Independent Police Investigative Directorate (IPID)

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

INDEPENDENT POLICE INVESTIGATIVE DIRECTORATE (IPID)

22 JULY 2014SELECT COMMITTEE ON SECURITY AND JUSTICEParliament

Briefing on Strategic Plan, Annual Performance Plan and Budget

2014/15

PORTFOLIO COMMITTEE BRIEFING

2

Overview On Strategic Direction and Priorities

Presented By Mr Robert McBride Executive Director

INDEX

3

1. Overview2. Budget 3. Programme 1 – Administration4. Programme 2 – Investigation and Information

Management5. Programme 3 – Legal Services6. Programme 4 – Compliance Monitoring and

Stakeholder Management7. Conclusion

OVERVIEW

4

1. Focus• Legislative Mandate • Investigation of all matters in terms of Section 28 of the IPID Act• Less focus on non-core• Allocation of resources on core business• Cut down on non core spending pattern• Implementation of cost cutting measures

2. Process followed in drafting of plans• Cogniscance of Annual Report, Auditor Generals’ report and the

engagement with Portfolio Committee on 23 April 2013. Aligned also with FOSAD instructions, NDP, MTSF, Legislative imperatives;

• IPID internal deliberations;• In-house document;• No involvement of consultants;• Valuable Inputs from Portfolio Committee and Ministry;• 3 Drafts of APP;• 3 Drafts of ENE;• Annual Performance Plan 2014/15 submitted to National Treasury, AG and

DPME on 31 August 2013, 30 October 2013 and 31 January 2014;• Approval of Strategic Plan and APP by former Minister.

STRATEGIC PRIORITIES FOR 2014/19

5

Aim

During the period 2014 to 2019, the capacity of the Directorate will be strengthened to improve performance. This process will include: •Alignment of the Directorate’s functions and priorities in line with the principles enshrined in the Constitution and the IPID Act;•Internalising the values and ethos contained in the IPID Act;•Engaging in a process of organisational renewal or re-engineering and re-organisation;•Integrating the Directorate’s systems, programmes and structures to enhance service delivery;•Alignment of the Directorate’s planning, budgeting and reporting processes;•Concerns of Portfolio Committee on capacity and lack of expansion.

STRATEGIC PRIORITIES: 2014/15

6

The IPID has identified Strategic Priorities for 2014/15. Although some may not be achieved in the financial year 2014/15, they will remain priorities in the MTEF period.

•Transformation of Satellite concept to Full Complement Status concept;•Expansion Strategy;•Establishment of a Consultative Forum (Section 15 of the IPID Act);•Establishment of the Integrity Management Unit;•Establishment of the National Specialised Investigation Team (Protection Unit);•Training and capacity building of investigators;•Attain an unqualified Audit;•Review of the delegation of functions in terms of Human Resources and Finance;•Identification and investigation of systemic corruption cases.

ENVIRONMENTAL FACTORS

7

• Inadequate coverage of IPID;

• Increasing workload, inadequate capacity and increasingly complex investigations;

• Violent protests;

• Misunderstanding on the role of IPID vis-à-vis other institutions.

FCHALLENGES AND RISKS

8

• High staff turn over (especially at lower levels);

• Insufficient funding of activities;

• Lack of uniformity in applying investigative procedures;

• The IPID does not comply with the Occupational Health and Safety Act;

• Inadequate Physical Security;

• Ability to recover from catastrophic events.

PROGRAMMES 2014/15

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Programme 1: Administration

Programme 2: Investigation and Information Management

Programme 3: Legal Services

Programme 4: Compliance Monitoring and Stakeholder Management

10

ENEBUDGET

ALLOCATIONS

Presented by Ms Lindokuhle Ngcongo Chief Financial Officer

Budget 2014/15Budget 2014/15Briefing by the Chief Financial OfficerBriefing by the Chief Financial Officer

11

• Purpose of ENE: sets out planned expenditure and performance at the time of tabling the budget;

• Aligned to the National Development Plan 2030 and outline IPID’s contribution to governments Outcome 12 and the key service delivery goals;

• Performance, personnel and finances are discussed 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.

