A summary of this committee meeting is not yet available.
SAFETY AND SECURITY PORTFOLIO COMMITTEE
22 April 1998
POCKETS OF EXCELLENCE; VEHICLE TRACKER SYSTEM: BRIEFING
Documents handed out:
"Vehicle Tracker System" (Appendix 1)
Status Report—Programme Johannesburg (Appendix 2)
Pockets Of Excellence-SAPS
The meeting concerned itself with a presentation and discussion of three SAPS briefing documents. The first document POCKETS OF EXCELLENCE-SAPS outlines the SAPS ‘s reconstruction strategy as it attempts to transform itself into a more effective and quality focused organisation in "the war against crime". PROGRAMME JOHANNESBURG is a pilot study of this new strategy, where the Johannesburg metropolitan area has been chosen to implement many of the facets of the pockets of excellence strategy. The third document "VEHICLE TRACKER SYSTEM" explains the need for tendering mechanisms, and specifications of the tracking system which is to be fitted in SAP vehicles, aircraft and police stations.
Pockets of Excellence
The briefing was given by Commissioner Eloff, Head Of Management Services in the SAPS. The briefing concerned itself with the rationale, workings and objectives of the Pockets Of Excellence programme The essential idea behind the programme is that different facets of the new strategy would be implemented in specific areas within South Africa, monitored and if deemed to be successful expanded across the country.
The main focus of the programme is the SDIP (Service Delivery Improvement Programme) which would set out to restructure the SAPS so that it could make better use of available resources and reduce the level of crime.
The specifics of the programme are set out in the attached documents. Areas which will receive specific attention are reconstructing and decentralising the departmental matrix, to cut out interdepartmental duplication and to ensure quicker and more effective service delivery. Instituting and enforcing departmental codes of conduct to ensure discipline and to prevent racism and corruption. Replacing police personnel with civilian staff wherever possible to free trained police for more relevant tasks. Auditing minor offences and the rates to which charges are withdrawn to ensure optimal usage of police time and limited resources. (For example 80% of minor assault charges are withdrawn within 14 days). Setting out performance charts focused on community satisfaction levels.
Johannesburg was chosen as the primary focus of the new programme as it is perceived as an area with an unnaturally high crime rate and this perception strongly influences international opinion on South Africa. The structure and monitoring of the pilot programme piloted in Johannesburg is set out in the document STATUS REPORT—PROGRAMME JOHANNESBURG. The implementation of the structure of the SDIP for Johannesburg is now complete. Provincial commissioner for Gauteng, Sharma Maharaj, discussed some of the problems experienced in the Johannesburg area during the implementation of the programme.
Hillbrow was identified as a major focus of crime in the Gauteng area, especially narcotics and drug related criminal activity. Hillbrow was difficult to police as approximately 1.5 million people lived in a 17sq km area. The majority of individuals who were arrested for serious narcotic-related criminal activity were from Nigeria or the Republic of Congo. Most of these arrested aliens were illegal or awaiting refugee status. Factors that influenced the police’s ability to deal effectively with these individuals are, inter alia:
The limited detention centres for illegal immigrants.
Little clarity from Home affairs as to who is responsible for these individuals. Individuals having no or counterfeit identification.
The backlog in Home Affairs on data on illegal immigrants and those applying for /awaiting refugee status and the length of time it takes to process refugee status(often up to 2 years).
Hotel/apartment block owners often appear to be co-operating with these criminal activities by warning residents over public address systems of the SAPS’s presence during raids.
The SAPS forensic labs were also experiencing severe backlogs. Many narcotic-related cases were also being withdrawn due to the courts insisting on quicker resolution times than were possible at the overworked labs. Lansaria Airport was also identified as a major through route for drug trafficking and was inadequately policed.
To counter this and other problems the Gauteng SAPS has implemented the following steps. Employed more staff at the forensic labs and for SANAP. Ensured more co-operation between all the different SANAP branches and customs. Employed more civilian staff across Johannesburg to free up policemen/women for more effective duties. Intelligence departments were restructured to ensure that they concentrate on criminal intelligence (the inference was made by Div. Com Maharaj that in the past SAPS Intelligence may have had its emphasis elsewhere. However due to the moratorium on new police spending that was in place until 1st April, any new measures that involved additional expenditure could only could come into effect on the 1st of April. Full evaluation of Programme Johannesburg could only be expected after 3/4 months.
