1. Independent Police Investigative Directorate (IPID)
PORTFOLIO COMMITTEE ON POLICE PRESENTATION ON THE ANNUAL REPORT 2014/15
Independent Police Investigative Directorate (IPID)
Date: 15 October 2015
Venue: Room V475, Old Assembly- Parliament
Time: 13h00-17h00

2. OUTLINE OF THE PRESENTATION
1. Acting Executive Director’s Overview
IPID’s Annual Financial Statements 2014/15
3. Overview of 2014/15 Non-Financial
Performance
3.1 Programme 1: Administration
3.2 Programme 2: Investigation and Information
Management
3.3 Programme 3: Legal Services
Programme 4: Compliance Monitoring and
Stakeholder Management
4. Closing Remarks by the Acting Executive Director

3. 1. ACTING EXECUTIVE DIRECTOR’S OVERVIEW (1)
Financial Performance
(i) Unqualified Audit opinion
(ii) 99% budget expenditure
(b) Non-financial performance
The reported overall performance is not satisfactory.
One of the contributing factors is our focus on measuring efficiency over effectiveness.
A slight improvement in overall achievement of targets from 27% in 2013/14 to 44% in 2014/15.
However, some of the key highlights include:
Realignment of the organisational functions and structure;
The provision of oral legal advice to investigators during and after investigations; and,
Vigorous stakeholder engagements.

4. 1. ACTING EXECUTIVE DIRECTOR’S OVERVIEW (2)
(c) Programme 2 performance presents two perspectives:
“Efficiency” and “Effectiveness”
“Efficiency”- the “within 90 days” clause evident in the indicators and targets resulting in underperformance.
“Effectiveness”- evident in the higher percentages
associated with achievement of some targets at the
end of the financial year but not necessarily within 90
days. Please refer to the column for “Comments on
deviations” in Programme 2.

5. 1. ACTING EXECUTIVE DIRECTORS’ OVERVIEW (3)
(d) Comparative analysis of case management indicates :
An increase in overall case intake of 2% from 5 745
(2013/14) to (2014/15).
A decline in completion of cases from 58% in 2013/14 to 48% in 2014/15.
A decrease in criminal convictions of 30% from 83
number (2013/14) to 58 (2014/15).
(iv) An increase in disciplinary convictions of 45% from
138 (2013/14) to 200 (2014/15).

6. 1. ACTING EXECUTIVE DIRECTOR’ S OVERVIEW (4)
Some of the notable/ high profile cases dealt within the
period under review include:
(i) The Investigation of the “Rendition” case
Status: Still with NDPP for decision.
(ii) The re-investigation of the “Panday” matter
(iii) The Investigation of the National Commissioner
Outcome: NDPP declined prosecution.
(iv) The Mpumalanga Pilgrims Rest Investigation
Outcome: Convicted on 3 counts and sentenced to 15 years imprisonment.
(v) The Free State “Rambo Squad” Investigation
Status: The matter has been remanded to 16 & 17 November for further trial.

7. 1. ACTING EXECUTIVE DIRECTOR’S OVERVIEW (5)
Lastly, the implications of the Farlam Commission’s
recommendations on IPID’s mandate
(i) Implementation Plan
Establishment of the Marikana Task Team
Staffing and Resourcing of IPID

8. 2. IPID’s Annual Financial Statements 2014/15
Presented By Mr P Setshedi
Acting Chief Financial Officer

9. (i) Modified Cash Standard prescribed by National Treasury and
2. IPID’S ANNUAL FINANCIAL STATEMENTS 2014/15
Basis of preparation:
(i) Modified Cash Standard prescribed by National Treasury and
the requirements of the Public Finance Management Act
(PFMA).
(b) Reliability of information presented:
(i) Unqualified audit opinion obtained.
(c) Key components of AFS:
(i) Statement of Financial Performance – Revenue and
Expenditure.
Statement of Financial Position – Current Assets and
Liabilities.
(iii) Cash Flow Statement – Cash Flow Management.
Appropriation Statement – Detailed Expenditure against
Budget.
(v) Supporting Notes, Disclosure notes and Annexures.

