Post on 13-Aug-2020
BRIEFING TO THE PORTFOLIO
COMMITTEE
STRATEGIC PLAN AND ANNUAL PERFORMANCE PLAN
2016/17 – 2020/21
10 MAY 2017
DELEGATION
COUNCIL MEMBERS:
• Professor Fikile Mazibuko :Chairperson of Council
• Mr. Nhlanhla Ngubane : Deputy Chairperson of Council
• Major Gen: Cynthia Philison : Council Member
• Mr. Zwile Zulu : Council Member
• Mr. Methews Oliphant : Council Member
MANAGEMENT TEAM
• Mr Manabela(Sam) Chauke : Director
• Mr Stefan Badenhorst : Acting Deputy Director Law Enforcement
• Mrs. Mmatlou Sebogodi : Deputy Director Finance and Admin
• Ms Mpho Mofikoe : Deputy Director Communications, CRM and Training
• Ms Zanele Mthembu : Senior Manager Parliamentary and
Stakeholder Liaison
2
PRESENTATION OVERVIEW
PART A: STRATEGIC OVERVIEW
– Our Mandate
– Strategic Priorities
– Strategic Objectives
– Strategic Outcome Oriented Goals
PART B: PROGRESS AND GAINS
– Key Achievements
PART C: PREDETERMINED STRATEGIC OBJECTIVES
– Programme 1: Administration
– Programme 2: Law Enforcement
– Programme 3: Communications, Registration (CRM) and Training
PART D: MEDIUM TERM BUDGET
– Revenue Budget
– Expenditure Budget
– Economic Classification of Budget
3
MATTERS RAISED
COUNCIL
Oversight Activities :
Council continues to discharge its oversight mandate not only through
set meeting but also through outreach and stakeholder engagements
nationally. (KZN, Limpopo, Eastern Cape, Mpumalanga, Western
Cape).
Finalised the process of appointing the Deputy Director: Law
Enforcement. Offer pending finalisation of vetting processes.
Discussed and approved the Strategic Plan, Annual Performance Plan
and budget for FY 2017-2018.
Reviewed and approved 24 corporate policies of the Authority for the
FY 2016-17.
5
COUNCIL
Oversight Activities (cont..):
Launched the Panel of Expert: a major step towards developing the
Transformation Project and facilitating a broad and inclusive process to
develop a Transformation Charter by 30 June 2017.
Official launched new PSiRA offices at Umthatha and supporting
Management to establish offices in the Northern Cape, Mpumalanga,
Northern KwaZulu-Natal and Bloemfontein.
Initial courtesy and handover meeting on 04 April 2017 with new
Executive Authority, Honourable Minister of Police Fikile Mbalula, and his
core support team. Outgoing Honourable Minister N. Nhleko attended with
his senior support staff.
6
PROGRESS KEY PROJECTS
Key Service Delivery Projects:
Taking service delivery initiatives to remote areas and other provinces where
we don’t have regional presence by setting-up temporary operations (i.e.
Bloemfontein – Free State, George – Western Cape)
Improved Operational Efficiencies:
Improved registration turnaround times through the process individual
applications within 20 day and business applications within 15 days.
Improved industry regulation:
More than 1 900 businesses registration were withdrawn for various
contraventions and amendment of Code of Conduct regulations – increased
fines.
50% increase in finalized investigations, 39% increase in dockets compiled
and 93% of prosecutions finalised versus target of 80%.
7
KEY ACHIEVEMENTS
Improved Industry Training:
More capacity building workshops were conducted with the objective of
improving compliance and expediting the implementation of the
formulation/establishment of minimum entry qualifications for the industry.
Effective Law Enforcement Strategy and Stakeholder Awareness
Initiatives:
The number of active (employed) individual Security Officers has increased
from 488 666 to 498 435 during the 2016/17 financial year.
Industry Training and Registration as a Professional Body:
SAQA conducted site inspections for registration of PSiRA as a professional
body and the notice of registration is expected to be published in the Gazette
by no later than 12 May 2017.