After the presentation of the two documents there were questions from the floor, which were answered by Commissioners Eloff, Maharaj and Schoemann.
An MP asked whether the witness protection programme was working.
Response: Yes it was, however it was run by the Justice Department with the police playing only a support role. Though it was costly and seen only as a temporary measure.
Mr Zondo(ANC) asked what is the present situation at Lansaria airport and what is the problem with policing it adequately. The SAPS replied that the airport was still inadequately policed, but since the dropping of the moratorium they are increasing the police presence there. However there is still international flights arriving at 2 or 3am that were not being policed due to lack of resources. More work was required in gaining more co-operation with Customs And Immigration over this matter. Their was a request from the floor asking for an interdepartmental follow-up on this issue. The chairperson agreed and said they would look into having an interdepartmental meeting with Justice, Customs and Home Affairs to investigate the inadequate policing of airports.
Mr Rockman (ANC) asked what is being done about the shortage of staff in forensic labs and whether the creation of new deputy commissioner posts went against the objective of a leaner police force. Response: the new deputy commissioners would be operationally focused and not pen pushers and that their purpose was to decentralise the SAPS thus making it more efficient. Also civilian staff were currently being trained and that everything possible was being tried to speed up the forensic process.
Mr Ncobe (ANC) asked about the training and retraining of detectives
(13000 already trained and 6000 more about to undergo training.)
Mr George (ANC) asked whether police-involved criminal activity was on the increase. The SAPS replied that the issue was problematic as there was an increase in police-involved criminal activity. However it was only recently that a concerted effort into investigating police corruption was instigated, so the higher arrest rate might well be the result of greater police work. It was hoped that the new better-enforced code of conduct would have an effect on identifying and curtailing corruption.
Many questions were asked on the Nigerian issue. Questions were asked by ANC, NP and IFP members about why the authorities cannot deport and/or blacklist refugees/ illegal immigrants who are involved in criminal activity. These questions were met by much vocal approval seemingly across the committee membership.
The SAPS response was that the sheer number of illegal immigrants , combined with the heavy workload in Home Affairs, problems with the lengthy refugee procedure and individuals with either no or counterfeit documentation made it very difficult for the SAPS to follow up on cases involving illegal immigrants.
The chairperson then stated that he would look into a joint briefing between Immigration, Justice and Home Affairs as the matter required more attention.
Mr Mathee (NP) wanted to know why the programme was applied only to Johannesburg and not the country as a whole. Response: Johannesburg is being used to pilot the programme and if successful it would be adopted on a piecemeal basis all over the country where relevant. Also other facets of the pockets of excellence programme were being piloted in other parts of South Africa.
An ANC MP wanted to know why there was so few women in the top echelons of the SAPS. She was assured that it is something that they are aware of, that there are a few coming through and it is something that they are concentrating on.
The chairperson wanted to know what happened to the computerised fingerprinting and criminal record system that had been discussed at earlier briefings. Response: It had been temporary shelved due to lack of funds.
The chairperson suggested that they have another briefing in 3 to 4 months possibly first hand in Johannesburg to assess the success of the programme.
Snr. Superintendent Barkhuisen briefed the committee on the new tracking system that will be fitted free of charge in return for SAPS endorsement. All the details of the briefing are enclosed in the document. Thus far the device has been fitted to 762 SAPS vehicles, 19 aircraft and 49 SAPS buildings. So far the recovery rate has been 84% from stolen vehicles.
Except for questions of a technical and product-specific nature most of the MP’s questions were why only one product was chosen and would that not give that company an unfair advantage
The SAPS’s response was that the SAPS had specific needs that were set out under the tendering conditions and that tracker was the only one that met all those requirements. It was also not possible to use more than one device as the police vehicles do not have the space. It would also cause the SAPS costly logistical problems through the time lost retraining staff and refitting equipment from various manufacturers.
After further questioning the chairperson ascertained that the only advantage that the chosen tracker had is that the SAPS would be following the stolen vehicle from the outset. However all other tracking companies would also have to inform the SAPS eventually (during some point in the tracking process) as only the SAPS was authorised to move in to make the arrest and recover the vehicle.
The meeting ended with an in-house members only report-back on an Intelligence-related meeting from the preceding meeting. All non-committee members were asked to leave.