10. 2.1 STATEMENT OF FINANCIAL PERFORMANCE
Note
2014/15
2013/14
R'000
REVENUE
Annual appropriation 1
234 719
Departmental revenue 2
706
321
TOTAL REVENUE
235 425
EXPENDITURE
Current expenditure
Compensation of employees 3
119 519
Goods and services 4
96 315
83 861
Total current expenditure
215 834
Transfers and subsidies 6
704
287
Total transfers and subsidies
Expenditure for capital assets
Tangible assets 7
15 857
3 926
Total expenditure for capital assets
Payments for financial assets 5 9 29
TOTAL EXPENDITURE
232 404
SURPLUS/(DEFICIT) FOR THE YEAR
3 021
24 171
Reconciliation of Net Surplus/(Deficit) for the year
Voted funds
2 315
23 850
Annual appropriation
2 315
Departmental revenue and NRF Receipts 2
706
321
SURPLUS/(DEFICIT) FOR THE YEAR
3 021
24 171

11. 2.2 STATEMENT OF FINANCIAL POSITION
Note
2014/15
2013/14
R'000
ASSETS
Current assets
1 427
24 069
Unauthorised expenditure 8
891
Cash and cash equivalents 9 -
22 894
Prepayments and advances 10
522 23
Receivables 11 14
261
Non-current assets 86
TOTAL ASSETS
1 513
LIABILITIES
Current liabilities
Voted funds to be surrendered to the Revenue Fund 12
(2 840)
23 850
Departmental revenue and NRF Receipts to be surrendered to the Revenue Fund 13 7
Bank Overdraft
1 285
Payables 15
3 061
208
TOTAL LIABILITIES
NET ASSETS

12. 2.3 CASH FLOW STATEMENT R'000 R’000
Note
2014/15
2013/14
R'000
R’000
CASH FLOWS FROM OPERATING ACTIVITIES
Receipts
230 270
Annual appropriated funds received
1.1
229 564
Departmental revenue received 2
690
310
Interest received
2.2 16 11
Net (increase)/decrease in working capital
2 515
(1)
Surrendered to Revenue Fund
(24 560)
(26 751)
Current payments
(215 834)
(188 899)
Payments for financial assets
(9)
(29)
Transfers and subsidies paid
(704)
(287)
Net cash flow available from operating activities
(8 322)
1 345
CASH FLOWS FROM INVESTING ACTIVITIES
Payments for capital assets 7
(15 857)
(3 926)
Net cash flows from investing activities
Net increase/(decrease) in cash and cash equivalents
(24 179)
(2 581)
Cash and cash equivalents at beginning of period
22 894
25 475
Cash and cash equivalents at end of period 17
(1 285)
22 894

13. Adjusted Appropriation Expenditure as % of final appropriation
2.4 APPROPRIATION STATEMENT
Appropriation per programme
2014/15
2013/14
Adjusted Appropriation
Shifting of Funds
Virement
Final Appropriation
Actual Expenditure
Variance
Expenditure as % of final appropriation
R'000 %
Programme
1. Administration
78 338 -
78 257 81
99.9%
89 050
85 592
2. Investigation and Information Management 6
100.0%
3. Legal Services
5 355
(32)
5 323
3 247
2 076
61.0%
4 450
3 306
4. Compliance Monitoring and Stakeholder Management
3 553 32
3 585
3 433
152
95.8%
2 249
Subtotal
2 315
99.0%
Reconciliation with statement of financial performance
ADD
Departmental receipts
706
321
Actual amounts per statement of financial performance (total revenue)
Actual amounts per statement of financial performance (total expenditure)
232 404

14. Adjuste d Appropr iation Expendit ure as % of final appropria tion
2.4 APPROPRIATION STATEMENT : Cont…
Appropriation per economic classification
2014/15
2013/14
Adjuste d Appropr iation
Shifting of Funds
Virement
Final Appropria tion
Actual Expenditur e
Variance
Expendit ure as % of final appropria tion
Actual expenditu re
R'000 %
Compensation of employees
137 007
(15 420) -
121 587
119 519
2 068
98.3%
127 073
105 038
Goods and services
93 079
3 353
96 432
96 315
117
99.9%
85 130
83 861
Transfers and subsidies
707
131
838
704
134
84.0%
423
287
Payments for capital assets
3 926
11 927
15 853
15 857
(4)
100.0%
4 336
Payments for financial assets 9 29
Total
2 315
99.0%

15. 2.5 FINANCIAL YEAR 2014/15: SPENDING TRENDS
(a) The overall spending performance for the period ending March 2015 is
99% which is an improvement as compare to 89% in the prior financial
year (2013/14).
(b) In total the Directorate, reported 1% under spending mainly in
Programme 3: Legal Services due to delay in filling of the funded
vacancies which includes the Programme Manager, however the
positions were subsequently filled.
(c) 62% of the total budget allocation was allocated to Programme 2:
Investigation and Information Management.
Although the bulk of the expenditure was reported in last quarter of the year under review, intervention by Management to improve the spending trend has made a positive contribution on the overall spending patterns of the Programmes.