PSiRA will therefore be commencing with the review of the current Grades
qualifications and realignment of proposed skills programmes into
occupational qualifications.8
KEY ACHIEVEMENTS
Progress on the Bill:
Attended a meeting at the Presidency to report on the part of the Bill
that was causing delays , awaiting further communication.
Progress on Pretoria Offices
The Adjudication process was finalised after site inspection, the process
will be concluded in the 1st quarter of the new financial year.
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STRATEGIC OVERVIEW
Director (CEO): Mr Manabela Chauke
STRATEGIC PLAN REVIEW PROCESS
The strategic mandate of PSiRA originates from the Act and
the regulations issued in terms of the Act.
The Authority developed its 5-year Strategic
Plan covering the period 2016/17 - 2020/21
in accordance with National Treasury
guidelines.
The various KPIs set in the Strategic Plan
took into consideration the National
Development Plan and other key policies and
regulations critical to the fulfilment of the
Authority’s mandate.
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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,
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STRATEGIC GOALS
The achievement of the following goals
remains relevant:
To ensure excellent service delivery (effective
regulation) in the security industry;
Stakeholder and Customer Relationship
Management;
Ensure good governance across the
organisation;
Private Security Industry Stewardship through
Research and Development
The results of the situation analysis conducted necessitated
the revision of all of the planned strategic overview of the
five-years to 2021.
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STRATEGIC OBJECTIVES
Ensure effective financial management;
Ensure efficient and effective Processes and Systems;
To improve performance of the organisation;
Increased monitoring and investigation of security serviceproviders to ensure compliance with existing legislation;
Increased awareness on the functions and role of PSiRA and itsstakeholders within the security industry;
Improve the integrity and the turnaround time of registration;
Promote and ensure compliance with minimum professionaltraining standards by the SSPs; and
Conduct Research and Development policy direction for the privatesecurity industry.
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The Authority has identified the following strategicobjectives:
STRATEGIC OUTCOME ORIENTED GOALSP
ro
gram
me
1 Administration
Responsible for the
overall strategic
management and
support service for the
Authority.
Pro
gram
me 2
Law Enforcement
Responsible for enforcing
compliance with
minimum standards of
occupational conduct by
security service
providers and legal
services to ensure
efficiency in the
prosecution of
contraventions of the
PSiRA Act.
Pro
gram
me 3
Communications, Registration (CRM) and Training
Responsible for
Stakeholder Management,
core business and
Communication,
Registration and Customer
Relation Management,
Industry Training,
Research and
Development.
The goals continue to be guided by our three programs, namely, Administration,
Law Enforcement and Communications, Registrations (CRM) and Training.
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OUTCOME PER PROGRAMME
Programme 1
Administration
Programme 2
Law Enforcement
Programme 3
Communications,
Registration (CRM)
and Training
Objective 5: Increased awareness on the functions and role PSiRA and its stakeholders within the security industry
Objective 6: Improve the integrity and turnaround time of registration
Objective 7: Promote and ensure compliance with minimum professional training standards by the SSPs
