Independent Police Investigative Directorate (IPID)

Strategic Plan 2012/17 and Annual Performance Plan 2012/13

INDEPENDENT POLICE INVESTIGATIVE DIRECTORATE (IPID)

7 MAY 2013BRIEFING TO THE SELECT COMMITTEE ON POLICEParliament

Strategic Plan 2013/18 , Annual Performance Plan and Budget

2013/14

IPID STRATEGIC PLAN 2013/18 AN

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DGET 2013/14PORTFOLIO COMMITTEE BRIEFING BY IPID (23 APRIL 2013)

Overview On Strategic Direction and Priorities

PRESENTATIO

N STRU

CTURE

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

4 - 5

6 - 7

8

9

10 - 13

14 - 20

21 - 36

37 - 44

45 - 53

54 - 59

PROGRAMME 4: LEGAL SERVICES 60 - 64

CONCLUSION 65


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DGET 2013/14PROGRESS: 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


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DGET 2013/14PROGRESS: 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)


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DGET 2013/14ENVIRONMENTAL 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


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DGET 2013/14CHALLENGES & 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)

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DGET 2013/14STRATEGIC PRIORITIES FOR 2013/18

AimTo 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)

A police service that is trusted by the community and operates in line with

the spirit of the Constitution

The IPID is a strong, independent oversight

body

The performance management system operates optimally

Re-engineering and re-organisation of

functions

The IPID is accesible to the public

IPID processes cases efficiently

The police service is responsive to IPID recommendations

1 Ultimate Outcome

2.1 2.2

Intermediate Outcomes

Immediate Outcomes3.1 3.2 3.3 3.4

Public awareness campaigns

Policies and guidelines

Re-alignment of organisational structure and

functions

Completed Investigations

Case Management System

Capacity building

Stakeholder management

Feedback reports on investigations

Recommendation reports

Performance management

system

3.1.1 3.2.1 3.3.1 3.4.1 3.4.2

3.4.33.2.2

3.2.3

3.1.2

Outputs

3.4.4

IT Plan and governance framework

3.2.4


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DGET 2013/14STRATEGIC 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.


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DGET 2013/14IMMEDIATE OUTCOME

THE IPID IS ACCESSIBLE TO THE PUBLICDevelopment 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 OPTIMALLYThe IPID has an effective performance management system, including internal controls and external performance reporting procedures, to ensure accountability.

IMMEDIATE OUTCOME

REENGINEERING & REORGANISATIONThe 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 EFFICIENTLYThe 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 &

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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


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DGET 2013/14PREVIOUS (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


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DGET 2013/14NEW (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


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DGET 2013/14PROGRAMME 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.


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DGET 2013/14PROGRAMME 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


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DGET 2013/14PROGRAMME 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.


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DGET 2013/14PROGRAMME 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.


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DGET 2013/14SUPPORTING PRESENTATIONS

ENEBUDGET

ALLOCATIONS

Budget 2013/14Budget 2013/14Briefing by the Chief Financial OfficerBriefing by the Chief Financial Officer

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• 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

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IntroductionIntroduction Budget 2013/14Budget 2013/14

Budget SummaryBudget Summary

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Budget 2013/14Budget 2013/14

Goals and Contribution to NDP and Goals and Contribution to NDP and Government OutcomesGovernment Outcomes

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Overarching GoalTo 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.

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Budget Overview Budget Overview Budget 2013/14Budget 2013/14

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MTEF Budget Allocations MTEF Budget Allocations Budget 2013/14Budget 2013/14

MTEF Baseline 2013/16

R million 2013/14 2014/15 2015/16Administration 88.4 96.3 101.9

Investigation and Information Management

124.3 133.9 140.6

Legal Services 4.3 4.5 4.7

Total 217 234.7 247.2

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MTEF Budget Allocations ...continued MTEF Budget Allocations ...continued Budget 2013/14Budget 2013/14

Summary IPIDCompensation of

Employees Goods & ServicesDepartmental

AgenciesMachinery & Equipment TOTAL

Administration 41 876 000 45 562 000 137 000 871 000 88 446 000

Investigation & Information Management 86 785 000 35 737 000 3 000 1 770 000 124 295 000

Legal Services 3 762 000 460 000 - 28 000 4 250 000

TOTAL 132 423 000 81 759 000 140 000 2 669 000 216 991 000

Programme 1 AdministrationProgramme 1 Administration

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PurposeProvide the overall management of the Independent Police Investigative Directorate and support services, including strategic support to the directorate.