Appendix 1: BRIEFING TO THE PORTFOLIO COMMITTEE FOR SAFETY AND SECURITY IN RESPECT OF THE VEHICLE TRACKING SYSTEM CURRENTLY BEING UTILIZED IN TRACING STOLEN VEHICLES : 22 APRIL 1998
THE CONTINUOUS INCREASE IN VEHICLE THEFT AND HIJACKINGS HAS LED TO A MARKED INCREASE IN THE DEMAND FOR VEHICLE SECURITY SYSTEMS.
SINCE THE LATE EIGHTIES, THE SAPS HAS RECEIVED REQUESTS FROM PRIVATE SECTOR TO ENDORSE AND/OR MAKE USE OF THEIR VEHICLE SECURITY PRODUCTS AND/OR SYSTEMS. THE ADVENT OF TRACKING TECHNOLOGY WAS NO EXCEPTION, AND A STUDY BY CORPORATE DEVELOPMENT WAS UNDERTAKEN WITH THE VIEW TO PROCURING A SYSTEM FOR USE BY THE SAPS, AS SUCH SYSTEM WOULD GREATLY CONTRIBUTE TO THE EFFECTIVENESS OF THE SAPS IN COMBATING VEHICLE CRIME.
AFTER CONSULTATION WITH AND ON ADVICE FROM THE STATE TENDER BOARD, IT WAS DECIDED TO PUBLISH AN OPEN TENDER, INVITING INTERESTED PARTIES TO SUBMIT TENDERS FOR CONSIDERATION, ACCORDING TO WHICH THEY WILL SUPPLY TO THE SAPS, AT NO COST, VEHICLE TRACKING EQUIPMENT FOR USE IN POLICE VEHICLES AND AIRCRAFT.
FROM THE START IT WAS CLEAR THAT THE SYSTEM TO ~E USED BY THE SAPS WOULD HAVE TO COMPLY WITH THE PECULIAR NEEDS, CAPABILITIES AND RESOURCES OF THE SO UTH AFRICAN POLICE SERVICE. ACCORDINGLY, THE TENDER SPECIFICATIONS WERE DRAFTED WITH THESE FACTORS IN MIND AND PUBLISHED IN THE STATE TENDER BULLETIN ON THE 15 SEPTEMBER 1995. COPIES THEREOF WERE ALSO POSTED TO ALL BULLETIN ON THE 15 SEPTEMBER 1995. COPIES THEREOF WERE ALSO POSTED TO ALL KNOWN PROSPECTIVE TENDERERS ON THE SAME DATE.
FOUR TENDERS WERE SUBSEQUENTLY RECEIVED AND EVALUATED BY AN ADJUDICATION COMMITTEE WHOSE RECOMMENDATION WAS SUBMITTED TO THE STATE TENDER BOARD. THE STATE TENDER BOARD ULTIMATELY AWARDED THE TENDER TO TRACKER NETWORK (PTY) LTD FOR A PERIOD OF 5 YEARS, AND AN AGREEMENT APPROVED BY THE STATE ATTORNEY, SETTING OUT THE RELATIONSHIP BETWEEN TRACKER AND THE SAPS, WAS SIGNED IN MARCH 1996.
IN BRIEF, THE SYSTEM FUNCTIONS AS FOLLOWS:
A SMALL TRANSMITTER TOGETHER WITH A SUBSCRIPTION IS SOLD BY TRACKER AND INSTALLED IN A VEHICLE. THE TRANSMITTER IS ACTIVATED UPON THE VENICLE BEING REPORTED AS STOLEN. THE TRANSMITTER THEN TRANSMITS A TRACKING SIGNAL WHICH SIGNAL IS RECEIVED BY A POLICE TRACKING UNIT IN A POLICE VEHICLE IN THE AREA, THUS ENABLING THE POLICE TO TRACK AND RECOVER THE VEHICLE IN QUESTION. THE POLICE TRACKING UNITS ARE SUPPLIED TO THE SAPS FREE OF CHARGE, FOR INSTALLMENT INTO THOSE VEHICLES AND AIRCRAFT, IDENTIFIED BY THE SAPS.
