1. Annual Performance Plan Manabela Chauke, Director, PSiRA
2018/19
Annual Performance Plan
Budget Overview
Manabela Chauke, Director, PSiRA
24 April 2018

2. DELEGATION COUNCIL MEMBERS:
Professor Fikile Mazibuko :Chairperson of Council
Mr. Nhlanhla Ngubane : Deputy Chairperson of Council
Major Gen: Cynthia Phillison : Council Member
Mr. Zwile Zulu : Council Member
Mr. Mathews Oliphant : Council Member
MANAGEMENT TEAM
Mr Manabela(Sam) Chauke : Director
Mrs. Mmatlou Sebogodi : Deputy Director Finance and Admin

3. PRESENTATION OVERVIEW
PART A: STRATEGIC OVERVIEW
Our Mandate
Strategic Goals
Strategic Objectives
Main Policy focus areas
PART B: ANNUAL PERFORMANCE PLAN
Programme 1: Finance and Administration
Programme 2: Law Enforcement
Programme 3: Communications, Registration (CRM) and Training
PART C: MEDIUM TERM BUDGET
2018 MTEF Budget
2018 Expenditure Estimates
2018/2019 Key Spending Drivers
2018/19 Contractual obligations
Cost Containment Measures

4. STRATEGIC OVERVIEW

5. LEGISLATIVE MANDATE
The primary objectives of PSiRA are to regulate the private security industry and to exercise effective control over the practice of the occupation of security service provider in the public and national interest and in the interest of the private security industry itself.
SUMMARY OF THE MANDATE:
Promote a legitimate Industry subject to the Constitution and other laws of the Country;
Ensure the Industry act in public and national interest;
Determine and enforce minimum occupational conduct by service providers;
Ensure transparent, fair, objective and timeous registration process;
Ensure compliance through active monitoring and investigation of service providers; and
Promote services that responds to the need of users and of the community,

6. STRATEGIC GOALS
Goal 1: To ensure excellent service delivery (effective regulation) in the private security industry; Goal 2: Ensure effective training, registration and regulation within the private security industry; Goal 3: Ensure good governance across the organisation;

7. STRATEGIC OBJECTIVES Ensure effective financial management
Ensure efficient and effective Processes and Systems
To improve performance of the organisation
Increased investigation and prosecution to enforce compliance with applicable legislation
Increased awareness on the functions and role of PSiRA and its stakeholders
Improve the integrity and the turnaround time of registration
Conduct research to inform development of policy and legislative direction of the private security industry

8. MAIN POLICY FOCUS AREAS OVER THE 2018/19
Review funding model (Guarantee fund and Levies Act).
Organisational Review and Redesign to review its structure to ensure adequate capacity to support its legal mandate.
Review of training standards for the Private Security Industry.
Capacitating the Law Enforcement Programme: to reduce inspector/security business ratio of 1:120.
Strengthening Corporate Governance: Industry Sector committees.
Transformation of the Security Industry.
Continuous awareness of PSiRA brand.

9. ANNUAL PERFORMANCE PLAN
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10. PROGRAMME 1 FINANCE AND ADMINISTRATION
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11. PROGRAMME 1 - OVERVIEW Purpose :
Provide leadership, strategic management and administrative support to the Authority
Measurable Objectives
The programme aims to ensure effective leadership, management and administrative support to the Authority through continuous refinement of organisational strategy and structure in line with appropriate legislation and best practices
There are three sub- programmes:
Sub-Programme: Finance and Administration
Sub-Programme: Business Information Technology
Sub-Programme: Human Capital

12. Programme 1: FINANCE AND ADMINISTRATION

13. Programme 1: FINANCE AND ADMINISTRATION

14. Programme 1: FINANCE AND ADMINISTRATION

15. PROGRAMME 2 LAW ENFORCEMENT
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16. PROGRAMME 2 - OVERVIEW Purpose :
Ensure that there are effective regulations in the security industry and enforcement of law and compliance to the regulations
Measurable Objectives
The programme aims to ensure that Security Service Providers comply with the regulations by doing regular inspections for both security officers and security businesses.
Ensure that those who are not complying with the regulations are charged and prosecuted.
There are three sub- programmes:
Sub-Programmes: Enforcement
Sub-Programmes: Compliance
Sub-Programmes: Legal Services and Prosecution