PROGRAMME 1

2012/13Allocation

R’million

2013/14Allocation

R’millionIncrease /

(Decrease)Compensation of Employees

37.0 41.9 13.2%

Goods and services 48.3 45.5 (6%)

Departmental Agencies (Transfers)

0.1 0.1 -

Machinery and Equipment

1.1 0.9 (18%)

Total for Programme 1 86.5 88.4 2%

Programme 1 Administration ...continuedProgramme 1 Administration ...continued

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Expenditure Focus Areaso Establishment and maintenance of sectorial and intergovernmental relationso Addressing of accommodation needs of the departmento Performance audits conducted by internal governance structures

PROGRAMME 1

2012/13Allocation

R’million

2013/14Allocation

R’millionIncrease/

(Decrease)Department Management

6.0 7.3 22%

Corporate Services 51.5 51.1 (1%)

Office Accommodation 9.1 9.6 6%

Internal Audit 2.7 3.7 37%

Finance Administration 17.2 16.7 (3%)

Total for Programme 1 86.5 88.4 2%

Programme 1 Administration ...continuedProgramme 1 Administration ...continued

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PROGRAMME 1

Compensation of Employees

R

Goods & Services

R

Departmental Agencies

R

Machinery & Equipment

RTOTAL

R

Department Management

5 742 000 1 440 000

- 100 000 7 282 000

Corporate Services

23 877 000 26 632 000 137 000 500 000 51 146 000

Office Accommodation -

9 592 000

-

- 9 592 000

Internal Audit 2 205 000 1 494 000

- 21 000 3 720 000

Finance Administration

10 052 000 6 404 000

- 250 000 16 706 000

Total for Programme 1 41 876 000 45 562 000 137 000 871 000 88 446 000

Programme 2 Investigation and Programme 2 Investigation and Information ManagementInformation Management

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PurposeCoordinate and facilitate the Independent Police Investigative Directorate’s processes, and develop policy and strategic frameworks that guide and report on investigations.

PROGRAMME 2

2012/13Allocation

R’million

2013/14Allocation



61.5 86.8 41%

Goods and services 39.8 35.7 (10%)


4.7 1.8 (62%)

Total for Programme 2

105.9 124.3 17%

Programme 2 Investigation and Programme 2 Investigation and Information Management ...continuedInformation Management ...continued

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Expenditure Focus Areaso Conduction of IPID Act section 28 investigationso Addressing increased workloado Maintaining a case flow management system and database

PROGRAMME 2

2012/13Allocation

R’million

2013/14Allocation


(Decrease)Investigation Management

96.8 115.1 19%

Information Management

6.5 7.0 8%

Policy Development and Provincial Coordination

2.7 2.2 (19%)

Total for Programme 2 106 124.3 17%

Programme 2 Investigation and Programme 2 Investigation and Information Management ...continuedInformation Management ...continued

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PROGRAMME 2


R

Goods & Services

R


R


RTOTAL

R

Investigation Management 83 118 000

30 492 000

3 000

1 500 000 115 113 000

Information Management 2 932 000

4 042 000

-

20 000

6 994 000

Policy Development and Provincial Coordination 735 000

1 203 000

-

250 000

2 188 000

Total for Programme 2 86 785 000

35 737 000

3 000

1 770 000 124 295 000

Programme 3 Legal ServicesProgramme 3 Legal Services

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PurposeManage and facilitate the provision of investigation advisory services, and provide legal and litigation advisory services.

PROGRAMME 3

2012/13Allocation

R’million

2013/14Allocation



5.0 3.8 (24%)

Goods and services 0.4 0.5 25%


0.0 0.0 -

Total for Programme 3

5.4 4.3 (20%)

Programme 3 Legal Service ...continuedProgramme 3 Legal Service ...continued

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Expenditure Focus Areaso Providing sound legal adviceo Support in the drafting on IPID SLAs, contracts, etco Issuing of practice notes and directives on criminal law, criminal procedure law and related investigation case law

PROGRAMME 3

2012/13Allocation

R’million

2013/14Allocation


(Decrease)Legal Support 1.2 1.2 -

Investigation Advisory Services

4.2 3 (28%)

Total for Programme 3 5.4 4.3 (20%)

Programme 3 Legal Service ...continuedProgramme 3 Legal Service ...continued

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PROGRAMME 2


R

Goods & Services

R


R


RTOTAL

R

Legal Support 1 000 000 196 000

- 15 000 1 211 000

Investigation Advisory Services 2 762 000 264 000

- 13 000 3 039 000

TOTAL 3 762 000 460 000

- 28 000 4 250 000

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 2030. 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”.

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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

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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.

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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

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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.

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OUTPUT(STRATEGIC OBJECTIVE) INDICATORS

2013/14 2014/15 2015/16

PUBLIC AWARENESS CAMAPIGN

1 Number of Media Statements 60 60 60

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STAKEHOLDER MANAGEMENT

2Number of formal engagements with key

stakeholders4 4 4

3 Number of formal engagements at Provincial level with key stakeholder 108 108 108

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MEDIUM-TERM TARGETS FOR PROGRAMME 1


Medium-term targets

2013/14 2014/15 2015/16

UP TO DATE POLICIES AND GUIDELINES 4 Percentage of policies reviewed 70% 70% 70%

PERFORMANCE MANAGEMENT SYSTEM

5

Number of performance monitoring and evaluation reports submitted to ensure attainment of strategic objectives