TO DATE, 750 POLICE TRACKING UNITS HAVE BEEN DEPLOYED NATIONALY. THESE UNITS ARE GENERALLY INSTALLED IN POLICE PATROL VEHICLES IN ORDER TO OBTAIN MAXIMUM COVERAGE AS THESE VEHICLES, WITHIN THEIR NORMAL FUNCTIONS, COVER GREAT DISTANCES DAILY. SIMILARLY THE UNITS ARE USED BY THE AIRWING OF THE SAPS DURING NORMAL DUTIES. NO VEHICLES OR AIRCRAFT ARE DEDICATED SPECIFICALLY FOR TRACKING DUTIES. WHEN A SIGNAL IS DETECTED, THE SIGNAL WILL, WITH DUE REGARD TO CIRCUMSTANCES AND PRIORITIES, BE TRACKED.
AS AT THE 15 APRIL 1998, EIGHT HUNDRED AND NINETY FIVE RECOVERIES HAVE BEEN MADE NATIONALY, REPRESENTING A MONETORY VALUE OF APPROXIMATELY R45 MILLION. AS A CONSEQUENCE, 209 ARRESTS HAVE BEEN EFFECTED, 23 VEHICLE CRIME SYNDICATES UNCOVERED AND 19 S0 CALLED "CHOP SHOPS" (WHERE STOLEN VEHICLES ARE DISMEMBERED AND SOLD AS PARTS) LOCATED.
IN TERMS OF THE AGREEMENT BETWEEN TRACKER AND THE SAPS, ALL TRAINING IS PROVIDED BY TRACKER FREE OF CHARGE.
IN GENERAL, THE SUCCESSES ACHIEVED THROUGH THE USE OF THIS TRACKING SYSTEM HAVE BEEN VERY ENCOURAGING, WITH APPROXIMATELY 84 PERSENT OF ALL VEHICLES ACTIVATED HAVING BEEN RECOVERED TO DATE. WITHOUT THIS CAPABILlTY THESE SUCCESSES WOULD PROBABLY NOT HAVE BEEN ACHIEVED.
Appendix 2: STATUS REPORT (Edition 3) PROGRAMME JOHANNESBURG
The four main reasons for piloting Johannesburg area are:
a. Crime must be addressed as a matter of urgency. Create a model of excellence for effective policing and sustain this model.
b. Johannesburg is the centre of importance to the international community.
c. Community perception of the police must change.
d. Focus on performance and align the budget with priorities.
Overview of the Jhb programme - (Policing Model)
The model entails the following:
1. Structure to facilitate implementation in Johannesburg (JHB project) Approach:
During a meeting with Mr Meyer Kahn, the Deputy National Commissioners, Divisional Commissioners, the Provincial Commissioner Gauteng and the Area Commissioner Johannesburg on 1997-11-07 it was emphasised that a new policing model and pockets of excellence should be created in the Johannesburg area.
The implementation of the structure is 100% completed. The Deputy Area Commissioners and Area Heads: Crime Prevention and Detectives have been appointed on the 4 sub-levels (Randburg, Sandton, Jeppe and Johannesburg Central). The Area Crime Intelligence Officers have been appointed in all the 4 sub-areas.
2. The Service Delivery Improvement Programme (FA 4, 5, 6 and Priority 5) Approach:
Twenty stations in the Johannesburg Area have been identified to be focussed on.
The stations are dealt with in accordance with the implementation plans that have been established.
Johannesburg Central: Implementing phase (final phase)
Yeoville: Implementing phase (final phase)
Hillbrow: Implementing phase (final phase)
Randburg: In phase 3 : Developed implementation plan
Sandton: In 2nd month of implementation phase
Norwood: In 2nd month of implementation phase
Parkview: Implementing phase (final phase)
Sophiatown: In phase 3 : Developed implementation plan
Brixton: In 4th month of implementation phase
Bramley: In 1st month of implementation phase
Booysens: In 2nd month of implementation phase
Mondeor: In 3rd month of implementation phase
Jeppe: In implementation phase
Langlaagte: Not in implementation phase yet
Cleveland: Developing in implementation plan
Fairland: Implementation plan completed according to old
methodology where Station had to get approval from the Area Commissioner to start implementation
Rosebank; In 2nd month of implementation phase
Alexandra: Phase 1
Sandringham: Phase 3
Linden: Phase 1
Brixton Murder and Robbery: In phase 0 of SDIP-methodology
Guarding Unit: In phase 0 of SDIP-methodology
Vehicle Hijacking Unit: In phase 0 of SDIP-methodology
Firearm Unit: In phase 0 of SDIP-methodology
Crime Prevention Units
Medico Legal laboratory: Phase 0
Flying Squad: Phase 0
Dog Unit: Phase 0
Support Services (9 sub-departments) All currently in Phase 0
Operationalize Resources (FA - 3)
Placement of personnel and resources at Head Office components, to be extended to provincial Head Offices.