17. Programme 2: LAW ENFORCEMENT

18. COMMUNICATIONS, REGISTRATION & TRAINING
PROGRAMME 3
COMMUNICATIONS, REGISTRATION & TRAINING
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19. PROGRAMME 3 - OVERVIEW Purpose :
Provide effective stakeholder engagement.
Ensure that training standards are adhered to and the registration process is done in accordance with the PSiR Act.
Measurable Objectives
Ensure effective and meaningful stakeholder communication. Ensure that all training institutions are aligned to the required standard of training.
Ensure that the registration process is effective and authentic.
Continuous research to support core business initiatives and policy development.
There are four sub-programmes within this programme:
Sub-Programme: Communications and Stakeholder Management
Sub-Programme: Industry Registration (CRM)
Sub-Programme: Industry Training
Sub-Programme: Industry Research and Development

20. Programme 3: Communications, Registration & Training

21. Programme 3: Communications, Registration & Training

22. Programme 3: Communications, Registration & Training

23. Programme 3: Communications, Registration & Training

24. BUDGET OVERVIEW
2018/19
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25. 2018 MTEF budget
Budget growth over the MTEF period is estimated at an average of 7.5% which is mainly collected through annual fees and administration fees.
Future estimates and plans indicates a higher growth in expenditure vs revenue( budget)with the existing funding model.

26. Expenditure : 2015/16 to 2018/19
Expenditure has increased by an average of 13% over the 4-year period. In the 2018/19 budget personnel costs represent 59% of the total expenditure with rental expenses being the second highest cost at 11% and travelling the third highest at 6%. 

27. 2018/19 Key Spending Drivers

28. 2018/19 Key Spending Drivers cont.
Employee Costs: increased by 21% due to employee annual cost of living salary increase. Provision for additional 15 employees will be recruited in 2018/19 financial year to capacitate core business units. (Inspectors, Legal Personnel and Walk-in-Consultants).
Property Rental: 35% increase: to improve the geographical footprint and to ensure efficient, accessible quality service.
New offices in Pretoria, Bloemfontein, Polokwane, Nelspruit and Empangeni.
Enterprise Resource Planning (ERP).

29. 2018/19 Key Spending Drivers cont.…
Travelling Costs: 9% decrease.
Reviewed travel policy in place that supports and promote PSiRA Cost containment measures plans
Stationery, Printing, Courier & Postage: 30% decrease.
Cost containment measures in place through monitoring of costs and the reduction of overnight courier.
Telephone and Diginet: 9% increase.
The additional costs include Telephone and Data cost for new offices.
Advertising: 72% increase.
The additional costs include the branding of new offices and media campaigns to ensure the awareness of the PSiRA brand. .

30. 2018/19 Key Spending Drivers cont. …
Security Costs: 22% increase.
Provision of physical security, cash management services and armed response at the new offices.
Water, electricity and Levies: 4% increase.
Operational costs for new offices new offices.
*Other: 16% increase.
Professional consulting costs for the review of Training Standards Organisational Development and corporate climate survey.
Maintenance of new offices.
(*Audit fees, legal fees, depreciation, consulting, repairs and maintenance, workshops and seminars and employee training).

31. 2018/19 Contractual obligations
Contractual Items
Duration
Office Rental Leases (HO, Umtata, DBN, CPT, PLK, MP, JHB, BLF & PE
Averaging <5 years
Office Printers
3 years
IT Systems
2 years implementation, 3 years Maintenance & ongoing licence fees
Security
Averaging <3 years
Cash Collection
EAP
2 years
Outsourcing of Travel Services
Finger Print Verification
Outsourcing of Internal Audit
Organisational design
<1 year

32. Cost Pressures
Expansion of geographical footprint through new additional offices to bring service delivery closer to customers and improve quality of service.
Establishment costs
Employee Costs
Training
Information Systems
Office furniture
Operational cost
Municipal Costs
Security

33. Cost Containment Measures
Minimise travelling through early bookings and by reducing the number of people travelling.
Use of internal venues and other available government venues.
The appointment of consultants to be done after an analysis of needs and a diagnosis of the skills gap.
Spend Manager to manage 3G Data utilisation.
Utilisation of in-house official to configure systems and infrastructure.

34. Thank you