ICD · 2018. 10. 4. · I want to express the ICD’s appreciation for the valued support and...

ANNUAL PERFORMANCE PLANICD 2011-2012

Annual Performance Plan.indd 1 2008/01/24 09:58:05 PM

Independent Compla ints Directorate

ANNUAL PERFORMANCE PLAN

2011-2012for

Date of tabl ing

March 2011


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FOREWORD BY THE MINISTER OF POLICE

We have a responsibility as government to ensure that all South Africans are and feel safe. In giving concrete expression to this, we have over the last two years emphasised that we must fight crime both toughly and smartly. We have been tasked with ensuring that society remains safe against criminals. This is a mandate we need to carry out with dedication. However, in placing emphasis on this tougher approach to fighting crime, we have also accentuated that police members must be seen and see themselves as the guardians of human rights generally and the Constitution in particular. Critical in fighting crime is the campaign to weed out elements within the Criminal Justice System who are engaged in various acts of crime.

While we have continually stressed that we shall take no chances with the lives of police officers against criminals, we have also made it clear that we will not allow abuses by individual police officers to go unchallenged.

In this context and as part of strengthening our legislative framework, we introduced new legislation which will strengthen both the ICD and the Civilian Secretariat for Police. The new law is aimed at converting the ICD, from a general complaints structure into a highly professional body with the emphasis on a strong investigative capacity. The legislation is now in its final stages and this legislation will see the ICD transformed into the Independent Police Investigative Directorate (IPID).

Through this legislation we have enabled the Directorate not only to have a more focused mandate but also the necessary powers to carry out its work effectively. Over the next three years the management and staff of the ICD will be required to give expression to the legislation and ensure that the ICD becomes a high performance

institution that is focused on quality service delivery. The task of the transformed ICD will be to carry out its mandate without fear or favour.

This Annual Performance Plan must provide the Ministry and Parliament with clear measurements for evaluating the effectiveness of the institution over the next year. The targets set in the Annual Performance Plan must provide the details that will enable us to measure the output and impact of the ICD. Through the legislation, we have set the building blocks in place for a strengthened ICD. The challenge now is to ensure that the building blocks are utilized to the maximum.

______________________MINISTER OF POLICEMR EN MTHETHWA, MP


ICD ANNUAL PERFORMANCE PLAN 2011-2012



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MESSAGE FROM THE EXECUTIVE DIRECTOR

It is an honour to present the first annual performance plan of the Independent Complaints Directorate (ICD).

The annual performance plan for 2011/12 is guided by the strategic plan for 2011–2016, which sets out the medium- and long-term plans and priorities of the directorate.

The priorities for the directorate in 2011/12 will be discussed against the background of the adoption and implementation of the Independent Police Investigative Directorate (IPID) Act.

The focus in the first quarter of this fiscal year will still be on the ICD’s current mandate, as prescribed in chapter 10 of the South African Police Service (SAPS) Act (1995), and will continue until the new IPID Act is promulgated.

The establishment of the IPID will usher in a new era of civilian oversight where the focus will be on the investigation of specified serious crimes committed by members of the SAPS and the municipal police services. These will include any death in police custody, death as a result of police action, the discharging of official firearms, rape, torture, assault and corruption.

Other priorities in the coming year include:

• Report and monitor recommendations that are made in respect of members of the SAPS and the municipal police services

• Improve reporting and accountability practices• Develop policy, reporting frameworks and

standard operating procedures to regulate investigations.

The strengthening of national and provincial management will be one of the top priorities of the year. Areas for expansion will include

corporate governance, performance monitoring and evaluation, and internal auditing.

I want to express the ICD’s appreciation for the valued support and interest of the Minister of Police, Mr EN Mthethwa, MP, and his deputy, Ms MM Sotyu, MP, in the activities of the ICD.

____________________EXECUTIVE DIRECTOR MR F BEUKMAN




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OFFICIAL SIGN-OFF

It is hereby certified that this annual performance plan:

• Was developed by the management of the Independent Complaints Directorate under the guidance of the executive director and the Minister of Police.

• Was prepared in line with the strategic plan of the Independent Complaints Directorate.

• Accurately reflects the performance targets which the Independent Complaints Directorate will endeavour to achieve given the resources made available in the budget for 2011/12.

MS LN CWELE Chief Financial Officer

MR F BEUKMAN Accounting Officer

Approved by:

MR EN MTHETHWA, MP Executive Authority

Signature: _______________________

Signature: _______________________

Signature: _______________________




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CONTENTS

PART A 1STRATEGIC OVERVIEW 11. UPDATED SITUATIONAL ANALYSIS 1

1.1 Performance-delivery environment 1 1.2 Increasing accessibility 1 1.3 Organisational environment 1

2. REVISION TO LEGISLATIVE AND OTHER MANDATES 3 2.1 Constitutional mandate 3 2.2 Independent Police Investigative Directorate Act 3

3. OVERVIEW OF 2011/12 BUDGET AND MEDIUM-TERM EXPENDITURE FRAMEWORK ESTIMATES 3 3.1 Expenditure estimates 3 3.2 Relating expenditure trends to strategic outcome-oriented goals 3

PART B 5PROGRAMME AND SUB-PROGRAMME PLANS 54. PROGRAMME 1: ADMINISTRATION 5 4.1 Purpose 5 4.2 2011-2014 strategic objective annual targets and indicators 5 4.3 2011-2012 quarterly targets 8 4.4 Reconciling performance targets with the budget and the medium-term expenditure framework 10 4.5 Performance and expenditure trends 11

5. CURRENT PROGRAMME 2: COMPLAINTS PROCESSING, MONITORING AND INVESTIGATION 11 5.1 Purpose 11 5.2 Selected performance indicators pending the promulgation of the IPID Act 11 5.3 Reconciling performance targets with the budget and the medium-term expenditure framework 12 5.4 Performance and expenditure trends 12




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6. NEW PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT 13 6.1 Purpose 13 6.2. 2011-2014 strategic objective annual targets and indicators 13

6.3 2011-2012 quarterly targets 14 6.4 Reconciling performance targets with the budget and the medium-term expenditure framework 14

7. CURRENT PROGRAMME 3: INFORMATION MANAGEMENT AND RESEARCH 15 7.1 Purpose 15 7.2 Selected performance indicators pending the promulgation of the IPID Act 15 7.3 Reconciling performance targets with the budget and the medium-term expenditure framework 16 7.4 Performance and expenditure trends 16

8. NEW PROGRAMME 3: LEGAL SERVICES 17 8.1 Purpose 17 8.2 2011-2014 strategic objective annual targets and indicators 17 8.3 2011-2012 quarterly targets 18 8.4 Reconciling performance targets with the budget and the medium-term expenditure framework 18

APPENDIX A 19MISSION STATEMENT 19Vision 19Mission 19Values 19

APPENDIX B 20STRATEGIC OUTCOME-ORIENTED GOALS OF THE DIRECTORATE 20

APPENDIX C 23TECHNICAL INDICATOR DESCRIPTIONS 23




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PART ASTRATEGIC OVERVIEW

1. UPDATED SITUATIONAL ANALYSIS

1.1 Performance-delivery environment

The Independent Complaints Directorate (ICD) was established in 1997 in terms of chapter 10 of the South African Police Service (SAPS) Act 68 of 1995, to promote consistent proper conduct by members of the SAPS and the municipal police services. The directorate functions independently of the SAPS.