IntroductionIntroduction Budget 2014/15Budget 2014/15

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Budget SummaryBudget Summary Budget 2014/15Budget 2014/15

13

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

Budget 2014/15Budget 2014/15

Overarching Goal

To contribute towards ensuring a police service that is trusted by the community and operates in line with the spirit of the

Constitution

Contribution to Outcome 12 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

Deterrence against crime

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Spending Focus• To achieve the performance target, the Directorate has realigned its budget with its plans to

increase the number of investigators over the medium term.• The spending focus over the medium term will continue to be on enhancing the Directorate’s

investigative capacity to conduct successful and high quality investigations within the target period.

• The Directorate plans to appoint an additional 44 personnel over the medium term, mainly Investigators, thus increasing the approved establishment from 349 posts to 393* in 2016/17.

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 growth over the MTEF period • Budget allocations increased from R128.4 million in 2010/11 to R217.0 million in 2013/14 at

an average growth rate of 19.1 %.

• Over the medium term, expenditure is expected to grow to R262.3 million at an average growth rate of 6.5 % due to annual salary adjustments.

Budget Overview Budget Overview Budget 2014/15Budget 2014/15

15

MTEF Budget Allocations MTEF Budget Allocations Budget 2014/15Budget 2014/15

MTEF Baseline: 2014/15 - 2016/17

Programmes 2014/15R`000

2015/16R`000

2016/17R`000

Administration73.2 72.4 73.9

Investigation & Information Management 151.1 164.7 177.0

Legal Services5.7 5.8 6.7

Compliance Mon. & Stakeholder Management 4.7 4.3 4.7

Total 234.7 247.2 262.3

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PROGRAMMES APPROPRIATION AVERAGE %

Administration73.2 31%

Investigation & Inf. Management 151.1 64%

Legal Services 5.7 3%

Compliance Mon. & Stakeholder Man. 4.7 2%

TOTAL 234.7 100%


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PROGRAMMES

Economic Classification

R`000

Administration Investigation & Inf. Man.

Legal Service

ComplianceMonitoringStakeholder

Compensation of Employees

39 241 114 353 5 135 3 619

Goods & Services 32 626 34 874 564 878

Transfers & Subsidies

487 9 0 0

Machinery & Equip 859 1 842 13 219

TOTAL 73 213 151 078 5 712 4 716


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Programme 1 AdministrationProgramme 1 Administration Budget 2014/15Budget 2014/15

Purpose

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

PROGRAMME 1

2013/14Allocation

R’000

2014/15Allocation

R’000 Increase / (Decrease)


41.665 39.241 (6%)

Goods and services 45.497 32.626 (29%)

Departmental Agencies (Transfers) 137 487 28%

Machinery and Equipment1.147 859

(26%)

Total for Programme 1 88.446 73.213 (18)%19

Programme: 2 Investigation and Programme: 2 Investigation and Information ManagementInformation Management


Purpose

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

PROGRAMME 2

2013/14Allocation

R’000

2014/15Allocation

R’000 Increase/ (Decrease)


84.644 114. 353 35%

Goods and services 35.166 34.874 (1%)

Transfers and Subsidies 3 9 33%

Machinery and Equipment 1.432 1.842 28%

Total Programme 2 121.245 151.078 24%

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Programme 3 Legal ServicesProgramme 3 Legal Services

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Purpose

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

PROGRAMME 3

2013/14Allocation

R’000

2014/15Allocation

R’000Increase/

(Decrease)

Compensation of Employees 3.553 5.135 44%

Goods and services 869 564 (36)%

Machinery and Equipment28 13 (46)%

Total for Programme 3 4.451 5.712 28%

Programme: 4 Compliance Monitoring and Programme: 4 Compliance Monitoring and Stakeholder ManagementStakeholder Management


Purpose

Safeguard the principles of cooperative governance and stakeholder management.

PROGRAMME 4

2013/14Allocation

R’million

2014/15Allocation

R’million Increase/ (Decrease)

Compensation of Employees 2.039 3.619 44%

Goods and services 484 878 81%

Machinery and Equipment 326 219 (33%)

Total for Programme 4 2.849 4.716 40%

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Integrity Management (Section 22(3) of the IPID Act); Investigation Information Processing Unit (Section 9(d)); National Specialised Investigation Team (Protection Unit); Specialised Training for Investigators; Systemic Corruption investigation; Specialised investigation equipment; Expansion Strategy/Plan.