Objective 8: Research conducted to influence policy direction for the PSiRA and the private security industry
Objective 4 : Increased monitoring and investigation of security service providers to enforce compliance with existing legislation
Objective 1: Effective financial management
Objective 2: Ensure Efficient and Effective Process and Systems
Objective 3: To improve performance of the organisation
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PREDETERMINED OBJECTIVES
STRATEGIC AND ANNUAL PERFORMANCE
PROGRAMME 1ADMINISTRATION
Deputy Director: Mrs Mmatlou Sebogodi
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
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PROGRAMME 1: ADMINISTRATION
Strategic Goal 3 : Ensure good governance across the organisation
Strategic Objective : Effective financial management
Key Performance Indicators (KPI’s)Baseline2016/17
ANNUAL TARGETS
2017/18 2018/19 2019/20
(a)• Unqualified audit opinion with reduced audit findings • Unqualified
audit opinion
• Unqualified audit
opinion with no
significant audit
findings
• Unqualified audit
opinion with no
significant audit
findings
• Clean audit opinion
(b) % of revenue collected 70% revenue
collected80% revenue
collected85% revenue
collected90% revenue
collected
SUB-PROGRAMME: FINANCE AND ADMINISTRATION2017 – 2021 STRATEGIC OBJECTIVE ANNUAL TARGETS
20
SUB-PROGRAMME: FINANCE AND ADMINISTRATION2017 – 2018 QUARTERLY TARGETS (APP)
KEY PERFORMANCE INDICATORS (KPI’s)
REPORTING PERIOD
ANNUAL TARGET
2017/2018
QUARTERLY TARGETS
Quarter 1 ( Apr – Jun)
Quarter 2( Jul – Sep)
Quarter 3
( Oct –Dec)
Quarter 4
( Jan –Mar)
(aUnqualified audit
opinion with
reduced audit
findings
Quarterly
• Unqualified audit opinion with reduced audit findings
20%
Review of
compliance,
controls and
corporate
governance
Unqualified
opinion with
reduced audit
findings by
20%
Develop
and
implement
external
Audit
Action plan
Review and
implementati
on of internal
controls
(b)% Revenue
collection
Quarterly 80% revenue collected
40% revenue collected
55% revenue collected
65% revenue collected
80% revenue collected
PROGRAMME 1: ADMINISTRATION
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SUB-PROGRAMME 2: BUSINESS INFORMATION SYSTEMS2017 – 2021 STRATEGIC OBJECTIVE ANNUAL TARGETS
Strategic Goal 3: Ensure good governance across the organisation
Strategic Objective : Efficient and effective processes and systems
Key Performance Indicators (KPI’s)Baseline2016/17
ANNUAL TARGETS2017/18 2018/19 2019/20
(a) Critical IT infrastructure restored within the set timeline 36 hours
Average of 36 hours
Average of 36 hours
Average of 36 hours
PROGRAMME 1: ADMINISTRATION
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SUB-PROGRAMME 2: BUSINESS INFORMATION SYSTEMS2017 – 2018 QUARTERLY TARGETS (APP)
KEY PERFORMANCE INDICATORS (KPI’s)
REPORTING PERIOD
ANNUAL TARGET
2017/ 2018
ANNUAL TARGETS
Quarter 1 ( Apr – Jun)
Quarter 2
( Jul –Sep)
Quarter 3 ( Oct – Dec)
Quarter 4
( Jan –Mar)
(a) Critical IT infrastructure restored within the set timeline
QuarterlyAverage of 24 hours
Action plan outlining
preparation for disruptions
Average of 24 hours
Action plan outlining
preparation for IT BC
disruptions
Average of 24 hours
PROGRAMME 1: ADMINISTRATION
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SUB-PROGRAMME 3: HUMAN CAPITAL2017 – 2021 STRATEGIC OBJECTIVE ANNUAL TARGETS
Strategic Goal 3: Ensure good governance across the organisation
Strategic Objective : To improve the performance of the organisation
Key Performance Indicators (KPI’s)Baseline2016/17
ANNUAL TARGETS
2017/18 2018/19 2019/20
(a) • % of implementation of the performance management system
