ICD Obtained the following budget allocations …

MTEF Baseline /2014 …which have been depicted in the following graph

We anticipate the allocation to be distributed amongst the Programmes as follows: MTEF 2011 / 2014 Budgetary breakdown per Programme 2011/12 R 2012/13 R 2013/14 R Programme Programme Programme Total

Breakdown per Programme of the budgetary baseline proposal for the 2011/12 to 2013/14 financial years

As you can see the expenditure is expected to increase over the MTEF period… MTEF 2011 / 2014 Percentage increase to the budgetary baseline, broken down per Programme 2010/112011/122012/132013/14 R (‘000) % % % Programme Programme Programme Total

…at a gradual increase rate of approximately 6% p.a

Below is a depiction of the breakdown of the proposed allocation and staff structure, per Programme… Budgetary breakdown and staff structure for the financial years 2010/11 and 2011/2012, per Programme 2010/ /2012 RPostsR Programme Programme Programme Total

Budgetary allocation per Economic Classification: 2009/10 and 2010/2011 If we look at the budget in terms of Economic Classifications: 2009/10 and 2010/11 Economic Classification2009/10 Budget R’ /11 Allocation R’000 % Increase Compensation of Employees Goods and services Departmental Agency (Transfer) Machinery and Equipment Total

Budgetary allocation per Programme, per Economic Classification: 2010/11 and 2011/2012 Allocation breakdown per Programme, per Economic Classification, for the financial years: 2010/11 and 2011/12 Programme /11 Allocation R’million 2011/12 Allocation R’million % Increase Compensation of Employees Goods and services Departmental Agency (Transfer)0.1 0 Machinery and Equipment Total for Programme Programme 2 Compensation of Employees Goods and services Departmental Agency (Transfer)--- Machinery and Equipment Total for Programme

Allocation breakdown per Programme, per Economic Classification, for the financial years: 2010/11 and 2011/12 (cont..) Programme 32010/11 Allocation R’million 2011/12 Allocation R’million % Increase Compensation of Employees Goods and services Departmental Agency (Transfer) --- Machinery and Equipment Total for Programme Grand Total (ICD)

BUDGETARY INCREASES: FROM 2006/2007 TO 2012/2013

Click to edit Master subtitle style MR E VALOYI PROGRAMME MANAGER PROGRAMME 1 Administration

Programme 1 Strategic Objective Programme 1 units Additional funded posts 2011/12 Medium term annual targets and indicators Conclusion Index of Presentation

Programme 1 Strategic Objective Strategic objective : TO PROVIDE OVERALL ACCOUNTABILITY AND STRATEGIC DIRECTION TO THE DIRECTORATE Objective statement: To ensure effective leadership, management, financial and administrative support to the directorate through the continuous refinement of organisational strategy and structure, in compliance with appropriate legislation and best practice. Baseline:Effective and functional units of the directorate

Human Resource Management and Development Services Financial Management, Supply Chain Management and Asset Management Auxiliary Services Information Communications and Technology Security Management Communication Ethics and Risk Management Internal Audit Executive Support Programme 1 units

Office Post Designation Salary Level National Office1x ASD Systems Control 9 National Office1x Accounts Clerk 4 National Office2x Internal Auditors 7 National Office1x Internal Audit Clerk 5 WC : George Satellite Office1x Principal Investigator 9 WC : George Satellite Office1x Senior Investigator 7 WC : George Satellite Office1x Case Analyst 5 WC : George Satellite Office1x Admin Clerk 5 TOTAL9 Additional funded posts 2011/12

SUB- PROGRAMME OUTPUTINDICATOR MEDIUM-TERM TARGETS 2011/122012/132013/14 INTERNAL AUDIT Evaluate the effectiveness of internal controls to ensure the department’s compliance with applicable prescripts Number of internal audit reviews conducted 16 CORPORATE GOVERNANCE Establish a corporate governance component which will be responsible for the constant monitoring, evaluation and reporting on strategic objectives Number of performance monitoring and evaluation reports submitted N/A (component yet to be established) 16 Timely identification and effective mitigation of risks in the department Number of risk management reports submitted 16 Encourage ethical behaviour by staff and prevent corruption and fraud within the department Number of ethics and integrity workshops held 10 Medium-term annual targets and indicators