16. 2.5 FINANCIAL YEAR 2014/15: SPENDING TRENDS: Cont..
(e) The bulk procurement that was planned mainly to address the
unavailability of investigative equipment which in some cases affected
the work of the investigators was successfully implemented.
(f) The Department is certain that the procurement of machinery and
equipment has been addressed adequately hence the current year`s
allocation was reallocated to Compensation of employees in order to
strengthen the investigative capacity.
(g) Various mechanisms including spending plans with target dates were
effectively implemented subsequent to the appointment of key
responsibility managers including nine Provincial Heads.
(h) The process of filling the mentioned key positions was concluded in the
middle of the financial year hence full implementation of operational
plans including the bulk of procurement happened towards the end of
the year following various consultation processes.

17. 2.6 OTHER KEY DISCLOSURE AREAS
Virement:
(i) For the year under review, the Directorate only prepared and
implemented a virement for an amount of R that was
approved by the Acting Executive Director from Programme 3: Legal
Services, compensation of employees to Programme 4: Compliance
Monitoring and Stakeholder Management in the same economic
classification to address the reported shortfall as a result of
correction of personnel linking codes.
(b) Unauthorized Expenditure:
(i) The Directorate did not incur unauthorised expenditure in the year
under audit.
(ii) The reported amount in our books is made of the prior`s over
expenditure by Programme 2 and 3 in the financial year 2008/09
and 2005/06 respectively. At the reporting date the approval for
authorization was not yet granted.
(iii)Engagements with National Treasury have made progress in
addressing the reported amount.

18. 2.6 OTHER KEY DISCLOSURE AREAS: Cont…
(c) Irregular Expenditure
(i) There was an amount of R raised in the current financial
year related to the use of prohibited service providers.
(ii) The referred service providers have since been removed from the
Directorate Supplier` database to avoid the reoccurrence.
(d) Fruitless and wasteful expenditure
(i) The Directorate, in the financial year under review, incurred an
amount of R interest in various Telkom monthly payment
transactions.
(ii) here was also an over payment identified due to
miscalculation of VAT on a supplier’s invoice.
(iii) The identified amounts were reported in the Directorate ‘fruitless &
wasteful expenditure register for further internal investigation to
determine the cause and the required action.

19. 2.7 EVENTS AFTER REPORTING DATE
The following non-adjusting subsequent events occurred after the reporting date (31 March 2014):
Subsequent to the appointment of the Acting Executive Director
in 24 March 2015, various policies were approved in April and
May 2015 for implementation.
(b) The appointment and assumption of duties by Programme
Manager Legal Services and Programme Manager Compliance
Monitoring and Stakeholder Management on the 1st April 2015
and 1st May 2015 respectively.
(c) The Programme Manager: Investigation and Information
Management and Provincial Head for Limpopo were both put on
precautionary suspension with effect from the 22nd May 2015.

20. 2.8 KEY AUDITOR GENERAL OBSERVATIONS
(a) Audit Opinion:
(i) Unqualified audit opinion obtained;
(ii) “In my opinion, the financial statements present fairly, in all
material respects, the financial position of the IPID as at 31
March 2015, and its financial performance and cash flows for
the year then ended in accordance with the Modified Cash
Standard of the PFMA.”
(b) Reliability of reported performance information:
(i) The AGSA did not identify any material findings on the
usefulness and reliability of the reported performance
information.
(c) Reported Internal Control & Non-compliance
(i) Lack of independent review of AFS by Internal Audit;
(ii) Material adjustments to financial statements;
(iii) 30 days payment of invoices.

