Annual Performance Plan - Saps

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SOUTH AFRICAN POLICE SERVICE PART B: PROGRAMME AND SUB-PROGRAMME PLANS....................................................................................... 14 4. Key Departmental Programme 1: Administration.................................................................................................. 14 4.1. Strategic Objective Annual Targets and Performance Indicators for 2012/13.................................................14 4.2. Quarterly Targets for 2012/13......................................................................................................................... 17 5. Key Departmental Programme 2: Visible Policing.................................................................................................. 18 5.1. Strategic Objective Annual Targets and Performance Indicators for 2012/13.................................................18 5.2. Quarterly Targets for 2012/13......................................................................................................................... 21 6. Key Departmental Programme 3: Detective Services............................................................................................. 23 6.1. Strategic Objective Annual Targets and Performance Indicators for 2012/13.................................................23 6.2. Quarterly Targets for 2012/13......................................................................................................................... 29 7. Key Departmental Programme 4: Crime Intelligence............................................................................................. 33 7.1. Strategic Objective Annual Targets and Performance indicators for 2012/13.................................................33 7.2. Quarterly Targets for 2012/13......................................................................................................................... 34 8. Key Departmental Programme 5: Protection and Security Services......................................................................35 8.1. Strategic Objective Annual Targets and Performance Indicators for 2012/13.................................................35 8.2. Quarterly Targets for 2012/13......................................................................................................................... 37 PART C: LINKS TO OTHER PLANS............................................................................................................................... 38 9. Links to Other Plans................................................................................................................................................ 38 9.1 Infrastructure and Capital Asset Plan............................................................................................................... 38 9.2 Information and Communication Technology Plan.......................................................................................... 39 9.3 Human Resource Management Plan................................................................................................................ 44 viii
PART A: STRATEGIC OVERVIEW FOR THE ANNUAL PERFORMANCE PLAN 2012/13 1. Situational Analysis The current analysis represents a move towards comprehensive development planning and should be seen as a vital tool to ensure the proper allocation of the country’s resources to address current and emerging policing challenges and issues for the financial year 2012/13. The analysis, therefore, is an opportunity to reflect on the external and internal environments which directly or indirectly influence planning by the organisation, based on a common national vision and strategic outcomes oriented goals and priorities set within the Medium Term Expenditure Framework (MTEF) planning horizon. However, it is noteworthy that some of the issues and challenges that will be faced by the SAPS in the 2012/13 financial year go beyond the stipulated one-year planning period. Therefore, the current analysis should not be seen in isolation, but rather as part of the continuum within the country’s development process. As a result, focus will also be paid on policing development needs and issues which may have longer term implications whose outcomes may not necessarily be realised during this planning horizon. 1.1 Performance Delivery Environment The current policing environment continues to be driven by external factors such as national security threat levels and crime incidences. These factors require continuous high level intelligence gathering, flexibility, preparedness and responsiveness in order to adapt to and decisively deal with a variety of unknown variables. Research in South Africa continues to evince that there is a significant number of crime, especially violent crime that is facilitated or fuelled by drug use or high alcohol consumption levels. As part of the JCPS output, several successful awareness campaigns and educational programmes have been conducted in 2010/11 and 2011/12 financial years and these are ongoing. These are conducted in partnership with the relevant organs of state and they include sustainable initiatives such as the Safer Schools Programme; the Drug Demand Reduction Programme; and Youth Crime Prevention which is done in association with the National Youth Development Agency. Operationally, confiscations of drugs, especially at the ports of entry, and the confiscation of liquor from illegally operating premises, have been diligently and successfully done at least for the past three years. Although massive loads of seizures and relevant arrests are being made, the supply volumes and use of drugs is escalating. Therefore, the police will engage in a more vigorous and intelligence-driven programme which will mainly target the manufacturers and distributors of drugs. The reduction of the overall levels of serious crime, in particular contact crime and trio crime is one of the priorities of the JCPS delivery agreement. These crimes impact negatively on the feelings of safety by all South Africans, investor perceptions and tourism. During the first six months of 2011/12 all serious crime has already reduced by -4%, contact crime by -6,7% and trio crimes by -1,4%. The targets set in the current delivery agreement are to achieve a 60% contact crime detection rate and a 34% trio crime detection rate by 2014. The detection rate for contact crime increased with 3,53% from 53,46% to 56,99% and the trio crimes increased with 1,25% from 14,77% to 16,02% in 2010/11. These increases could be attributed to the special emphasis that was placed on the expansion of the human resource capacity and training of detectives which increased by 11% from 20 291 to 22 594 in 2010/11. When comparing the first six months of 2011/12 with the corresponding period in 2010/11, the detection rate for contact crime had already indicated an increase by 2,64%, from 57,04% to 59,68%. A court ready case docket mechanism has been developed to monitor the extent of the investigation of case dockets in order for the National Prosecuting Authority to successfully prosecute offenders. Annual Performance Plan 2012/13 1
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Annual Performance Plan - Saps

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