23

PROGRAMME 1 STRATEGIC PRIORITIES

PROGRAMME 1

ADMINISTRATION

By Chief Director Corporate Services

(Ms Nomkhosi Netsianda)

24

Purpose Provide for the overall management of the Independent Police Investigative Directorate and support services, including strategic support to the Directorate. The programme consists of the following sub-programmes: DEPARTMENTAL MANAGEMENT This subprogramme provides strategic leadership, overall and management and strategic reporting to the Directorate and ensures overall compliance with all relevant prescripts. This sub-programme is coordinated through the following functions and/or components:

Executive Support

This component provides strategic administrative support to the Executive Director of the IPID.

Annual Performance Plan 2014/15

25

Corporate GovernanceThis component will also focus on the monitoring and evaluation of performance, and reporting on the attainment of strategic objectives. It ensures constant assessment of high quality management practices as a mechanism of enhancing the ability of the Directorate to deliver on its core mandate. It also provides risk-management services and ensures compliance with laws, regulations and other prescripts.


26

CORPORATE SERVICES

It provides support services to the Directorate through the following corporate services sub sub-programmes:

Human Resources Management and Development ServicesThis component provides human resources management and development services through development of human resource policies and strategies. It ensures the alignment of the organisational structure to the Strategic Plan. It is responsible for the rendering of efficient and effective human resource administration services. It promotes the development and utilisation of human resources and manages labour relations and co-ordinates the employee health and wellness programme.

Security ManagementThe component provides security management services by developing and supporting the implementation of security policies, systems and procedures. It provides access security and physical security.


27

Information Communication TechnologyThis component provides communication services by developing, implementing and maintaining Information Communication Technology strategy and advisory services. It is responsible for development and implementation of a master system plan and strategy for Information System Security. It develops, manages and co-ordinates website, intranet and integrated ICT infrastructure.

Communication and MarketingIt provides communication and marketing services by developing, implementing and maintaining policy framework for knowledge management and communications. It provides learning and knowledge management services, co-ordinates and manages the distribution of information to stakeholders, provides internal and external communications, library services and promotes public awareness on the IPID.


28


29

Auxiliary Services

This component provides record management services; fleet management services render switchboard operation services, messenger services and oversee the rendering of cleaning services.

FINANCE SERVICES

This sub-programme provides effective and efficient financial management, supply chain and asset management services.

INTERNAL AUDIT

It provides internal audit services by conducting compliance and performance audits and facilitating internal forensic investigations.

OFFICE ACCOMMODATION

It provides services related to activities and costs of office accommodation for the Directorate as a whole. This includes managing service level agreements with the Department of Public Works regarding the renting of new property and maintenance of existing property.


30

OUTPUT(STRATEGIC OBJECTIVE)

INDICATORS

Medium-term targets

2014/15 2015/16 2016/17

PUBLIC AWARENESS CAMPAIGNS

1

Number of media statements released annually

40 Media Statements

40 Media Statements

40 Media Statements

2Number of responses to media enquiries released annually

120 Media Responses

150 Media Responses

180 Media Responses


31


INDICATORS

Medium-term targets

2014/15 2015/16 2016/17

PERFORMANCE MANAGEMENT SYSTEM

1

Number of performance monitoring and evaluation

reports submitted to ensure attainment of strategic

objectives

13 13 13

2Number of financial and

strategic reports submitted for reporting per year

22 22 22


32

MEDIUM-TERM TARGETS FOR PROGRAMME 1


INDICATORSMedium-term targets

2014/15 2015/16 2016/17

CAPACITY BUILDING: HUMAN RESOURCE

MANAGEMENT PLAN

1 % vacancy rate per year Below 10% Below 10% Below 10%

2% of females employed by the Directorate at senior management level

50% 50% 50%

3% of staff complement consisting of people with disabilities

2% 2% 2%

4 Approved retention policyApproved

policy- -

33


MEDIUM-TERM TARGETS FOR PROGRAMME 1



2014/15 2015/16 2016/17

ICT PLAN AND GOVERNANCE FRAMEWORK

1 Develop ICT planLAN refresh &

upgrade

ICT Continuity plan

implemented

EDMS Implemented

2 Produce ICT governance quarterly Reports

4 4 4

REALIGNMENT OF ORGANIZATIONAL FUNCTIONS AND

STRUCTURES

1Number of reviews of Organisational Structure conducted per year

1 1 1

2Number of environmental assessment studies conducted per year

10 10 10

34


PROGRAMME 2

INVESTIGATION AND INFORMATION MANAGEMENT

By Acting Chief Director: Investigations

(Mr Matthews Sesoko)

35

Purpose: Programme 2 strengthen oversight role over the police service by conducting investigations within the powers granted to the Directorate by the IPID Act. It also makes recommendations on investigations conducted and ensures efficiency in registration and investigation of cases.