21. 2.8 KEY AUDITOR GENERAL OBSERVATIONS: Cont…
(d) Unqualified audit opinion obtained:
The Directorate acknowledged the matters emphasized by Office of the Auditor General which are pretty much the same as those raised in the previous financial year audit.
This confirmed that our efforts to address the reported matters were not enough hence the strategy was reviewed.

22. 2.9 INTERVENTION/INTERNAL CONTROL MEASURES
The appointment of Director Internal Audit and other Audit
practitioners in order to capacitate the Internal Audit
Component;
Development of Suppliers’ payment strategy with an intention of
centralizing the invoices for better management and control;
Full implementation of system generated orders for procurement
of goods and service;
(d) Presentation of Monthly and quarterly Expenditure Report
highlighting over/under expenditure to the Management
Committee meetings to evaluate the spending trends.

23. Non-Financial Performance
3. Overview of IPID’s
Non-Financial Performance
2014/15

24. Programme 1: Administration
Presented By Mr V Sibanyoni
Acting Chief Director: Corporate Services

25. PROGRAMME 1: ADMINISTRATION
3.1 Key Achievements
PROGRAMME 1: ADMINISTRATION
(a) Approved Retention Policy (b) Approved Career Management Strategy

26. PROGRAMME 1: ADMINISTRATION
3.1.1 Performance Information 2014/15
PROGRAMME 1: ADMINISTRATION
Performance Indicator
Actual Achievement
2013/14
Planned Target
2014/15
Actual Achievement 2014/15
Deviation from planned target
Comments
Number of media statements released annually 59 40 42 2
Target exceeded
Number of responses to media enquiries released annually
743
120
353
233
Number of performance monitoring and evaluation reports submitted to ensure attainment of strategic objectives 13 14 1
Number of financial and strategic reports submitted for reporting 15 22 -
Target achieved
% vacancy rate
12%
Below 10%
18%
-8%
Target not achieved

27. PROGRAMME 1: ADMINISTRATION
3.1.1 Performance Information 2014/15 cont…
PROGRAMME 1: ADMINISTRATION
Performance Indicator
Actual Achievement
2013/14
Planned Target
2014/15
Actual Achievement 2014/15
Deviation from planned target
Comments
% female at senior management level
36%
50%
45.4%
-4.5%
Target not achieved
% staff complement consisting of people with disabilities
0.86% 2%
1.5%
-0.5%
Approved Retention Policy
New Indicator 1 -
Target achieved
Develop ICT Plan
Plan developed but not yet approved
LAN Refresh & upgrade project done at Head office
LAN Refresh & upgrade project done at Head Office

28. PROGRAMME 1: ADMINISTRATION
3.1.1 Performance Information 2014/15 cont…
PROGRAMME 1: ADMINISTRATION
Performance Indicator
Actual Achievement 2013/14
Planned Target
2014/15
Actual Achievement
Deviation from planned target- 2014/15
Comments
Produce ICT governance quarterly reports
New indicator 4 -
Target achieved
Number of reviews of organizational structure 1
Number of environmental assessments conducted
New Indicator 10
Strategies to overcome areas of under-performance
Development of “Recruitment Plan” to address the problem of
high vacancy rate with the aim of keeping it below 10%
Future plans include implementation of the approved “Retention Strategy” and “Career Management Strategy”.
Implementation of “Employment Equity Plan” for gender equity
and representation of people with disability in line with
statutory requirements

29. Programme 2: Investigations and Information Management
Presented By Mr T Kgomo
Acting Chief Director: Investigations & Information Management

30. PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT
3.2 Performance Information: 2014/15
Performance Indicator
Actual Achievement 2013/14
Planned Target
2014/15
Actual Achievement
Deviation from planned target
Comments on measure of efficiency
Percentage of cases allocated within 72 hours of receipt
87%
98% of cases received
73%
(4 298  of
5 879)
-25%
Target not achieved
Number of statistical reports generated on the number and type of cases investigated, recommendations made and the outcomes thereof 18 -
Target met
Percentage of investigations of deaths in police custody completed within 90 days
50%
65%
40%
A total of 66% (267 of 403) of cases were completed at the end of the financial year.

31. PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT
3.2 Performance Information: 2014/15: cont…
Performance Indicator
Actual Achievement 2013/14
Planned Target
2014/15
Actual Achievement
Deviation from planned target
Comments
Percentage of investigations of deaths as result of police action completed within 90 days
31%
65%
22%
-43%
A total of 50% (372 of 740) of cases were completed at the end of the financial year.
Percentage of investigations of discharge of an official firearm by a police officer completed within 90 days
24%
55%
25%
-30%
A total of 54% (866 of 1617) cases were completed at the end of the financial year.

32. PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT
 3.2 Performance Information: 2014/15: cont…
Performance Indicator
Actual Achievement 2013/14
Planned Target
2014/15
Actual Achievement
Deviation from planned target
Comments
Percentage of investigations of rape by a police officer completed within 90 days
47%
60%
36%
(67 of 185)
-24%
A total of 64% (119 of 185) cases were completed.
Percentage of investigations of rape while in police custody within 90 days
33%
65% 5%
Target exceeded
Percentage of investigation of torture completed within 90 days 8%
50%
18%
(26 of 145)
-32%
A total of 37% (53 of 145) cases were completed at the end of the financial year.
Percentage investigations of assault completed within 90 days
26%
20%
(1 364 of 6 801)
-30%
A total of 45% (3 076 of 6 801) cases were completed at the end of the financial year.

33. PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT
 3.2 Performance Information: 2014/15: cont…
Performance Indicator
Actual Achievement 2013/14
Planned Target
2014/15
Actual Achievement
Deviation from planned target
Comments
Percentage investigations of corruption completed within 90 days
19%
55%
16%
(32 of 201)
39%
A total of 43% (87 of 201) cases were completed at the end of the financial year.
Percentage of investigations of other criminal and misconduct matters referred to in Section 28 (1) h and Section 35 (1) b of the IPID Act
New Indicator
12%
(47 of 402)
-43%
A overall total of 53% (214 of 402) cases were completed at the end of the financial year.
Number of cases of systemic corruption identified for possible investigation approved per year 12 18 3
-15
Target not met

34. PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT
3.2 Performance Information: 2014/15: cont…
Performance Indicator
Actual Achievement 2013/14
Planned Target
2014/15
Actual Achievement
Deviation from planned target
Comments
Percentage of approved systemic corruption investigations completed within 12 months 8%
20%
14%
(2 of 14)
-6%
In total 29% (4 of 14) cases were completed within the period under review but only 2 were completed within 12 months.
Three (3) cases are still within 12 months cycle (approval for 1 case was granted in July 2014 and 2 cases in October 2014).
Percentage annual reduction of backlog of investigations (excluding cases of systemic corruption)
52%
50%
16%
(increase of backlog cases from 2013/14 was and at the end of 2014/15 was )
-34%
Target not met
Disciplinary recommendations reports referred to SAPS/MPS within 30 days
88%
100%
87%
(877 of 1004)
-13%

35. PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT
3.2 Performance Information: 2014/15: cont…
Performance Indicator
Actual Achievement 2013/14
Planned Target
2014/15
Actual Achievement
Deviation from planned target
Comments
Criminal recommendation reports referred to the NPA within 30 days of completion
86%
100%
92%
(904 of 983)
-8%
Target not met
The most notable reason for non-achievement of targets are lack of capacity and long distance travel involved in carrying out
investigations, more especially in provinces with remote areas.
(b) Strategy to overcome areas of under-performance
(i) Issuing of the “ED Directive No. 10 of 2014”
(ii) Initiatives in the 2015/16 financial year:
Implementation of the Turnaround Strategy to address under-performance.

36. PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT
STATISTICAL INFORMATION

37. Cases received for 2013/14 and 2014/15
PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT

38. PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT
Cases received per provinces for 2013/2014 and 2014/2015
PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT

39. PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT
Cases received per Section 28 & 29 for 2013/14 and 2014/15
PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT

40. PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT
Cases completed for &
PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT

41. PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT
Cases completed as per Annual Performance Plan 2013/14
PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT

42. PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT
Cases completed as per Annual Performance Plan 2014/15
PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT

43. PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT
Recommendations referred to NPA for 2013/2014 and 2014/2015
PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT

44. PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT
Outcome from the NPA for and
PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT

45. PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT
Disciplinary Recommendations referred to SAPS for 2013/2014 and 2014/2015
PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT

46. PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT
Outcome from the SAPS for and
PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT

47. PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT
Disciplinary convictions for and
PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT

48. PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT
Criminal convictions for and
PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT

49. PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT
Criminal acquittals for and
PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT

50. PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT
Court roll matters
PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT
Province
Deaths
Rape
Assault
Attempted murder
Corruption
Pointing of firearm
Arson
Theft
Torture
Defeating the ends of justice
Inquest
Non-compliance with IPID Act
Discharge of an official firearm
Number of court roll cases
Eastern Cape 72 20 7 5 - 6 2 1
191
Free State 23 12 88 19
150
Gauteng 66 26
125
KwaZulu-Natal 48 8 4 11 79
Limpopo 64 24 21 9
141
Mpumalanga 37 42 45 3
129
North West 34
Northern Cape
Western Cape 18 15 77
Total
331
324
138 36 10
950

51. PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT
Court roll matters
PROGRAMME 2: PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT
Province
Eastern Cape
Free State
Gauteng
KwaZulu-Natal
Limpopo
Mpumalanga
North West
Northern Cape
Western Cape
Total
Armed Robbery 1
Assault 36 95 15 16 18 20
100 24
110
434
Attempted murder 6 4 25 5 21 2 69
Corruption 3 9
Culpable Homicide
Defeating the end of justice
Discharge of firearm 12 13 10 47
Failure to keep firearm in safe
House breaking with intent to do robbery
Inquest 7
Intimidation
Malicious damages to property
Murder 78 19
186
Non-compliance with section 29 of IPID Act
Pointing of firearm
Rape 8 59
Reckless driving
Sexual assault
Theft
Torture 81
136 45
145 48 38
153 42
161
849

52. Programme 3: Legal Services
PORTFOLIO COMMITTEE BRIEFING
Programme 3: Legal Services
Presented By Ms M Moroasui
Chief Director: Legal Services

53. PROGRAMME 3: LEGAL SERVICES
3.3 Key Highlights
PROGRAMME 3: LEGAL SERVICES
Despite the fact that the Programme was operating with one acting Director and a Secretary for the year, the programme still managed to exceed the requisite targets in two indicators.
The indicators within which the programme exceeded its targets are the
following:
(i) The provision of oral legal advise within 24 hours to investigators; and
(ii) The finalisation of legal and civil litigation.
(c) The exceeding of the above mentioned targets had the following effects:
Enhancing the quality of investigation which is the core mandate of
the Directorate.
(ii) Ensuring that there are no adverse finding against the Directorate
Minimising the compensation against the already limited budget of

54. PROGRAMME 3: LEGAL SERVICES
Performance Information: 2014/15
Performance Indicator
Actual Achievement 2013/14
Planned Target
2014/15
Actual Achievement
Deviation from planned target
Comments
Percentage of contracts and service level agreements finalized within 30 working days of request
53%
90% of contracts and SLA’s finalised
56%
-34%
Target not achieved
Percentage of legal opinions provided to the directorate within 21 working days of request
66.6%
90% of legal advice provided
62%
-28%
Percentage of policies reviewed for legal compliance within 21 working days of request 0%
90% of policies reviewed
-90%
Number of practice notes and directives (bulletin) produced and issued 4 -4
Percentage of legal advice provided to investigators within 24 hours
30%
90%
100%
10%
Target exceeded

55. PROGRAMME 3: LEGAL SERVICES
Performance Information: 2014/15: cont…
Performance Indicator
Actual Achievement 2013/14
Planned Target
2014/15
Actual Achievement
Deviation from planned target
Comments
Percentage of written legal advice provided within 48 hours of requests
30%
90% 0%
-90%
Target not achieved
Percentage applications for policing powers processed within 5 workings days of request
100%
57%
-43%
Percentage of Promotion of Access to Information Act (PAIA) requests processes and finalised within 30 days
New Indicator
63%
-37%
Percentage of legal and civil litigation matters attended to
10%
Target exceeded
Percentage of legal and labour litigation matters attended to -
Target achieved

56. PROGRAMME 3: LEGAL SERVICES
Performance Information: 2014/15: cont…
PROGRAMME 3: LEGAL SERVICES
The most notable reason for non-achievement of target is lack of
capacity.
(b) Strategies to overcome areas of under-performance include:
(i) Filling of all vacant posts.
(ii) The following measures will be put in place in order to meet all
set targets:
Regular engagements with all our internal stakeholders in order to enhance the Programme’s visibility, create awareness and strengthen relations.
Adjustments to the annual target on “number of legal workshops conducted” from 12 to 4.