A new legislative framework for the directorate is expected to be promulgated in 2011. The current ICD will become the Independent Police Investigative Directorate (IPID). The main objectives of the IPID Act are to:

• Rename and reorganise the ICD• Grant an extended mandate that

focuses on more serious and priority crimes committed by members of the SAPS and the municipal police services.

The IPID will be obliged to investigate:

• Any death in police custody• Death as result of police action• Any complaint relating to a discharge

of an official firearm by a police officer• Rape by a police officer, whether the

police officer is on or off duty• Rape of any person in police custody• Any complaint of torture or assault

against a police officer in the execution of his or her duties

• Corruption matters within the police initiated by the executive director, or after receiving a complaint from a member of the public or referred to the

directorate by the minister, a member of an executive council (MEC) or the secretary for the police service

• Any other matter referred to the IPID as a result of a decision by the executive director, or, if so requested, by the minister, an MEC or the secretary for the police service.

The IPID may investigate matters relating to systemic corruption involving the police.

1.2 Increasing accessibility

The directorate is structured at national level (Pretoria), with provincial offices in Durban (KwaZulu-Natal), East London (Eastern Cape), Mafikeng (North West), Polokwane (Limpopo), Bloemfontein (Free State), Kimberley (Northern Cape), Mbombela (Mpumalanga), Johannesburg (Gauteng) and Cape Town (Western Cape).

Six satellite offices have been established and have been fully functional since 2008/09. They are located in Empangeni (KwaZulu-Natal), Mthatha (Eastern Cape), Rustenburg (North West), Thohoyandou (Limpopo), Bethlehem (Free State) and Upington (Northern Cape).

The footprint of the directorate will be expanded with the establishment of a new satellite office in the Western Cape in 2011/12 and in Mpumalanga in 2012/13, which will make the IPID more accessible and enable it to arrive at crime scenes without delay.

1.3 Organisational environment

1.3.1 Current departmental structureThe directorate currently consists of three programmes that are fully aligned with the budget programme structure agreed to with




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National Treasury. These programmes are:

• Administration (programme 1)• Complaints processing, monitoring and investigation (programme 2)• Information management and research (programme 3).

1.3.2 New Independent Police Investigative Directorate structureThe new legislation will not only have an impact on the investigative capacity and public profile of the ICD, but will also have a direct impact on the administrative structure that supports the adjusted functions of the ICD. The ICD will, however, continue to reside under the Ministry of Police.

The activities of the IPID will be organised into the following programmes, which are fully aligned with the strategic objectives identified in the strategic plan for 2011–2016:

• Administration (programme 1)• Investigation and information management (programme 2)• Legal services (programme 3).

The current programme 3: information management and research will be subsumed into the new programme 1: administration and programme 2: investigation and information management. The data-management function will be strengthened to ensure that accurate statistical information is available for monthly reports. Research, as well as the station audits and cell inspections in compliance with the Domestic Violence Act (1998) will be transferred to the Civilian Secretariat for the Police Service.

The new programme 3: legal services will manage and facilitate the provision of investigation advisory services and will provide legal and litigation advisory services.

The office of the executive director will be strengthened to meet the demands of additional obligations, including reporting to Parliament, monthly reporting to the minister, and, where relevant, reporting to MECs. In addition, the office of the executive director will be expanded to ensure effective corporate governance, monitoring and evaluation of performance, and internal auditing. It will also provide for parliamentary and media liaison services.

The finance and internal audit components will be strengthened in 2011/12 to improve the accountability practices of the directorate. The finance component will be increased with the addition of an assistant director, basic accounting systems (BAS) controller and an accounting clerk. Two internal auditors and an audit clerk will be added to the internal audit component.

The new legislation places stringent obligations on the SAPS and the municipal police services in the reporting of matters that must be investigated by the IPID and the implementation of disciplinary recommendations. The capacity of the provincial offices will therefore be increased to administer the new reporting processes.




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2. REVISION TO LEGISLATIVE AND OTHER MANDATES2.1 Constitutional mandate

There have been no changes to the ICD’s constitutional mandate.

2.2 Independent Police Investigative Directorate Act It is envisaged that the IPID Act will be promulgated by the President in 2011. The IPID Act will

result in the: • Renaming and reorganisation of the ICD • Granting of an extended mandate that focuses on more serious and priority crimes

committed by members of the SAPS • Streamlining and reorganisation of the complaint-handling process and investigation functions • Establishment of a dedicated legal services programme • Establishment of a formal liaison mechanism between the ICD and the Civilian Secretariat

for the Police Service • Improvement of reporting and accountability practices • Overall improvement of the management structure of the directorate.


3. OVERVIEW OF 2011/12 BUDGET AND MEDIUM-TERM EXPENDITURE FRAMEWORK ESTIMATES

3.1 Expenditure estimates

Table 1: Independent Complaints Directorate

Programme Audited outcome Adjusted appropriation Revised estimate

Medium-term expenditure estimate

R million 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 1. Administration 27.4 33.5 39.5 50.8 50.8 59.8 65.6 69.2 2. Complaints processing,

monitoring and investigations 44.0 54.5 56.2 64.6 64.6 74.2 75.8 80.5 3. Information management and

research 9.5 11.3 10.5 16.0 16.0 17.6 19.6 20.7

Total 80.9 99.3 106.2 131.4 131.4 151.6 161.0 170.4 Change to 2010 budget estimate 2.1 2.1 7.5 8.6 –

Economic classification Current payments 74.1 95.0 102.1 128.1 128.1 147.6 158.4 167.6 Compensation of employees 45.7 58.0 65.0 75.8 75.8 86.6 91.8 97.2 Goods and services 28.4 37.0 37.1 52.3 52.3 61.0 66.6 70.4 of which: Computer services 1.7 4.1 2.8 4.4 4.4 4.7 5.0 5.2 Lease payments 6.5 7.4 4.3 10.0 10.0 10.0 10.6 11.2 Property payments 0.9 1.9 3.0 3.9 3.9 4.6 4.9 5.2 Travel and subsistence 6.9 9.6 14.2 14.8 14.8 20.9 24.0 25.5 Transfers and subsidies 0.0 0.1 0.1 0.1 0.1 0.1 0.1 0.1 Departmental agencies and accounts 0.0 0.1 0.1 0.1 0.1 0.1 0.1 0.1

Payments for capital assets 6.7 4.2 4.0 3.3 3.3 4.0 2.5 2.6 Machinery and equipment 6.7 4.2 4.0 3.3 3.3 4.0 2.5 2.6 Payments for financial assets 0.0 0.0 0.0 – – – – – Total 80.9 99.3 106.2 131.4 131.4 151.6 161.0 170.4



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3.2 Relating expenditure trends to strategic outcome-oriented goals

Total expenditure for the vote increased

significantly from R80.9 million in 2007/08 to R131.4 million in 2010/11, at an average annual rate of 17.6 percent, to cater for increased activities for the formulation of the new IPID Bill, enhanced capacity in support services and expanded office accommodation. Expenditure on consultants for the 2009/10 financial year amounts to R0.1 million, of which R0.026 million was paid to audit committee members, R0.084 million to consultants for alignment of the performance agreements of the executive director and all the senior managers with the Minister of Police’s expectations, and R0.008 million for translations and transcriptions of documents.

Over the medium term, expenditure is expected to increase to R170.4 million in 2013/14 at an average annual rate of 9 percent, to provide for the appointment of staff for the new asset management unit at head office and the increase of financial staff to improve financial management.