100% 100% 100% 100%
PROGRAMME 1: ADMINISTRATION
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SUB-PROGRAMME 2: HUMAN CAPITAL 2017 – 2018 QUARTERLY TARGETS (APP)
KEY PERFORMANCE INDICATORS (KPI’s)
REPORTING PERIOD
ANNUAL TARGET
2017/ 2018
ANNUAL TARGETS
Quarter 1 ( Apr – Jun)
Quarter 2
( Jul –Sep)
Quarter 3 ( Oct – Dec)
Quarter 4( Jan – Mar)
(a)% of
implementation of
the performance
management
system
Quarterly 100% 100% 100% 100% 100%
PROGRAMME 1: ADMINISTRATION
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PROGRAMME 2LAW ENFORCEMENT
Acting Deputy Director: Mr Stefan Badenhorst
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 ServiceProviders comply with the regulations by doing regularinspections 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
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PROGRAMME 2: LAW ENFORCEMENT
Strategic Goal 1 : Strategic Goal 1 : To ensure excellent service delivery (effective regulation) in the security industry
Strategic Objective : Increased monitoring and investigation of security service providers to enforce compliance with applicable legislation
Key Performance Indicators (KPI’s)Baseline2016/17
ANNUAL TARGETS
2017/18 2018/19 2019/20
(a) Number of security businesses inspected to enforce
compliance with applicable legislation 5 375 5 400 5 680 5 965
Number of security officers inspected to enforce compliance
with applicable legislation30 698 31 000 32 600 34 230
% of investigations finalized against non-compliant SSP’s77% 83% 85% 88%
% of criminal cases opened against non-compliant SSP’s93% 93% 95% 95%
Number of security businesses licensed to possess firearms
inspected1 136 1 200 1 300 1 400
% of cases of non-compliant SSP’s prosecuted per year
90% 90% 90% 92%
Number of new draft regulations compiled New Indicator
2 2 2
PROGRAMME 2: LAW ENFORCEMENT2017 – 2021 STRATEGIC OBJECTIVE ANNUAL TARGETS
28
PROGRAMME 2: LAW ENFORCEMENT
PROGRAMME 2: LAW ENFORCEMENT
2017 - 2018 QUARTERLY TARGETS (APP)
KEY PERFORMANCE INDICATORS (KPI’s)
REPORTING PERIOD
ANNUAL TARGET2017/18
QUARTERLY TARGETS
Quarter 1 ( Apr – Jun)
Quarter 2( Jul – Sep)
Quarter 3 ( Oct – Dec)
Quarter 4
( Jan –Mar)
(a) Number of security businesses
inspected to enforce compliance
with applicable legislation
Quarterly5 400 1 485 1 485 1 215 1 215
Number of security officers
inspected to enforce compliance
with applicable legislation
Quarterly31 000 8 520 8 520 6 980 6 980
% of investigations finalized
against non-compliant SSP’sQuarterly 83% 40% 60% 75% 83%
% of criminal cases opened
against non-compliant SSP’sQuarterly 93% 93% 93% 93% 93%
Number of security businesses
licensed to possess firearms
inspectedQuarterly 1 200 330 330 270 270
% of cases of non-compliant
SSP’s prosecuted per yearQuarterly 90% 60% 70% 80% 90%
Number of new draft regulations
compiled
Quarterly
2
Propose regulations that
need to be drafted &
presented to EXCO for approval
Research on the subject
matter in which regulations
must be drafted
Compile draft regulations
Submit draft regulations and obtain
director approval29
PROGRAMME 3COMMUNICATIONS,
REGISTRATION & TRAINING
Deputy Director: Ms. Mpho Mofikoe
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
31
PROGRAMME 3: COMMUNICATIONS, CRM & TRAINING
SUB PROGRAMME 1: COMMUNICATIONS AND STAKEHOLDER MANAGEMENT
2017 – 2021 STRATEGIC OBJECTIVE ANNUAL TARGETS
Strategic Goal 3 : Industry Stewardship, Stakeholder and CustomerRelations Management
Strategic Objective : Increased awareness on the functions and role of PSiRA industry and its stakeholders within the security industry
Strategic OutcomeKey Performance Indicators (KPI’s)
Baseline2016/17
ANNUAL TARGETS2017/18 2018/19 2019/20