57. Programme 4: Compliance Monitoring and Stakeholder Management
Presented By Ms M Molope
Chief Director: Compliance Monitoring and Stakeholder Management

58. PROGRAMME 4: COMPLIANCE MONITORING AND STAKEHOLDER MANAGEMENT
3.4 Key Highlights
PROGRAMME 4: COMPLIANCE MONITORING AND STAKEHOLDER MANAGEMENT
The Directorate focused on creating public awareness within
the communities.
Extensive engagements with various stakeholders e.g., Community Policing Forums (CPF), SAPS, MPS, NPA, Parliament.
In total 200 stakeholder events were attended as against a
target of 160

59. PROGRAMME 4: COMPLIANCE MONITORING AND STAKEHOLDER MANAGEMENT
Performance Information: 2014/15
PROGRAMME 4: COMPLIANCE MONITORING AND STAKEHOLDER MANAGEMENT
Programme: Compliance Monitoring and Stakeholder Management
Performance Indicators
Actual Achievement 2013/2014
Planned Target
2014/2015
Actual Achievement
Deviation from planned target to Actual Achievement for 2014/2015
Comments
Number of community outreach events conducted per year
337
306
232
-74
Target not achieved
Number of Community Policing Forum meetings attended per year
New indicator 40 19
-21

60. PROGRAMME 4: COMPLIANCE MONITORING AND STAKEHOLDER MANAGEMENT
Performance Information: 2014/15
PROGRAMME 4: COMPLIANCE MONITORING AND STAKEHOLDER MANAGEMENT
Performance Indicators
Actual Achievement 2013/2014
Planned Target
2014/2015
Actual Achievement
Deviation from planned target to Actual Achievement for 2014/2015
Comments
Number of formal engagements with key stakeholders held annually 12 41 29
Target exceeded
More meetings were held with stakeholders to familiarise them with the new Programme and its mandate.
Number of formal engagements conducted at Provincial level with key stakeholders annually
118
108
146 38
Number of reports on the evaluation of quality of IPID recommendations per year
New indicator 4 -
Target achieved

61. PROGRAMME 4: COMPLIANCE MONITORING AND STAKEHOLDER MANAGEMENT
Performance Information: 2014/15
PROGRAMME 4: COMPLIANCE MONITORING AND STAKEHOLDER MANAGEMENT
Performance Indicators
Actual Achievement 2013/2014
Planned Target
2014/2015
Actual Achievement
Deviation from planned target to Actual Achievement for 2014/2015
Comments
Number of reports on the implementation of the IPID recommendations produced per year
New indicator 4 -
Target achieved
Number of reports on the evaluation of SAPS/MPS compliance with reporting obligations in terms of the IPID Act

62. PROGRAMME 4: COMPLIANCE MONITORING AND STAKEHOLDER MANAGEMENT
Performance Information: 2014/15
PROGRAMME 4: COMPLIANCE MONITORING AND STAKEHOLDER MANAGEMENT
(a) The most notable reason for non-achievement of targets has
been inadequate capacity.
(b) Strategy to overcome areas of under-performance include:
(i) Prioritisation of resources and more focus on
investigations.
(ii) Target adjustments in the area of community outreach events.

63. CLOSING REMARKS BY THE ACTING EXECUTIVE DIRECTOR
(a) Improvements in performance is key to the realisation of
IPID’s mandate through the achievement of our strategic goals,
strategic objectives and planned targets.
(b) As such, we are committed to put corrective measures for the
purpose of performance improvement. These measures include:
Measuring IPID’s effectiveness in the Annual Performance Plan and using Operational Plans for measuring efficiency;
Turnaround Strategy and Implementation Plan for addressing backlog
and expediting handling of cases;
Development and implementation of the Retention Strategy to address
the high vacancy rate;
Audit Implementation Plan to address the AG’s findings and sustain the
“ Unqualified” audit opinion;
(v) Re-engineering of business processes; and
(vi) Consequence Management of Poor Performance by
Evoking the “Poor Performance Code”
Monitoring the implementation of “ED Directive No. 10 of 2014” on case management.

64. THANK YOU