In terms of the strategic objectives, the spending focus over the medium term is on investigating serious criminal offences and entails travelling and associated costs. However, the cuts in the budget allocation impact negatively on this expenditure, and the planning and coordination of trips will be vital.

The 2011 budget sets out additional allocations of R7.9 million in 2011/12, R9.1 million in 2012/13 and R10.1 million in 2013/14 to fund salary adjustments, strengthen financial management capacity, cater for the opening of satellite offices in George (Western Cape) and KwaMhlanga (Mpumalanga), and develop a monitoring and evaluation component to improve performance reporting.




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PART BPROGRAMME AND SUB-PROGRAMME PLANS

4. PROGRAMME 1: ADMINISTRATION

4.1 Purpose: This programme is currently responsible for the overall management of the ICD and support services. After the implementation of the new organisational and approved budget programme structure of the IPID, the purpose of programme 1 will be expanded to include the coordination and provision of effective and efficient strategic support to the directorate.

4.2 2011-2014 strategic objective annual targets and indicators


MEASURABLE OBJECTIVE: To ensure effective leadership, management, financial and administrative support to the directorate through continuous refinement of organisational strategy and structure, in compliance with appropriate legislation and best practice

SUB-PROGRAMME OUTPUT INDICATOR MEDIUM-TERM TARGETS

2011/12 2012/13 2013/14

INTERNAL AUDIT Evaluate the effectiveness of

internal controls to ensure the department’s compliance with

applicable prescripts

Number of internal audit reviews conducted 16 16 16

CORPORATE GOVERNANCE

Establish a corporate governance component which will be

responsible for the constant monitoring, evaluation and

reporting on strategic objectives

Number of performance monitoring and evaluation reports

submitted

yet to be Component

established 16 16

Timely identification and effective mitigation of risks in the

department

Number of risk management reports submitted 16 16 16

Encourage ethical behaviour by staff and prevent corruption and

fraud within the department

Number of ethics and integrity workshops held 10 10 10

1

2



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Manage and monitor the training

and skills development of employees, as well as learnership

and internship programmes

Number of skills development programmes implemented

60 training programmes

coordinated and monitored





% of interns in total staff complement 5% internships 5% internships 5% internships

FINANCIAL MANAGEMENT

Ensure effective and efficient financial planning, management

and accounting services according to best practice

Number of expenditure reports submitted 16 16 16

Implement government’s strategy on asset management in line with

the prescripts of the Public Finance Management Act

Number of asset verifications and updates of asset register

completed 4 4 4

CORPORATE MANAGEMENT SERVICES

Ensure efficient management of the minimum information security standard and compliance with the security risk management policy

Number of security audits

conducted 10 10 10

Number of workshops on minimum information security

standard and security risk management policy

10 10 10

Reduce vacancy rate by effectively administering the recruitment, selection and

appointment of employees and develop and implement a

retention policy to retain skilled personnel

% vacancy rate 10% 10% 10%

Increase compliance with prescribed equity and

employment of people with disabilities

% of people with disabilities 2% 2% 2%

% females at senior- and top-

management level

50%

50%

50%

Improve service delivery by revitalising the Batho Pele

programme

Number of updates of service-delivery improvement plan 1 1 1

Number of awareness sessions to monitor implementation of the service-delivery improvement

plan 10 10 10

Develop, manage and ensure effective implementation of

human resource and organisational policies and

strategies

% of policies evaluated and updated annually 70% 80% 90%

3

4

(Administration)



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Manage and monitor the training

and skills development of employees, as well as learnership

and internship programmes

Number of skills development programmes implemented







% of interns in total staff complement 5% internships 5% internships 5% internships

Coordinate and facilitate employee health and wellness

programmes and ensure compliance with occupational health and safety regulations

Number of internal HIV/AIDS

awareness campaigns conducted 10 10 10

Number of team-building sessions

conducted 40 40 40

Promote discipline in the

department

% of disciplinary hearings finalised within 90 days 70% 70% 70%

% of grievances finalised within 60 days 70% 70% 70%

Pending the promulgation of the IPID Act and the implementation of the new organisational structure, these strategic objectives, outcomes, indicators and targets will fall under the current programme 3: information management and research

Promote public awareness of the IPID role and services

Number of community awareness and outreach campaigns 260 270 279

Number of updates to departmental web site ongoing ongoing ongoing

Establish efficient information systems to support strategic

business objectives

Develop effective and efficient information and communication

technology (ICT) systems

Revised and approved ICT

operational plan Implement 15%

of ICT operational plan

Implement 35% of the ICT

operational plan

Implement 70% of the ICT

operational plan



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4.3 2011-2012 quarterly targets


/

PROGRAMME PERFORMANCE INDICATOR Reporting period Annual target 2011/12

Quarterly targets

1st 2nd 3rd

4th

1. Number of internal audit reviews conducted quarterly 16 4 4 4 4

2. Number of performance monitoring and evaluation reports submitted

quarterly Corporate governance unit to be established and implemented: 2012/13

3. Number of risk management reports submitted

quarterly 16 4 4 4 4

4. Number of ethics and integrity workshops conducted


5. Number of expenditure reports submitted quarterly 16 4 4 4 4

6. Number of asset verifications and updates of asset register completed

quarterly 4 1 1 1 1

7. Number of security audits conducted quarterly 10 2 3 3 2

8. Number of workshops on the minimum information security standard and security advocacy


9.

% vacancy rate monthly / quarterly 10% 10% 10% 10% 10%

10.

% people with disabilities quarterly 2% 0.5% 1% 1.5% 2%

11. % females at senior- and top-management level quarterly 50% 20% 30% 40% 50%

12. Number of updates of service-delivery improvement plan

annually 1 0 0 0 1

13. Number of awareness sessions to monitor implementation of the service-delivery improvement plan

annually 10 3 3 2 2

14. % of policies updated annually quarterly / annually 70% 20% 20% 10% 20%



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12. Number of updates of service-delivery improvement plan

annually 1 0 0 0 1

13. Number of awareness sessions to monitor implementation of the service-delivery improvement plan

annually 10 3 3 2 2

14. % of policies updated annually quarterly / annually 70% 20% 20% 10% 20%

15. Number of skills development programmes

implemented quarterly 60 15 15 15 15

16. % of interns in staff complement quarterly 5% 5% 5% 5% 5%

17. Number of internal HIV/AIDS awareness campaigns conducted

annually 10 0 0 0 10

18. Number of team-building sessions conducted quarterly 40 10 10 10 10

19. % of disciplinary hearings finalised within 90 days quarterly 70% 70% 70% 70% 70%

20. % of grievances finalised within 60 days quarterly 100% 100% 100% 100% 100%

21. Number of community awareness and outreach campaigns

quarterly 260 65 65 65 65

22. Number of updates to departmental web site monthly ongoing ongoing ongoing ongoing ongoing

23.

annually Implement revised and approved ICT operational plan

Revise ICT operational plan

Implement 5% of ICT operational

plan


plan


plan

Establish efficient

(ICT) systems

information and communication technology



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4.4 Reconciling performance targets with the budget and the medium-term expenditure framework


Table 2: Administration Sub-programme Adjusted

Audited outcome appropriation Medium-term expenditure estimate

R million 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 Management 5.3 5.6 7.6 10.1 10.8 13.0 13.8 Corporate services 15.9 21.2 27.8 32.6 40.4 43.5 45.8 Office accommodation 6.2 6.7 4.1 8.1 8.6 9.1 9.6 Total 27.4 33.5 39.5 50.8 59.8 65.6 69.2 Change to 2010 budget estimate