The programme will achieve the above through the following three sub programmes:

•Investigations ManagementThis subprogramme develops and maintains investigation systems, procedures, norms, standards and policies in line with the Independent Police Investigative Directorate (IPID) Act number 1 of 2011.

•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. It also conducts trend analysis based on available data and make recommendations to the SAPS.

•Investigation ServicesThe subprogramme manages and conducts investigations in line with the provisions in the IPID Act no1 of 2011 .

IPID Annual Performance Plan 2014/15

36

(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.

IPID Annual Performance Plan 2014/15

37

ANNUAL PERFORMANCE PLAN 2014/15



2014/15 2015/16 2016/17

CASE MANAGEMENT SYSTEM

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

98% of cases received



2

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

18 18 18

38



2014/15 2015/16 2016/17

COMPLETED INVESTIGATIONS

1 Percentage of investigations of deaths in police custody completed within 90 days

65% of cases

completed within 90

days

66% of cases

completed within 90

days

67% of cases

completed within 90

days

2 Percentage of investigations of deaths as a result of police action completed within 90 days

65% of cases

completed within 90

days

66% of cases

completed within 90

days

67% of cases

completed within 90

days

3 Percentage of investigations of discharge of an official fire arm by a police officer completed within 90 days

55% of cases

completed within 90

days

56% of cases

completed within 90

days

57% of cases

completed within 90

days

4 Percentage of investigations of rape by a police officer completed within 90 days

60% of cases

completed within 90

days

61% of cases

completed within 90

days

62% of cases

completed within 90

days

5 Percentage of investigations of rape while in police custody completed within 90 days

60% of cases

completed within 90

days

61% of cases

completed within 90

days

62% of cases

completed within 90

days

IPID ANNUAL PERFORMANCE PLAN 2014/15

39



2014/15 2015/16 2016/17


6 Percentage of investigations of torture completed within 90 days

50% of cases

completed within 90

days

51% of cases

completed within 90

days

52% of cases

completed within 90

days

7 Percentage of investigations of assault completed within 90 days

50% of cases

completed within 90

days

51% of cases

completed within 90

days

52% of cases

completed within 90

days

8 Percentage of investigations of corruption completed within 90 days

55% of cases

completed within 90

days

56% of cases

completed within 90

days

57% of cases

completed within 90

days

9Percentage of investigations of other criminal and misconduct matters referred to the Directorate in terms of section 28(1)(h) and 35(1)(b) of the IPID Act completed within 90 days

55% of cases

completed within 90

days

56% of cases

completed within 90

days

57% of cases

completed within 90

days


40



2014/15 2015/16 2016/17


10Number of cases of systemic corruption identified for possible investigation approval, within a financial year 18 18 18

11Percentage of approved systemic corruption investigations of torture completed within 12 months

20%4 of 18

20%4 of 18

20%4 of 18

12Percentage by which backlog investigations are reduced annually (excluding systemic corruption)

50% reduction of the backlog

cases

50% reduction of the backlog

cases

50% reduction

of the backlog cases


41



2014/15 2015/16 2016/17

RECOMMENDATION REPORTS

1

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

80% 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


42


PROGRAMME 3

LEGAL SERVICES

By Acting Chief Director: Legal Services

(Mr Matthews Sesoko)

43

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 Support and Administration The subprogramme manages the Directorates legal obligations. It develops and maintains systems and procedures, norms and standards to support guide and direct legal support within the Directorate.

•Litigation advisory services The subprogramme is responsible for coordination of civil and labour litigation as well as coordination of the granting of policing powers. The subprogramme other key activities and outputs include finalization of received contracts and service level agreements.

•Investigation advisory servicesThe subprogramme provides support during and after investigations. 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.


44

Outputs:

•Management of the Directorate’s legal obligations, negotiation of contracts, memorandums of understanding and service level agreements.

•Legal advice and guidance to investigators during and after the completion of investigations and the granting of policing powers to investigators.

•Civil and labour litigation for and against the Directorate.