(a) Increased awareness onthe functions and role of PSiRA industry and its stakeholders within the security industry
Number of public awareness programmes on PSiRA’s role and functions
90 Public Awareness
Programmes
140 Public Awareness
Programmes
160 Public Awareness
Programmes
170 Public Awareness
Programmes
32
SUB-PROGRAMME : COMMUNICATIONS AND STAKEHOLDER MANAGEMENT
2017 – 2018 QUARTERLY TARGETS (APP)
KEY PERFORMANCE INDICATORS (KPI’s)
REPORTING PERIOD
ANNUAL TARGET
2017/ 2018
ANNUAL TARGETS
Quarter 1 ( Apr – Jun)
Quarter 2
( Jul –Sep)
Quarter 3 ( Oct – Dec)
Quarter 4
( Jan –Mar)
(a) Number of public awareness programmes on PSiRA’s role and functions
Quarterly140 Public awareness
programmes
45 Public awareness
programmes
35 Public awarenessprogramm
es
35 Public awareness
programmes
35 Public awareness
programmes
PROGRAMME 3: COMMUNICATIONS, CRM & TRAINING
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PROGRAMME 3: COMMUNICATIONS, CRM & TRAINING
SUB PROGRAMME 3: COMMUNICATIONS AND STAKEHOLDER MANAGEMENT2017 – 2021 STRATEGIC OBJECTIVE ANNUAL TARGETS
Strategic Goal 3 : Stakeholder and Customer Relationship Management
Strategic Objective : Improve the integrity and the turnaround time of registration
Key Performance Indicators (KPI’s)Baseline
2016/2017ANNUAL TARGETS
2017/18 2018/19 2019/20
(a) Average turnaround time of applications for registration meeting all the requirements for security businesses (working days)
Average of 15 days
Average of 15 days
Average of 10 days
Average of 10 days
Average turnaround time of applications for registration meeting all the requirements for security officers (working days)
Average of 15 days
Average of 15 days
Average of 10days
Average of 10 days
(b) % of new registration certificates
rolled out (on active Security Officers) 52% 60% 65% 35%
% of new registration certificates rolled out (on active Security Businesses) 31% 60% 65% 35%
34
PROGRAMME 3: COMMUNICATIONS, CRM & TRAINING
SUB PROGRAMME 1: COMMUNICATIONS AND STAKEHOLDER MANAGEMENT2016 – 2017 QUARTERLY TARGETS (APP)
KEY PERFORMANCE INDICATORS (KPI’s)
REPORTING PERIOD
ANNUAL TARGET
2017 / 2018
QUARTERLY TARGETS
Quarter 1 ( Apr – Jun)
Quarter 2( Jul – Sep)
Quarter 3 ( Oct – Dec)
Quarter 4( Jan –Mar)
(a) Average turnaround time of applications for registration meeting all the requirementsfor security businesses (working days)
Quarterly Average of 15 days
Average of 15 days
Average of 15 days
Average of 15 days
Average of 15 days
Average turnaround time of applications for registration meeting all the requirementsfor security officers (working days)
Quarterly Average of 15 days
Average of 15 days
Average of 15 days
Average of 15 days
Average of 15 days
% of new registration certificates rolled out (on active Security Officers)
Quarterly 60% 10% 40% 20% 30%
% of new registration certificates rolled out (on active Security Businesses)
Quarterly 60% 30% 40% 20% 10%
35
PROGRAMME 3: COMMUNICATIONS, CRM & TRAINING
SUB PROGRAMME 3: COMMUNICATIONS AND STAKEHOLDER MANAGEMENT2017 – 2021 STRATEGIC OBJECTIVE ANNUAL TARGETS
Strategic Goal 2 : Stakeholder and Customer Relationship Management
Strategic Objective : Promote compliance with minimum professional training standards by the SSPs
Key Performance Indicators (KPI’s)Baseline2017/18
ANNUAL TARGETS
2017/18 2018/19 2019/20
(a)• Number of capacity building activities for
SSP training institutions
6 Capacity building activities
12 Capacity building activities
16 Capacity building activities
20 Capacity building activities
(b) • % of the number of training security service
providers currently registered with PSiRA
properly accredited and stipulated in the
training policy.