0.7 4.5 5.0 –

Economic classification

Current payments 25.4 32.4 38.0 50.0 58.4 64.2 67.7 Compensation of employees 13.1 16.2 19.8 25.6 30.4 32.7 34.5 Goods and services 12.3 16.2 18.2 24.4 28.0 31.5 33.2 of which: Computer services 0.4 1.3 1.1 1.2 1.4 1.4 1.5 Lease payments 6 6 3 7 7 7 8 Property payments 0.6 1.1 1.8 2.1 2.6 2.8 2.9 Travel and subsistence 1.5 2.8 6.2 6.1 8.5 10.9 11.5 Transfers and subsidies 0.0 0.1 0.1 0.1 0.1 0.1 0.1 Departmental agencies and accounts

0.0 0.1 0.1 0.1 0.1 0.1 0.1

Payments for capital assets 1.9 1.0 1.4 0.8 1.3 1.3 1.4 Machinery and equipment 1.9 1.0 1.4 0.8 1.3 1.3 1.4 Payments for financial assets – 0.0 0.0 – – – – Total 27.4 33.5 39.5 50.8 59.8 65.6 69.2

Details of selected transfers and subsidies Departmental agencies and accounts Departmental agencies (non-business entities)

Current 0.0 0.1 0.1 0.1 0.1 0.1 0.1

Safety and security sector Education Training Authority

0.0 0.1 0.1 0.1 0.1 0.1 0.1



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4.5 Performance and expenditure trends

Expenditure increased significantly at an average annual rate of 22.9 percent, from R27.4 million in 2007/08 to R50.8 million in 2010/11, to provide for new office accommodation leases and related administrative expenditure, such as cleaning and security services.

Over the medium term, expenditure is projected to increase from R50.8 million in 2010/11 to R69.2 million in 2013/14, at an average annual rate of 10.8 percent, to provide for the increased capacity in support services, particularly finance and internal audit. Expenditure on payment for capital assets is expected to grow from R0.8 million in 2010/11 to R1.3 million in 2013/14, at an average annual rate of 19.6 percent, due to replacement of outdated computers and other office equipment.

5. CURRENT PROGRAMME 2: COMPLAINTS PROCESSING, MONITORING AND INVESTIGATION

5.1 Purpose: Pending the promulgation of the IPID Act, the purpose of this programme is to:

• Receive, register and process complaints• Investigate deaths in police custody or as a result of police action • Investigate and/or monitor complaints of police criminality and misconduct• Monitor the implementation of the Domestic Violence Act.

5.2 Selected performance indicators pending the promulgation of the IPID Act


* This function will be transferred to the Civilian Secretariat for Police Service after the promulgation of the Independent Police Investigative Directorate (IPID) Act.

STRATEGIC OBJECTIVE PROGRAMME

PERFORMANCE INDICATOR

Estimated performance

2010/11

Medium-term targets

2011/12 2012/13 2013/14

1.

Register and allocate all new cases for investigations within 48 hours of receipt

Percentage of complaints registered and allocated within 48 hours

100% (5 450)

100% (5 450)

100% (5 995)

100% (6 500)

2. Investigate deaths in police custody or as a result of police action

Percentage of investigations of deaths in custody and as a result of police action completed

65% (470)

65% (470)

70% (480)

70% (480)

3. Investigate and/or monitor complaints of police criminality and misconduct

Percentage of investigations of complaints of criminality completed

55% (1 100)

55% (1 150)

60% (1 200)

60% (1 250)

4. Monitor the implementation of the Domestic Violence Act *

Number of police stations audited for compliance with the Domestic Violence Act

108 135 135 145

Percentage of applications for exemptions in terms of the Domestic Violence Act completed within 30 days

100% (50)

100% (53)

100% (60)

100% (61)



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Expenditure increased from R44 million in 2007/08 to R64.6 million in 2010/11 at an average annual rate of 13.6 percent, largely due to the additional allocations for increased investigative capacity.

Over the medium term, expenditure is expected to increase to R80.5 million in 2013/14 at an average annual rate of 7.6 percent, and will focus on improving the

skills of investigators to execute the directorate’s new mandate in terms of section 28(1) of the IPID Act. There is a 44.2 percent decrease on payments for capital assets over the medium term, as the current equipment has not reached the end of its lifespan. All administrative costs of line-function programmes are linked to programme 1. Overhead costs are calculated and proportionally allocated.



Expenditure estimates

Table 3: Complaints processing, monitoring and investigations Sub-programme Adjusted

Audited outcome

appropriation Medium-term expenditure estimate

R million 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 Complaints processing, monitoring and investigation

43.4 53.6 54.7 62.7 72.2 73.8 78.4

Legal services

0.6 0.9 1.5 1.9 2.0 2.0 2.1

Total 44.0 54.5 56.2 64.6 74.2 75.8 80.5 Change to 2010 budget estimate 1.2 2.7 3.3 –

Economic classification Current payments 39.8 52.1 54.1 62.9 72.5 75.5 80.2 Compensation of employees 28.1 36.0 39.8 41.6 47.1 49.0 52.1 Goods and services 11.7 16.1 14.3 21.3 25.4 26.5 28.1 of which: Computer services 0.9 2.2 1.1 1.9 2.0 2.1 2.3 Lease payments 0 1 1 2 2 3 3 Property payments 0.2 0.5 1.0 1.5 1.6 1.7 1.8 Travel and subsistence 4.9 5.9 6.9 7.6 10.6 10.9 11.6 Payments for capital assets 4.2 2.4 2.1 1.7 1.8 0.3 0.3 Machinery and equipment 4.2 2.4 2.1 1.7 1.8 0.3 0.3 Payments for financial assets 0.0 0.0 0.0 – – – – Total 44.0 54.5 56.2 64.6 74.2 75.8 80.5



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6. NEW PROGRAMME 2: INVESTIGATION AND INFORMATION MANAGEMENT

6.1 Purpose: With the implementation of the IPID Act and the new organisational structure, programme 2 will coordinate and facilitate the investigative process and develop investigative policy and strategic frameworks that will guide and report on investigations.

6.2. 2011-2014 strategic objective annual targets and indicators





2010/11

Medium-term targets

2011/12 2012/13 2013/14

1.

Provide reliable and accurate statistical information on the number and type of cases investigated, recommendations made and the outcomes thereof

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

19 19 19 19

2. Register and allocate all new cases for investigations within 48 hours of receipt

Percentage of complaints registered and allocated within 48 hours

95% (5 450)

95% (5 450)

95% (5 995)

95% (6 500)

3.

Investigate all reported cases prescribed in section 28 of the IPID Act in line with the norms and standards of investigative policy frameworks and procedures

Percentage of investigations of deaths in custody and as a result of police action completed

65% (470)

65% (470)

70% (480)

70% (480)

Percentage of investigations of discharge of an official firearm by a police officer completed

New mandate 55% 60%

65%

Percentage of investigations of rape by a police officer completed

New mandate 55% 60%

65%

Percentage of investigations of rape while in police custody completed

New mandate 55%

(no base line available)

60% (no base line

available)

65% (no base line

available)

Percentage of investigations of torture or assault completed

New mandate 55% 60%

65%

Percentage of investigations of corruption and systematic New mandate

55%

60%

65%

Generate recommendation reports for all investigations within 30 days of their completion

Percentage of recommendation reports generated within 30 days after completion of investigations

100% (5 450)

100% (5 450)

100% (5 995)

100% (6 500)












(no base line available) corruption completed

4.