Medium-term annual targets and indicators (continue) SUB-PROGRAMMEOUTPUTINDICATOR MEDIUM-TERM TARGETS 2011/122012/132013/14 CORPORATE MANAGEMENT SERVICES Ensure efficient management of the minimum information security standard and compliance with the security risk management policy Number of security audits conducted 10 Number of workshops on minimum information security standard and security risk management policy 10 Reduce vacancy rate by effectively administering the recruitment, selection and appointment of employees and develop and implement a retention policy to retain skilled personnel % vacancy rate10% Increase compliance with prescribed equity and employment of people with disabilities % of people with disabilities2% % females at senior- and top-management level 50%

Medium-term annual targets and indicators (continue) CORPORATE MANAGEMENT SERVICES (cont.) OUTPUTINDICATOR MEDIUM-TERM TARGETS 2011/122012/132013/14 Improve service delivery by revitalising the Batho Pele programme Number of updates of service- delivery improvement plan 111 Number of awareness sessions to monitor implementation of the service-delivery improvement plan 10 Develop, manage and ensure effective implementation of human resource and organisational policies and strategies % of policies evaluated and updated annually 70%80%90% Manage and monitor the training and skills development of employees, as well as learnership and internship programmes Number of skills development programmes implemented 60 training programmes coordinated and monitored % of interns in total staff complement 5% internships

Medium-term annual targets and indicators (continue) CORPORATE MANAGEMENT SERVICES – Administration (cont.) OUTPUTINDICATOR MEDIUM-TERM TARGETS 2011/122012/132013/14 Coordinate and facilitate employee health and wellness programmes and ensure compliance with occupational health and safety regulations Number of internal HIV/AIDS awareness campaigns conducted 10 Number of team-building sessions conducted 40 Promote discipline in the department % of disciplinary hearings finalised within 90 days 70% % of grievances finalised within 60 days 70%

Medium-term annual targets and indicators (continue) SUB-PROGRAMMEOUTPUTINDICATOR MEDIUM-TERM TARGETS 2011/122012/132013/14 Pending the promulgation of the IPID Act and the implementation of the new organisational structure, these strategic objectives, outcomes, indicators and targets will fall under the current programme 3: Information Management and Research Promote public awareness of the IPID role and services Number of community awareness and outreach campaigns Number of updates to departmental web site ongoing Establish efficient information systems to support strategic business objectives Develop effective and efficient information and communication technology (ICT) systems Revised and approved ICT operational plan AND Implement 15% of ICT operational plan Implement 35% of the ICT operational plan Implement 70% of the ICT operational plan

Click to edit Master subtitle style MR T TSHABALALA PROGRAMME MANAGER CURRENT PROGRAMME 2 Complaints Processing, Monitoring and Investigation

Index of Presentation Purpose Strategic objectives Medium-term annual targets and indicators pending the implementation of the IPID Act Transfer of functions

Current Programme 2 Purpose Purpose: Pending the promulgation of the IPID Act, the purpose of this programme is to:  Receive, register and process complaints  Investigate deaths in police custody or as a result of police action  Investigate and/or monitor complaints of police criminality and misconduct  Monitor the implementation of the Domestic Violence Act

Maintain the integrity of independent oversight by: Increasing the completion of investigated complaints from in 2007/8 to in 2013/14 Registering and allocating all new complaints within 48 hours Providing legal support within 24 hours and advisory services within 10 working days from the date of request Current Programme 2 Strategic objectives

Medium-term annual targets and indicators pending the promulgation of the IPID Act

All matters which relate to service delivery complaints of the SAPS will be transferred to the SAPS and where appropriate, the Civilian Secretariat for Police Service. The conducting of station audits and cell inspections in compliance with the Domestic Violence Act, will be transferred to the Civilian Secretariat for the Police Service Transfer of functions

Click to edit Master subtitle style MR M SESOKO PROVINCIAL HEAD: NORTH WEST NEW PROGRAMME 2 Investigation and Information management

Index of Presentation Purpose and structure Strategic objectives, indicators and targets (after promulgation of the IPID Act)

New Programme 2: Purpose and structure Purpose: Programme 2 will coordinate and facilitate the investigative process through the development of investigative policy and strategic frameworks that will guide and report on investigations. The programme will consist of the following sub-programmes: Sub-programme 1: Information management This sub-programme will manage information and knowledge-management services through the development and maintenance of a case database and the analysis and compilation of statistical information. Sub-programme 2: Policy development, strategic planning and provincial coordination This sub-programme will develop an investigation policy and coordinate strategic planning with provincial investigation standards