45



INDICATORS

Medium-term targets

2014/15 2015/16 2016/17

Management of the Directorate’s legal obligations, negotiation of contracts, memorandums of understanding and service level agreements

1Percentage of contracts and service level agreements finalised within 30 working days of request

90% of contracts and SLA’s finalised within 30

days


days


days

2 Percentage of legal opinions provided to the Directorate within 21 working days of request

90% of legal

opinions provided within 21

days

90% of legal


days

90% of legal


days

3Percentage of policies reviewed for legal compliance within 21 working days of request

90% of policies

reviewed within 21

days

90% of policies

reviewed within 21

days

90% of policies

reviewed within 21

days

46




2014/15 2015/16 2016/17

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

2 Percentage of legal advice provided to investigators within 24 hours

90% of legal advice

provided within set

time

90% of legal advice

provided within set

time

90% of legal advice

provided within set

time

3Percentage of legal written advice provided within 48 hours of request

90% of legal advice

provided within set

time

90% of legal advice

provided within set

time

90% of legal advice

provided within set

time

4Percentage of applications for policing powers processed within 5 working days of request

100% of applications processed



5Percentage of Promotion of Access to Information Act (PAIA) request processed and finalised within 30 days

100% of applications

finalised


finalised


finalised

47




2014/15 2015/16 2016/17

Civil and labour litigation for and against the Directorate.

1 Percentage of legal and civil litigation attended to 90% of

matters90% of matters

90% of matters

2 Percentage of legal and labour litigation attended to

100% of matters

100% of matters

100% of matters

48


PROGRAMME 4

COMPLIANCE MONITORING AND STAKEHOLDER MANAGEMENT

ACTING CHIEF DIRECTOR

(MS M GEERDTS)

49

• Purpose: To safeguard the principles of cooperative governance and stakeholder management though on-going monitoring and evaluation of the quality of recommendations made to the South African Police Service and Municipal Police Service and also reporting on the police service’s compliance with reporting obligations in terms of the Independent Police Investigative Directorate Act (2011).

The programme consist of the following sub-programmes:

• Compliance Monitoring

The sub-programme monitors and evaluates the quality of recommendations made and responsiveness received from the SAPS, MPS and NPA in compliance with the reporting obligations in terms of the IPID Act (2011)


50

• Stakeholder Management

The sub-programme manages relations and liaison with the Directorate’s key stakeholders, such as the SAPS, MPS , Civilian Secretariat, NPA, SIU, Public Protector, State Security Agency, civil society organizations in line with the requirements of the IPID Act (2011).

It also coordinates and liaise with the Parliamentary Committees and the other stakeholders. Established and coordinate the activities of the Consultative Forums as per section 15 of the IPID Act.

It is also responsible for creating enabling mechanisms for community participation in the achievement of the IPID objectives.

.


51

Outputs:

•Monitoring and Evaluation of the quality of IPID recommendations to SAPS, MPS and NPA;•Monitoring of responsiveness of the SAPS, MPS and NPA to the IPID recommendations as well as reporting on SAPS/MPS compliance with reporting obligations in terms of the IPID Act (2011);•Organising campaigns that increase public awareness of the provisions of the IPID Act, the Directorate’s functions and the utilisation of it’s services;•Regular engagements with and reports to key stakeholders, including SAPS, MPS, CSP and other government and Civil Society Organisations.


52




2014/15 2015/16 2016/17

Monitoring of IPID Recommendations Reports and Compliance monitoring

1Number of reports on the evaluation of the quality of IPID recommendations

4 4 4

2Number of reports on the implementation of IPID recommendations

4 4 4

3

Number of reports on evaluation of SAPS/MPS compliance with reporting obligations in terms of the IPID Act

4 4 4

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INDICATORS

Medium-term targets

2014/15 2015/16 2016/17

Public Awareness Campaigns and Stakeholder Management

1 Number of community outreach events conducted

306 306 306

2Participation in Community Policing

Forum40 40 40

3

Number of formal engagements

(National) with key stakeholders

held annually

12 12 12

4Number of formal engagements at Provincial level with key stakeholders held annually

108 108 108

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• The present IPID complement is inadequate for the Directorate to fulfill its mandate;

• The Expansion Strategy/Plan requires the support of the Portfolio Committee;• The IPID needs to intensify the training of investigators – in extent, depth and

complexity;• The management of IPID is committed to deliver on its mandate as per the

Constitution, the IPID Act and all the relevant Legislation, programmes and plans of Government.

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Documents

Independent Police Investigative Directorate (IPID)