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6.3 2011 - 2012 quarterly targets


The financial projections for this programme will be available upon promulgation of the IPID Act.



Quarterly targets

1st 2nd 3rd 4th

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

monthly, quarterly, biannually

and annually 19 4 5 4 6

2. Percentage of complaints registered and allocated within 48 hours

quarterly 95% (5 450) 95%

(1 362) 95%

(1 362) 95%

(1 363) 95%

(1 363)

3. % of investigations of death in custody and as result of police action completed

quarterly 65% (470) 65% (117)

65% (118)

65% (117)

65% (118)

4. % of investigations of discharge of an official firearm by a police officer completed

quarterly 55% 55%

55%

55%

55%

5. % of investigations of rape by a police officer completed

quarterly 55% 55% 55%

55%

55%

6. % of investigations of rape while in police custody completed

quarterly 55%

55% 55% 55% 55%

7. % of investigations of torture or assault completed

quarterly 55% 55%

55%

55%

55%

8. % of investigations of

corruption completed quarterly

55%

55% 55%

55%

55%

9. Percentage of recommendation reports generated within 30 days after completion of investigations

quarterly 100% (5 450) 100%

(1 362) 100%

(1 362) 100%

(1 363) 100%

(1 363)

New mandate:no base line available





corruption and systemic



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7. CURRENT PROGRAMME 3: INFORMATION MANAGEMENT AND RESEARCH

7.1 Purpose: Pending the promulgation of the IPID Act, the purpose of this programme is to:

• Manage all information needs• Conduct proactive research and various oversight activities• Manage all communication and marketing of activities and products to stakeholders.

After the promulgation of the IPID Act, the current programme 3: information management and research will be subsumed into the new programme 1: administration and programme 2: investigation and information management. The research function, as well as the conducting of station audits and cell inspections in compliance with the Domestic Violence Act, will be transferred to the Civilian Secretariat for the Police Service.

7.2 Selected performance indicators pending the promulgation of the IPID Act


* This function will be transferred to the Civilian Secretariat for Police Service after the promulgation of the Independent Police Investigative Directorate (IPID) Act.




2010/11

Medium-term targets

2011/12 2012/13 2013/14

1. Conduct oversight activities Number of community awareness and outreach programmes launched

250 260 270 280

2. Conduct proactive research *

Number of research projects and recommendation reports compiled

3 3 3 3



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Additional staff and general salary increases have resulted in strong expenditure growth in employee compensation, from R9.4 million in 2007/08 to R16 million in 2010/11, at an average annual rate of 19.2 percent. Over the medium term, expenditure is projected to grow at a slower average annual rate of 8.9 percent to reach R20.7 million in 2013/14. Expenditure will

focus on maintaining the ICD’s electronic information system and updating its case-flow management system.

All administrative costs of line-function programmes are linked to programme 1.

Overhead costs are calculated and proportionally allocated.



Expenditure estimates

Table 4: Information management and research

Sub-programme Adjusted

Audited outcome

appropriation Medium-term expenditure estimate

R million 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 Research 1.6 1.7 1.6 1.6 1.8 1.9 2.0 Information management system

7.8 9.6 8.9 14.4 15.8 17.7 18.7

Total 9.4 11.3 10.5 16.0 17.6 19.6 20.7 Change to 2010 budget estimate 0.2 0.3 0.3 –

Economic classification Current payments 8.8 10.4 10.0 15.2 16.7 18.7 19.7 Compensation of employees 4.4 5.7 5.5 8.5 9.0 10.1 10.6 Goods and services 4.4 4.7 4.5 6.7 7.7 8.6 9.1 of which: Computer services 0.3 0.6 0.6 1.2 1.3 1.4 1.4 Lease payments 0 0 0 0 0 0 1 Property payments 0.1 0.3 0.3 0.4 0.4 0.4 0.4 Travel and subsistence 0.5 1.0 1.1 1.1 1.7 2.3 2.4 Payments for capital assets 0.6 0.8 0.5 0.8 0.9 0.9 1.0 Machinery and equipment 0.6 0.8 0.5 0.8 0.9 0.9 1.0 Payments for financial assets 0.0 – 0.0 – – – – Total 9.4 11.3 10.5 16.0 17.6 19.6 20.7



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8. NEW PROGRAMME 3: LEGAL SERVICES

8.1 Purpose: The new programme 3 of the IPID will manage and facilitate the provision of investigation advisory services and provide legal and litigation advisory services.

8.2 2011-2014 strategic objective annual targets and indicators


STRATEGIC OBJECTIVE PROGRAMME PERFORMANCE INDICATOR


2010/11

Medium-term targets

2011/12 2012/13 2013/14

1. Effectively manage the department’s legal and contractual obligations

% of contracts and service levelagreements finalised within 21 days of

request 80% 80% 80% 80%

2.

Coordinate civil and labour litigation proceedings with the office of the State Attorney

% of civil and labour proceedings finalised in coordination with the office of the State

Attorney 60% 60% 65% 70%

3. Coordinate the granting of policing powers to investigators

% of investigators granted with policing powers within three months of application 50% 60% 65% 70%

4. Provide legal advice and guidance to investigators and the department

% of legal opinions provided to investigators within 24 hours of request

Figures not available

80% 85% 90%

% of legal opinions provided to the department within 10 days of request 70% 75% 80% 85%



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8.3 2011 - 2012 quarterly targets


The financial projections for this programme will be available upon promulgation of the IPID Act.



Quarterly targets

1st 2nd 3rd 4th

1. % of contracts and service level agreements finalised within 21 days of request

quarterly 80% 80% 80% 80% 80%

2. % of civil and labour proceedings finalised in coordination with the office of the State Attorney

quarterly 60% 60% 60% 60% 60%

3. % of investigators granted with policing powers within three months of application

quarterly 60% 60% 60% 60% 60%

4. % of legal opinions provided to investigators within 24 hours of request

quarterly 80% 80% 80% 80% 80%

5. % of legal opinions provided to the department within 10 days of request

quarterly 75% 75% 75% 75% 75%



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APPENDIX A

MISSION STATEMENT

1 Vision

To promote proper police conduct in accordance with the principles of the Constitution.

2 Mission

An effective, independent and impartial investigating and oversight body that is committed to justice and acting in the public interest while maintaining the highest standards of integrity and excellence.

3 Values

The ICD aspires to adhere to the highest standards of ethical behaviour, integrity and the continuous application of our values. The following values are the core from which we operate and respond:

• Mutual respect and trust• Integrity and honesty• Transparency and openness• Equity and fairness• Courtesy and commitment




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APPENDIX B

STRATEGIC OUTCOME-ORIENTED GOALS OF THE DIRECTORATE

The strategic outcome-oriented goals of the IPID are linked to the achievement of outcomes 3 and 12, as identified by the Department of Performance Monitoring and Evaluation in the Presidency. 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 as a crime deterrent. The IPID will endeavour to finalise more cases and reduce existing case backlogs.

To improve police conduct in line with the Constitution, the IPID’s main strategic priorities for the 2011–2016 period will be to:

• Effectively investigate criminal offences committed by members of the SAPS and the municipal police services

• Report and monitor recommendations that were made in respect of members of the SAPS and the municipal police services resulting from investigations conducted by the IPID

• Improve reporting and accountability practices• Develop policy, reporting frameworks and standard operating procedures to regulate investigations.