Strategic objectives, indicators and targets (after promulgation of IPID Act) STRATEGIC OBJECTIVE PROGRAMME PERFORMANCE INDICATOR Medium-term targets 2011/122012/132013/14 Provide reliable and accurate statistical information on the number and type of cases investigated, recommendations made and the outcomes thereof Number of statistical reports submitted on the number and type of cases investigated, recommendations made and the outcomes thereof 19 Register and allocate all new cases for investigations within 48 hours of receipt Percentage of complaints registered and allocated within 48 hours 95% (5 450) 95% (5 995) 95% (6 500) Generate recommendation reports for all investigations within 30 days of their completion Percentage of recommendation reports generated within 30 days after completion of investigations 100% (5 450) 100% (5 995) 100% (6 500)

Strategic objectives, indicators and targets (after promulgation of IPID Act) – continue STRATEGIC OBJECTIVE PROGRAMME PERFORMANCE INDICATOR Medium-term targets 2011/122012/132013/14 Investigate all reported cases prescribed in section 28 of the IPID Act in line with the norms and standards of investigative policy frameworks and procedures Percentage of investigations of deaths in custody and as a result of police action completed 65% (470) 70% (480) 70% (480) Percentage of investigations of discharge of an official firearm by a police officer completed 55% (no base line available) 60%65% Percentage of investigations of rape by a police officer completed 55% (no base line available) 60%65% Percentage of investigations of rape while in police custody completed 55% (no base line available) 60%65% Percentage of investigations of torture or assault completed 55% (no base line available) 60%65% Percentage of investigations of corruption and systemic corruption completed 55% (no base line available) 60%65%

Click to edit Master subtitle style MS N MBULI PROGRAMME MANAGER CURRENT PROGRAMME 3 Information Management and Research

Index of Presentation Purpose Strategic objectives, indicators and targets (pending promulgation of the IPID Act) Strategic priorities – Marketing and communication

Purpose: Pending the promulgation of the IPID Act, the purpose of this programme is to:  Manage all information needs  Conduct proactive research and various oversight activities  Manage all communication and marketing of activities and products to stakeholders. After the promulgation of the IPID Act, the current programme 3: information management and research will be subsumed into the new programme 1: administration and programme 2: investigation and information management. The research function will be transferred to the Civilian Secretariat for the Police Service Programme purpose

STRATEGIC OBJECTIVE PROGRAMME PERFORMANCE INDICATOR Medium-term targets 2011/122012/132013/14 Conduct oversight activities Number of community awareness and outreach programmes launched Conduct proactive research Number of research projects and recommendation reports compiled Strategic objectives, indicators and targets pending promulgation of the IPID Act This function will be transferred to the Civilian Secretariat for Police Service after the promulgation of the IPID Act

MARKETING AND COMMUNICATION To create awareness of the Directorate and its services to members of the public Increase the number of Community Awareness Programmes (especially in the rural areas) to reach specific targeted communities and numbers Respond promptly to media enquiries/community and regional radio stations Joining other government programmes such as Imbizo’s and 16 Days Campaign Strategic priorities 2011/12

Click to edit Master subtitle style MR T LEHOLO PROVINCIAL HEAD: WESTERN CAPE NEW PROGRAMME 3 Legal Services

Index of Presentation Purpose and structure Strategic objectives, indicators and targets (after promulgation of the IPID Act)

New Programme 3: Purpose and structure Purpose: Programme 3 will manage and facilitate the provision of investigation advisory services and provide legal and litigation advisory services. The programme will consist of the following sub-programmes: Sub-programme 1: Legal and litigation advisory services This sub-programme will manage the directorate’s legal obligations, coordinating civil and labour litigation matters and granting policing powers to investigators. Sub-programme 2: Investigation advisory services The purpose of this sub-programme will be to provide support during and after the completion of investigations. It will provide legal advice and guidance to investigators, and will ensure that all cases that are forwarded for prosecution comply with the requirements of the prosecution process

Strategic objectives, indicators and targets (after promulgation of IPID Act) STRATEGIC OBJECTIVEPROGRAMME PERFORMANCE INDICATOR Medium-term targets 2011/122012/132013/14 Effectively manage the department’s legal and contractual obligations % of contracts and service level agreements finalised within 21 days of request 80% Coordinate civil and labour litigation proceedings with the office of the State Attorney % of civil and labour proceedings finalised in coordination with the office of the State Attorney 60%65%70% Coordinate the granting of policing powers to investigators % of investigators granted with policing powers within three months of application 60%65%70% Provide legal advice and guidance to investigators and the department % of legal opinions provided to investigators within 24 hours of request 80%85%90% % of legal opinions provided to the department within 10 days of request 75%80%85%

Closure