48% of currently registered
training SSP accredited
50% of currently registered training
SSP accredited
60% of currently registered
training SSP accredited
70 % of currently registered
training SSP accredited
36
PROGRAMME 3: COMMUNICATIONS, CRM & TRAINING
SUB PROGRAMME 1: COMMUNICATIONS AND STAKEHOLDER MANAGEMENT2017 – 2018 STRATEGIC OBJECTIVE ANNUAL TARGETS
KEY PERFORMANCE INDICATORS (KPI’s)
REPORTING PERIOD
ANNUAL TARGET2017 / 2018
QUARTERLY TARGETS
Quarter 1 ( Apr – Jun)
Quarter 2( Jul –Sep)
Quarter 3 ( Oct – Dec)
Quarter 4( Jan –Mar)
(a)• Number of capacity building
activities for SSP training
institutions
Quarterly 12ConsumerAwareness
Programmes
2ConsumerAwareness
Programmes
4ConsumerAwareness
Programmes
4ConsumerAwareness
Programmes
2ConsumerAwareness
Programmes
(b) • % increase of the number of
training security service
providers currently registered
with PSiRA properly accredited
and stipulated in the training
policy.
Quarterly50 % training
securityservice
5% training securityservice
10% training securityservice
15% training securityservice
20% training securityservice
37
PROGRAMME 3: COMMUNICATIONS, CRM & TRAINING
SUB PROGRAMME 1: COMMUNICATIONS AND STAKEHOLDER MANAGEMENT2017 – 2021 STRATEGIC OBJECTIVE ANNUAL TARGETS
Strategic Goal 2 : Private Security Industry Stewardship through Research and Development
Strategic Objective : Research conducted to influence policy direction for PSiRA and the private security industry
Key Performance Indicators (KPI’s)Baseline2016/17
ANNUAL TARGETS2017/18 2018/19 2019/20
(a) ) Number of completed research per year 2 Research Topics
2 Research Topics
2 Research Topics
2 Research Topics
Number of completed surveys 1 Surveys 4 Surveys 4 Surveys 4 Surveys
Number of policy documents completed per year
2 Policies 2 policydocumentscompleted
2 policydocumentscompleted
2 policydocumentsCompleted
Number of partnerships established 1 Partnershipestablished
1 Partnershipestablished
1 Partnershipestablished
1 Partnershipestablished
38
PROGRAMME 3: COMMUNICATIONS, CRM & TRAINING
SUB PROGRAMME 1: COMMUNICATIONS AND STAKEHOLDER MANAGEMENT
2017 – 2018 QUARTERLY TARGETS (APP)
KEY PERFORMANCE INDICATORS (KPI’s)
REPORTING
PERIOD
ANNUAL TARGET2017 / 2018
QUARTERLY TARGETSQuarter
1 ( Apr –
Jun)Quarter 2
( Jul – Sep)Quarter 3
( Oct – Dec)Quarter 4
( Jan – Mar)
(a) Number of completed research per year
Quarterly 4 Research Topics
Research in
progress
1 Research Topic
Research in progress
1 Research Topic
Number of completed surveys
Quarterly 4 Surveys 1 Survey 1 Survey 1 Survey 1 Survey
Number of policy documents completed per year
Quarterly 4 Policy documents completed
Proposedpolicy
initiative presented to EXCO
Approved policy in place
Proposedpolicy
initiative presented to
EXCO
Approved policy in place
Number of partnerships established
Quarterly 1 Partnershipestablished
Identifythe
learning institution
Draft a proposal for
Excoconsideration
of the partnership
Engage the learning
institution on the proposed partnership
Formalise the partnership
with the identifiedlearning
institution
39
BUDGET
2016/17 – 2020/21
BUDGET OVERVIEW
The MTEF sets out planned expenditure and performance at the time oftabling the budget;
Aligned to the National Development Plan 2030 and outline PSIRA’scontribution to governments Outcome 12 and the key service deliverygoals;
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 thePSIRA.