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Strategic outcome-oriented goal 7

ENSURE EFFECTIVE FINANCIAL MANAGEMENT

Goal statement Strengthen the financial management unit to ensure effective financial planning, management and accounting services according to best practice in compliance with the prescripts of the Public Finance Management Act.


CONDUCT EFFECTIVE AND IMPARTIAL INVESTIGATIONS

Goal statement

Ensure effective and independent oversight of the SAPS and municipal police services by conducting independent and impartial investigations of identified criminal offences allegedly committed by members of the SAPS and municipal police services.

The directorate aims to finalise more cases and reduce existing case backlogs.


COMBAT CORRUPTION AND SYSTEMIC CORRUPTION WITHIN THE SAPS AND THE MUNICIPAL POLICE SERVICES

Goal statement Combat corruption and systemic corruption allegedly committed by members of the SAPS and the municipal police services to enhance their effectiveness and their ability to serve as deterrent against crime.


COOPERATE WITH THE CIVILIAN SECRETARIAT FOR THE POLICE SERVICE

Goal statement

Formalise and strengthen the cooperative relationship between the directorate and the Civilian Secretariat for the Police Service to ensure the effective oversight of the SAPS and municipal police services and the successful implementation of the directorate’s recommendations.

Goal statement


DEVELOP POLICY, REPORTING FRAMEWORKS AND STANDARD OPERATING PROCEDURES TO REGULATE INVESTIGATIONS Policy guidelines will be developed for the investigation and management of cases to ensure that investigations are carried out according to a coherent and standardised method.

Goal statement


ENSURE CORPORATE GOVERNANCE

Goal statement Establish an efficient corporate governance unit to monitor and evaluate performance reporting and risk management, which will improve ethical and accountability practices and ensure compliance with the applicable rules and regulations.


DEVELOP AND PROMOTE PUBLIC AWARENESS OF THE IPID’S FUNCTIONS

Develop public awareness of the provisions of the IPID Act and the functions of the directorate through community-awareness programmes and media campaigns. Goal statement



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ENSURE EFFECTIVE FINANCIAL MANAGEMENT

Goal statement Strengthen the financial management unit to ensure effective financial planning, management and accounting services according to best practice in compliance with the prescripts of the Public Finance Management Act.


CONDUCT EFFECTIVE AND IMPARTIAL INVESTIGATIONS

Goal statement

Ensure effective and independent oversight of the SAPS and municipal police services by conducting independent and impartial investigations of identified criminal offences allegedly committed by members of the SAPS and municipal police services.

The directorate aims to finalise more cases and reduce existing case backlogs.


COMBAT CORRUPTION AND SYSTEMIC CORRUPTION WITHIN THE SAPS AND THE MUNICIPAL POLICE SERVICES

Goal statement Combat corruption and systemic corruption allegedly committed by members of the SAPS and the municipal police services to enhance their effectiveness and their ability to serve as deterrent against crime.


COOPERATE WITH THE CIVILIAN SECRETARIAT FOR THE POLICE SERVICE

Goal statement

Formalise and strengthen the cooperative relationship between the directorate and the Civilian Secretariat for the Police Service to ensure the effective oversight of the SAPS and municipal police services and the successful implementation of the directorate’s recommendations.

Goal statement


DEVELOP POLICY, REPORTING FRAMEWORKS AND STANDARD OPERATING PROCEDURES TO REGULATE INVESTIGATIONS Develop policy guidelines for the investigation and management of cases to ensure that investigations are carried out according to a coherent and standardised method.

Goal statement


ENSURE CORPORATE GOVERNANCE

Goal statement Establish an efficient corporate governance unit to monitor and evaluate performance reporting and risk management, which will improve ethical and accountability practices and ensure compliance with the applicable rules and regulations.


DEVELOP AND PROMOTE PUBLIC AWARENESS OF THE IPID’S FUNCTIONS

Develop public awareness of the provisions of the IPID Act and the functions of the directorate through community-awareness programmes and media campaigns. Goal statement



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APPENDIX C

TECHNICAL INDICATOR DESCRIPTIONS

INDEX

Page

APPENDIX C.1 Programme 1: Administration 24 APPENDIX C.2 Programme 2: Investigation and information management 36

APPENDIX C.3 Programme 3: Legal services 41




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APPENDIX C.1

TECHNICAL INDICATOR DESCRIPTIONS

PROGRAMME 1: ADMINISTRATION


1. Indicator title Number of internal audit reviews conducted Short definition The number of audit reviews conducted by the internal audit component annually Purpose/importance To identify non-compliance with prescripts, policies and standard operating procedures

within the department and to make recommendations regarding the development and implementation of internal controls

Source/collection of data National office audits, provincial audits, inspection of files, documentation, registers and records, physical verification of assets and stock as per asset and stock room registers

Method of calculation Based on completed internal audit reviews Data limitations Availability of responsibility managers and key personnel, financial and budget restrictions

and understaffing in the internal audit component Type of indicator Output Calculation type Cumulative Reporting cycle Monthly / Quarterly New indicator No Desired performance 100 percent compliance with prescripts

Indicator responsibility Responsibility manager: internal audit 2. Indicator title Number of performance monitoring and evaluation reports Short definition The number of reports compiled regarding the performance/under-performance of each

component within the department Purpose/importance To monitor and evaluate performance in line with the approved performance targets Source/collection of data Audits, monthly performance reports submitted by responsibility managers, and statistical

data captured on the departmental database and case-flow management system Method of calculation Based on completed audits and performance monitoring and evaluation reports submitted Data limitations Non-reporting or delayed reporting by responsibility managers, incorrect information

regarding performance submitted by responsibility managers, incorrect statistical data captured in database

Type of indicator Output Calculation type Cumulative Reporting cycle Monthly / Quarterly New indicator Yes Desired performance Each component reaches performance targets identified in the strategic and annual

performance plan and recommend ways to improve performance

Indicator responsibility Responsibility manager: corporate governance



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3. Indicator title Number of risk management reports compiled Short definition The number of reports compiled on key risks identified within the department Purpose/importance To promptly identify risks and to ensure efficient mitigation thereof Source/collection of data Monthly risk reports submitted by responsibility managers Method of calculation Based on completed performance risk management reports submitted Data limitations Non-reporting/delayed reporting/incorrect reporting by responsibility managers Type of indicator Output Calculation type Cumulative Reporting cycle Monthly / Quarterly New indicator Yes Desired performance Effectively manage risks within the department

Indicator responsibility Responsibility manager: ethics and risk 4. Indicator title Number of ethics and integrity workshops Short definition The number of workshops on ethics and integrity held annually Purpose/importance To encourage ethical behaviour by staff and to prevent corruption and fraud within the

department Source/collection of data Provincial and national workshop conducted and attendance registers Method of calculation Based on number of sessions conducted and the number of staff members who attended Data limitations None Type of indicator Activity Calculation type Cumulative — per year Reporting cycle Quarterly New indicator Yes Desired performance Improve ethical behaviour and integrity among staff