13 13 13

6Number of financial and strategic

reports submitted within the prescribed dates for reporting

21 21 21

PERFORMANCE INDICATORSQuarterly Targets

1st 2nd 3rd 4th

1 Number of formal media statements 15 15 15 15

2 Number of formal engagements with key stakeholders 1 1 1 1

3Number of formal engagements at the provincial level 27 27 27 27

4 Percentage of identified policies reviewed 70% 70% 70% 70%

5

Number of performance monitoring and evaluation reports submitted to ensure attainment of strategic objectives 1 4 4 4

6Financial and strategic reports submitted within the prescribed dates for reporting 5 6 5 6

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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 TechnologyThis component provides communication services by developing, implementing and maintaining Information Communication Technology strategy and advisory services.

•Communication and MarketingThis component provides communication and marketing services by developing, implementing and maintaining policy frame work for knowledge management and communications.

•Auxiliary ServicesThis 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 ServicesThis component provides human resource management and development services through development of human resource policies and strategies.

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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 IPID46


OUTPUT(STRATEGIC OBJECTIVE)

INDICATORS

Medium-term targets

2013/14 2014/15 2015/16

Public Awareness Campaigns 1 Number of community outreach events conducted annually

306 306 306

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IPID STRATEGIC PLAN 2013/18 AND ANNUAL PERFORMANCE PLAN 2013/14


INDICATORSMedium-term targets

2013/14 2014/15 2015/16

PERFORMANCE MANAGEMENT SYSTEM

% vacancy rate Below 10% Below 10% Below 10%

% females at senior

management level

50% 50% 50%

% of staff complement consisting of people with disabilities

2% 2% 2%

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2013/14 2014/15 2015/16

CAPACITY BUILDINGHuman Resource Management Plan updated and implemented annually

Updated and implemented Human

Resource Management Plan





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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 STRUCTURENumber of reviews of Organisational Structures 1 1 1

Office Number of officials Office Number of officials Free State 18 Kwa-Mhlanga 2Bethlehem 4 North West 19Eastern Cape 19 Rusternburg 4Mthata 4 Northern Cape 17Gauteng 31 Upington 4Gauten-Pret 4 KZN 25Western Cape 27 Empangeni 4George 4 Limpopo 19Mpumalanga 19 Thohoyandou 4

Head Office 121

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Department PostsSalary level 1 – 6 93Salary level 7 – 10 193Salary level 11 – 12 30

Salary level 13 – 16 33

Total 349

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Provinces ADMINISTRATION INVESTIGATION LEGAL SUPPORT TOTAL

National Office 103 10 8 121

Gauteng 4 27 0 31

Gauteng- PTA 0 4 0 4

Free State 3 15 0 18

Bethlehem 1 3 0 4

North West 4 15 0 19

Rustenburg 1 3 0 4

Northern Cape 3 14 0 17

Upington 1 3 0 4

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Provinces ADMINISTRATION INVESTIGATIONS LEGAL SUPPORT TOTAL

Eastern Cape 2 17 0 19

Mthatha 1 3 0 4

Western Cape 4 23 0 27

George 1 3 0 4

KZN 3 22 0 25

Empangeni 1 3 0 4

Limpopo 3 16 0 19

Thohoyandou 1 3 0 4

Mpumalanga 3 16 0 19

Kwa- Mhlanga 0 2 0 2

349

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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 2010.

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.

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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;

•InvestigationsThis 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 managementThis 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 CoordinationThis component develops investigative frameworks, norms and standards, and coordinate implementation thereof

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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.

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Medium-term targets

2013/14 2014/15 2015/16

CASE MANAGEMENT SYSTEM

1 Percentage of cases registered and allocated within 72 hours of receipt

98% of cases received 98% of cases received 98% of cases received

2Number of statistical reports generated on the number and type of cases investigated, recommendations made and the outcomes thereof

18 18 18

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2013/14 2014/15 2015/16

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

cases58




2013/14 2014/15 2015/16

COMPLETED INVESTIGATIONS

9 Number of cases of systemic corruption identified for possible investigation approval, within a financial year 18 18 18

10 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

50% reduction of the backlog cases brought

forward from the previous

financial year

50% reduction of the backlog cases brought forward

from the previous financial year

8




2013/14 2014/15 2015/16

RECOMMENDATION REPORTS

1Disciplinary recommendation reports referred to SAPS/MPS within 30 days of completion of relevant investigations

100% of relevant completed cases

100% of relevant

completed cases

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

100% of relevant

completed cases

100% of relevant

completed cases

FEEDBACK REPORTS ON INVESTIGATIONS

1Feedback 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



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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.

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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 servicesThe 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.

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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.

.

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2013/14 2014/15 2015/16

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



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Medium-term targets

2013/14 2014/15 2015/16

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 4 4 4

2Percentage 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



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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

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Date post:	21-Mar-2016
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Independent Police Investigative Directorate (IPID)

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