41
MTEF SUMMARY – REVENUE 2017/18
Audited Outcomes: 2012/13 – 2015/16R million
2012/13 2013/14 2014/15 2015/16
160,1 130,6 134,9 216,4
Estimate:MTEF: 2016/17 – 2019/20
R million
2016/17 2017/18 2018/19 2019/20
236,6 248,6 252,4 265,8
42
Audited Outcomes: 2012/13 – 2015/16R million
2012/13 2013/14 2014/15 2015/16
128,7 137,1 148,7 184,9
Estimate:MTEF: 2016/17 – 2019/20
R million
2016/17 2017/18 2018/19 2019/20
236,6 248,6 252,4 265,8
MTEF SUMMARY - EXPENDITURE 2017/18
43
BUDGET OVERVIEW
Revenue The growth in revenue is expected to increase in line with the increase in
number of security officers and security service providers registeredincluding increases in annual and administration fees.
The rollout of new certificates is expected over the next three years and isexpected to increase revenue.
Expenditure Compensation of employees constitute the bulk of spending as the
authority plans to increase its capacity to 320 employees in 2019/20.
Budget growth over the MTEF period Revenue budget increased from R236,6 million in 2016/17 to in R265,8
million by 2019/20 at an average growth rate of 4 % per annum.
Expenditure budget is expected to grow to R265,8 mil at an averagegrowth rate of 4 % per annum.
44
MTEF BUDGET ALLOCATIONS - REVENUE
MTEF BASELINE: 2017/18 - 2019/20
Programmes 2017/18R millions
2018/19R millions
2019/20R millions
Annual Fees 116,5 123,3 126,3
Registration Fee 32,4 32,8 32,9
Course Reports 30,0 34,0 38,0
Sale of Goods 56,0 48,1 54,0
Other Income 13,7 14,2 14,6
Total Revenue 248,6 252,4 265,8
45
MTEF BASELINE: 2017/18 - 2019/20
Programmes 2017/18R millions
2018/19R millions
2019/20R millions
Administration 109,9 111,2 116,0
Law Enforcement 88,4 96,7 104,1
Communication,Registration (CRM) and Training
50,3 44,5 45,7
Total Expense 248,6 252,4 265,8
MTEF BUDGET - EXPENDITURE
46
PROGRAMME 1: BUDGET 2017/18
PROGRAMME 1:ADMIN
2016/17Budget
R’000
2017/18Budget
R’000Increase/
(Decrease)
Compensation of Employees
37 436 39 835 6%
Repairs and Maintenance 2 932 3 591 18%
Travel and Substance 1 971 1 568 (26%)
Lease payments 18 143 25 869 30%
Consultancy and Professional fees
2 074 2 028 (2%)
Other Operating Expenses 37 853 37 078 (2%)
Total 100 409 109 969 9%
47
PROGRAMME 2:LAW ENFORCEMENT
2016/17Budget
R’000
2017/18Budget
R’000
PercentageIncrease/
(Decrease)
Compensation of Employees
60 569 62 439 3%
Other Operating Expenses
12 699 13 000 2%
Repairs and Maintenance 162 185 12%
Travel and Subsistence 5 823 4 710 (24%)
Lease payments 8 353 8 021 (4%)
Consultancy and Professional fees
24 25 4%
Total Programme 2 87 657 88 380 1%
PROGRAMME 2: BUDGET 2017/18
48
PROGRAMME 3:COMMUNICATIONSAND TRAINING
2016/17Budget
R’000
2017/18Budget
R’000
PercentageIncrease/
(Decrease)
Compensation of Employees
15 184 15 272 1%
Other Operating Expenses 28 982 31 321 7%
Travel and Subsistence 2 493 2 616 5%
Consultancy and Professional fees
1 908 1 089 (75%)
Total for Programme 3 48 567 50 298 3%
PROGRAMME 3: BUDGET 2017/18
49
CAPITAL INVESTMENT PROGRAMME 2017/18
ASSET CATEGORY Budget2016/17
R’000
Budget2017/18
R’000
PercentageIncrease/
(Decrease)
Computer Equipment 2 100 2 100 0%
Software 19 800 25 200 21%
Office Equipment 300 300 0%
Office Furniture 2 755 800 (244%)
Leasehold Improvements 3 400 5 400 37%
Total Capital Expenditure
28 355 33 800 16%
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THANK YOU