Indicator responsibility Responsibility manager: ethics and risk 5. Indicator title Monthly and quarterly expenditure reports Short definition Reports that monitor actual expenditure against the projected and budgeted expenditure

and highlight material variances Purpose/importance To ensure effective and efficient financial planning, management and accounting services

according to best practice Source/collection of data Expenditure control commitments (ECC) reports from BAS Method of calculation System calculated reports analysed by management for variances Data limitations System journals not being processed in time to reflect real-time budget expenditure or

systems being offline/unavailable Type of indicator Output Calculation type Cumulative Reporting cycle Monthly / Quarterly New indicator No Desired performance Accurate reports to avoid over/under expenditure

Indicator responsibility Chief Financial Officer



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3. Indicator title Number of risk management reports compiled Short definition The number of reports compiled on key risks identified within the department Purpose/importance To promptly identify risks and to ensure efficient mitigation thereof Source/collection of data Monthly risk reports submitted by responsibility managers Method of calculation Based on completed performance risk management reports submitted Data limitations Non-reporting/delayed reporting/incorrect reporting by responsibility managers Type of indicator Output Calculation type Cumulative Reporting cycle Monthly / Quarterly New indicator Yes Desired performance Effectively manage risks within the department

Indicator responsibility Responsibility manager: ethics and risk 4. Indicator title Number of ethics and integrity workshops Short definition The number of workshops on ethics and integrity held annually Purpose/importance To encourage ethical behaviour by staff and to prevent corruption and fraud within the

department Source/collection of data Provincial and national workshop conducted and attendance registers Method of calculation Based on number of sessions conducted and the number of staff members who attended Data limitations None Type of indicator Activity Calculation type Cumulative — per year Reporting cycle Quarterly New indicator Yes Desired performance Improve ethical behaviour and integrity among staff

Indicator responsibility Responsibility manager: ethics and risk 5. Indicator title Monthly and quarterly expenditure reports Short definition Reports that monitor actual expenditure against the projected and budgeted expenditure

and highlight material variances Purpose/importance To ensure effective and efficient financial planning, management and accounting services

according to best practice Source/collection of data Expenditure control commitments (ECC) reports from BAS Method of calculation System calculated reports analysed by management for variances Data limitations System journals not being processed in time to reflect real-time budget expenditure or

systems being offline/unavailable Type of indicator Output Calculation type Cumulative Reporting cycle Monthly / Quarterly New indicator No Desired performance Accurate reports to avoid over/under expenditure

Indicator responsibility Chief Financial Officer

6. Indicator title Number of asset verifications and updates of asset register Short definition The number of inspections conducted by asset management and subsequent updates of

the assets registers Purpose/importance • To implement government’s strategy on asset management in line with the Public

Finance Management Act • To verify and ensure that the number and type of assets, as well as their physical

location, correspond with the information captured on the asset registers • To update assets registers accordingly

Source/collection of data National office and provincial audits, physical inspection of all assets, comparison of findings with asset registers

Method of calculation Based on asset verification reports submitted Data limitations Non-availability or non-cooperation by responsibility managers, insufficient asset

management staff complement, financial and budget restrictions Type of indicator Activity Calculation type Cumulative Reporting cycle Quarterly New indicator No Desired performance The number, type and location of all assets are recorded correctly in asset registers

Indicator responsibility Responsibility manager: supply chain and asset management 7. Indicator title Number of security audits conducted Short definition The number of physical security audits conducted at head office and provincial offices Purpose/importance To ensure efficient management of the minimum information security standard and the

security-risk management policy Source/collection of data Audit reports, monthly and quarterly reports Method of calculation Calculate per audit conducted Data limitations None Type of indicator Activity Calculation type Cumulative Reporting cycle Annually New indicator No Desired performance A safe and secure working environment and the confidentiality of all information

Indicator responsibility Responsibility manager: security management 8. Indicator title Number of workshops on the minimum information security standard and security

advocacy Short definition The number of workshops conducted with staff members regarding the requirements of the

minimum information security standard and security advocacy Purpose/importance To ensure that all staff members are well informed and have a good understanding of

minimum information security standards and the departmental security-risk management policy

Source/collection of data Presentations and attendance registers Method of calculation Based on number of sessions conducted and the number of staff members who attended Data limitations None Type of indicator Activity Calculation type Cumulative Reporting cycle Monthly and quarterly New indicator No



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Desired performance Adherence to minimum information security standard and security advocacy

Indicator responsibility Responsibility manager: security management 9. Indicator title % vacancy rate Short definition The maximum percentage of vacant positions permitted at the directorate to ensure that at

least 90 percent of positions are filled Purpose/importance To ensure that the directorate complies with the recommendations and guidelines of the

Department of Public Service and Administration Source/collection of data Monthly reports by the human resource management component and provincial offices Method of calculation Vacant positions as a percentage of the total funded posts Data limitations Incorrect calculation and reporting by responsibility manager and provincial heads Type of indicator Outcome Calculation type Cumulative Reporting cycle Monthly / Quarterly / Annually New indicator No Desired performance Reduce the vacancy rate by effectively administering the recruitment, selection and

appointment of employees

Indicator responsibility Programme manager 10. Indicator title % of staff with disabilities Short definition The percentage of the total staff complement that have disabilities Purpose/importance To comply with employment equity prescripts and requirements Source/collection of data Monthly reports by the human resource management component and provincial office Method of calculation Number of staff with disabilities as a percentage of the total staff complement Data limitations Incorrect calculation and reporting by responsibility manager and provincial heads Type of indicator Outcome Calculation type Cumulative Reporting cycle Monthly / Quarterly / Annually New indicator No Desired performance At least 2 percent of the staff complement must have disabilities

Indicator responsibility Programme manager 11. Indicator title % females at senior- and top-management level Short definition The percentage of female staff in senior- and top-management positions Purpose/importance To comply with employment equity requirements Source/collection of data Monthly reports by the human resource management component Method of calculation Number of female employees at this level as a percentage of the total number of

employees at this level Data limitations Incorrect calculation and reporting by responsibility manager Type of indicator Outcome Calculation type Cumulative Reporting cycle Quarterly New indicator No Desired performance At least 50 percent of the senior- and top-management staff must be female

Indicator responsibility Programme manager

6. Indicator title Number of asset verifications and updates of asset register Short definition The number of inspections conducted by asset management and subsequent updates of

the assets registers Purpose/importance • To implement government’s strategy on asset management in line with the Public

Finance Management Act • To verify and ensure that the number and type of assets, as well as their physical

location, correspond with the information captured on the asset registers • To update assets registers accordingly

Source/collection of data National office and provincial audits, physical inspection of all assets, comparison of findings with asset registers

Method of calculation Based on asset verification reports submitted Data limitations Non-availability or non-cooperation by responsibility managers, insufficient asset

management staff complement, financial and budget restrictions Type of indicator Activity Calculation type Cumulative Reporting cycle Quarterly New indicator No Desired performance The number, type and location of all assets are recorded correctly in asset registers

Indicator responsibility Responsibility manager: supply chain and asset management 7. Indicator title Number of security audits conducted Short definition The number of physical security audits conducted at head office and provincial offices Purpose/importance To ensure efficient management of the minimum information security standard and the

security-risk management policy Source/collection of data Audit reports, monthly and quarterly reports Method of calculation Calculate per audit conducted Data limitations None Type of indicator Activity Calculation type Cumulative Reporting cycle Annually New indicator No Desired performance A safe and secure working environment and the confidentiality of all information

Indicator responsibility Responsibility manager: security management 8. Indicator title Number of workshops on the minimum information security standard and security

advocacy Short definition The number of workshops conducted with staff members regarding the requirements of the

minimum information security standard and security advocacy Purpose/importance To ensure that all staff members are well informed and have a good understanding of

minimum information security standards and the departmental security-risk management policy

