Community Safety Annual Report 2011-2012 - Gauteng Online

Programme 2: Civilian OversightThe purpose of the programme is to facilitate the delivery of improved police services through monitoring andevaluating the functioning of the province’s Law Enforcement Agencies (LEAs) and promoting good relationsbetween the police and the communities. The programme consists of two sub-programmes, namely, Monitoringand Evaluation and Policy and Research. This programme takes responsibility for the performance of the policeoversight functions outlined in section 206 (3) of the Constitution of the Republic of South Africa, 1996. It is thisprogramme that essentially performs the functions of a Provincial Secretariat for Safety and Security as providedfor in sections 2 and 3 of the SAPS Act, 1995 (Act No. 68 of 1995). As in the first two programmes, the newpriorities adopted by the Executive Council have compelled the Department to revisit its strategic objectives inthe Annual Performance Plan 2011-2012.Of particular significance in this regard is the priorities that focus on the ‘reduction of serious and violent crimes’,‘crime perception management’, ‘effectiveness and integration of the criminal justice system’ as well as the‘prevention and combating of corruption against the LEAs’.Sub-programme 2.1: Monitoring and EvaluationPurposeThe purpose of the Directorate: Monitoring and Evaluation is to facilitate the delivery of improved police servicesthrough monitoring and evaluating the functioning of the provinces Law Enforcement Agencies (LEAs).Strategic ObjectivesThe Directorate’s strategic objectives are:••Monitoring and evaluating the performance of the SAPS towards priority crime reduction;••Overseeing the effectiveness and efficiency of service delivery by the SAPS at station level;••Assessing the effectiveness of visible policing programmes and promoting policing coordination in the province;••Monitoring police conduct;••Promoting the effectiveness and integration of the CJS in the province and promoting police transformation; and,••Accountability and transparency.Performance indicators and targetsDuring the reporting period, the Directorate had planned to visit 32 police stations that were identified, in conjunction withthe leadership of the SAPS, as poor performing. A total of 38 police stations were visited, thus exceeding the plannedannual target by 6 police stations (15.8%). These were Orange Farms, Bedfordview, Brooklyn, Devon, Dube, Dawn Park,Loate, Crystal Park, Pretoria North, Lyttelton, Rosebank, Pretoria West, Edenvale, Garsfontein, Olifantsfontein, Sinoville,Silverton, Boschkop, Dunnottar, Tembisa, Cullinan, Eden Park, Norkem Park, Duduza, Temba, Hillbrow, Loate, Diepkloof, DeDeur, Sebenza, Wierdebrug, Ekangala, PTA Central, Meyerton, Katlehong, Welbekend, Honeydew and JHB Central. Thetarget was exceeded as a result of visits to several police stations in the province by the Parliamentary Portfolio Committeeon Police (PPCP). The Directorate had to make follow-up visits to the stations visited by the PPCP, which then affected theinitial target. The 32 police stations were identified at the commencement of the financial year through a system called thePerformance Chart, which is used by the police service for the measurement of police performance. The system focuses onpolice performance in a variety of areas such as crime and the performance of the community service centres at each of the137 police stations across the province.PThis work entails monitoring the effectiveness of the Co-Created Policing Strategy. The findings of the station visits werediscussed with the station management and deadlines set for action plans. The Directorate monitored the implementationof the Detectives 10 point plan in the province, which is designed to improve the performance of the detectives, primarilyagainst the identified priority crimes. To this end, 690 case dockets closed as undetected and withdrawn were analysed. Itwas found that dogged detective work is not common practice. Once the station visits and docket analysis is completed thefindings are discussed with the station commanders and senior management who have been receptive. Action plans andtime frames for improvement are drawn up and the process is monitored monthly.In an attempt to monitor cooperation and collaboration within the CJS, the unit monitored Case Flow management meetingsbetween the SAPS and National Prosecuting Authority (NPA) and reports in this regard were produced. The effectiveness ofvisible policing programmes executed by the SAPS in the province was also analysed.Programme 2: Civilian Oversight • Annual Report 2011/12 |43