Source/collection of data Presentations and attendance registers Method of calculation Based on number of sessions conducted and the number of staff members who attended Data limitations None Type of indicator Activity Calculation type Cumulative Reporting cycle Monthly / Quarterly New indicator No



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Indicator responsibility Programme manager 10. Indicator title % of staff with disabilities Short definition The percentage of the total staff complement that have disabilities Purpose/importance To comply with employment equity prescripts and requirements Source/collection of data Monthly reports by the human resource management component and provincial office Method of calculation Number of staff with disabilities as a percentage of the total staff complement Data limitations Incorrect calculation and reporting by responsibility manager and provincial heads Type of indicator Outcome Calculation type Cumulative Reporting cycle Monthly / Quarterly / Annually New indicator No Desired performance At least 2 percent of the staff complement must consist of disabled people



Indicator responsibility Programme manager Annual Performance Plan.indd 35 2008/01/24 09:58:23 PM


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Indicator responsibility Programme manager 10. Indicator title % of staff with disabilities Short definition The percentage of the total staff complement that have disabilities Purpose/importance To comply with employment equity prescripts and requirements Source/collection of data Monthly reports by the human resource management component and provincial office Method of calculation Number of staff with disabilities as a percentage of the total staff complement Data limitations Incorrect calculation and reporting by responsibility manager and provincial heads Type of indicator Outcome Calculation type Cumulative Reporting cycle Monthly / Quarterly / Annually New indicator No Desired performance At least 2 percent of the staff complement must have disabilities



Indicator responsibility Programme manager 12. Indicator title Number of updates of the service-delivery improvement plan Short definition The number of times that the departmental service-delivery improvement plan (SDIP) will

be updated Purpose/importance To improve service delivery Source/collection of data Date of approval of SDIP Method of calculation Based on the number of times that the SDIP has been updated Data limitations None Type of indicator Outcome Calculation type Non-cumulative Reporting cycle Annually New indicator No Desired performance Improve service delivery

Indicator responsibility Programme manager 13. Indicator title Number of awareness sessions to monitor implementation of the service-delivery

improvement plan Short definition The number of sessions conducted with staff members to promote awareness and to

monitor the department’s implementation of the SDIP Purpose/importance To ensure that the SDIP is effectively implemented Source/collection of data Monthly reports Method of calculation Based on the number of awareness sessions conducted and attendance registers Data limitations No recording of awareness programmes conducted and no attendance of sessions by staff

members Type of indicator Activity Calculation type Cumulative Reporting cycle Annually New indicator No Desired performance Improve service delivery through the revitalisation of the Batho Pele programme

Indicator responsibility Programme manager 14. Indicator title % of policies updated annually Short definition The percentage of departmental policies that are revised, amended and updated by all

responsibility managers within the department on a quarterly and annual basis Purpose/importance To ensure that all departmental policies and procedures are relevant, practical and in line

with new and revised prescriptions and the latest applicable laws and regulations Source/collection of data Reports by responsibility managers submitted to programme manager Method of calculation Number of policies updated Data limitations Non-submission of monthly reports Type of indicator Activity Calculation type Cumulative Reporting cycle Quarterly / Annually New indicator No Desired performance Updated, relevant and practical policies that comply with the relevant prescripts, laws and

regulations




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12. Indicator title Number of updates of the service-delivery improvement plan Short definition The number of times that the departmental service-delivery improvement plan (SDIP) will

be updated Purpose/importance To improve service delivery Source/collection of data Date of approval of SDIP Method of calculation Based on the number of times that the SDIP has been updated Data limitations None Type of indicator Outcome Calculation type Non-cumulative Reporting cycle Annually New indicator No Desired performance Improve service delivery

Indicator responsibility Programme manager 13. Indicator title Number of awareness sessions to monitor implementation of the service-delivery

improvement plan Short definition The number of sessions conducted with staff members to promote awareness and to

monitor the department’s implementation of the SDIP Purpose/importance To ensure that the SDIP is effectively implemented Source/collection of data Monthly reports Method of calculation Based on the number of awareness sessions conducted and attendance registers Data limitations No recording of awareness programmes conducted and no attendance of sessions by staff

members Type of indicator Activity Calculation type Cumulative Reporting cycle Annually New indicator No Desired performance Improve service delivery through the revitalisation of the Batho Pele programme

Indicator responsibility Programme manager 14. Indicator title % of policies updated annually Short definition The percentage of departmental policies that are revised, amended and updated by all

responsibility managers within the department on a quarterly and annual basis Purpose/importance To ensure that all departmental policies and procedures are relevant, practical and in line

with new and revised prescriptions and the latest applicable laws and regulations Source/collection of data Reports by responsibility managers submitted to programme manager Method of calculation Number of policies updated Data limitations Non-submission of monthly reports Type of indicator Activity Calculation type Cumulative Reporting cycle Quarterly / Annually New indicator No Desired performance Updated, relevant and practical policies that comply with the relevant prescripts, laws and

regulations




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15. Indicator title Number of skills-development programmes implemented Short definition The number of skills-development programmes that will be conducted annually Purpose/importance To manage and monitor the training and skills development of employees Source/collection of data Training data base Method of calculation Based on the number of training programmes coordinated Data limitations Inadequate planning and non attendance of training programmes Type of indicator Activity Calculation type Cumulative Reporting cycle Quarterly / Annually New indicator No Desired performance Improve and develop employees’ skills and competence

Indicator responsibility Programme manager 16. Indicator title % of staff complement consisting of interns Short definition The minimum percentage of the total staff complement employed in terms of internship

contracts Purpose/importance To manage and monitor the internship programme to afford entry-level workforce the

opportunity to gain appropriate experience, training and skills in the public service Source/collection of data PERSAL system Method of calculation By analysing the PERSAL report Data limitations None Type of indicator Outcome Calculation type Non-cumulative Reporting cycle Quarterly / Annually New indicator No Desired performance At least 5 percent of the total staff complement should be employed in terms of a valid

internship contract

Indicator responsibility Programme manager 17. Indicator title Number of HIV/AIDS awareness campaigns conducted Short definition The number of HIV/AIDS awareness campaigns to promote a better understanding and

improve attitudes and behaviours to HIV/AIDS Purpose/importance To strengthen awareness of HIV/AIDS among staff members Source/collection of data Number of campaigns conducted and attendance registers completed Method of calculation Based on the number of campaigns conducted Data limitations None Type of indicator Impact Calculation type Non-cumulative Reporting cycle Annually New indicator No Desired performance Improve awareness, attitude and behaviour of staff to HIV/AIDS. (At least one campaign

should be held annually by each provincial office and national office)

Indicator responsibility Programme manager and provincial heads



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18. Indicator title Number of team-building sessions held Short definition The number of team-building sessions to improve team cohesion, morale and performance Purpose/importance Team-building meetings aim to enhance team performance by strengthening team

relationships and cohesion Source/collection of data Data on team-building sessions and attendance registers Method of calculation Based on the number of team-building sessions conducted (at least one team-building

event per quarter per provincial office and national office) Data limitations None Type of indicator Activity Calculation type Cumulative Reporting cycle Quarterly New indicator No Desired performance Improve team cohesion, morale and performance

Indicator responsibility Programme manager and provincial heads 19. Indicator title % of disciplinary hearings fin

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