Investigation in the HRM division in currently underway as well as the visitation of training centres and colleges. Hammanskraal college have phased out on 31 march 1998 and the majority of the personnel has been placed out. The approach to HRM also focuses on restructuring to ensure more focus on management as opposed to administration. The most success has been achieved through the controlling of the flow of personnel and resources in and out of Head Office.
The controlling of the flow of personnel and resources in and out of Provincial Head Offices is envisaged.
4. Operations (Priority 5)
There are 3 main areas:
- Implementation of sector policing
- The possibility of an Area Crime Prevention Unit
- The possibility of establishing Sub-Area Reaction Units
It was decided to adopt a phasing in process beginning with the implementation of sector policing. For this purpose a workshop was held in Johannesburg on 98-03-19. The workshop defined the concept of sector policing and also developed guidelines for deciding on the boundaries of a sector as well as for the responsibilities of sector managers. A follow-up workshop to discuss and refine the proposals and recommendations of the first workshop is to be held early in April 1998.
The value added by these workshops will be implemented as part of the existing sector policing model in Johannesburg. Once this concept is properly established, as a second phase, the concept of an area Crime Prevention Unit will further be developed.
Regarding the way forward the following was decided at the last workshop
A Document containing the conclusions drawn and decisions taken at the said workshop to be submitted to asst comm Pretorius before 1998-03-27. Responsibility : Asst comm Burger.
Station profiles to be formulated before 1998-04-03. Responsibility : Respective station commissioners.
Profile of sector managers to be formulated before 1998-04-03. Responsibility : Dir. H Muller.
Comments on the document are to be submitted before 1998-04-03. Responsibility : Station commissioners.
Follow-up workshop, date is still to be determined.
Responsibility : Asst comm's Pretorius and Burger.
5. Quality of Investigations (FA 1)
The establishment of a Detective Development component has provided for dedicated capacity to drive the implementation of endeavours to increase the effectiveness of investigations.
The organisational focus areas of the effective detective project is as follows:
improving the quality of investigative services managing the budget and resources in the service
establishing a system of performance appraisal and service monitoring developing an affirmative training programme
The implementation of the effective detective programme is focussing on the following
a. Workload of detectives
d. Crime and the management thereof
Police stations were identified where certain strategies (7-day Crime report, process-flow for case dockets and screening process and inspection of case dockets) would be implemented. Feedback regarding these strategies were given by the stations and the 7-day strategy will be redesigned. The project team is also determining the inhibiting factors delaying implementation, as well as training needs and performance indicators for every strategy. A new policy has been developed for the detective Service. New structures have been designed in line with the policy and are at present being consulted with provinces. The new policy and structure aligns and integrates the activities of national and provincial detectives and addressed the functioning of the detective Service on all levels. It includes the realignment of the draft intelligence process. The following draft National instructions have been drawn up and submitted for comment and approval:
-Draft National Instruction No 2/97: The process flow of case dockets
-Draft National Instruction No 3/97: Screening of reported Crime
-Draft National Instruction No 4/97: Seven Day Crime Report
-Draft National Instruction No 5/97: Inspection of case dockets
The Implementation Plan was finalised by dir Vermaak of Area Johannesburg on
98-02-27. On 12 March 1998 at a work session, police stations were identified where certain strategies will be implemented as a pilot:
Seven Day Crime Report
The process flow of case dockets:
Screening of reported Crime and Inspection of case dockets:
The policy document regarding the activities of the Detective Service has been approved on 98-03-26.
It is envisaged that the National Strategies will be implemented in the whole of the SAPS on National, Provincial and Area level. It is also foreseen that the following draft national Instructions regarding Focus Areas 1-4 will be drawn up in the first 6 months of this year:
- Performance appraisal for detective Service
- Detective Training
- Corporate Identity (detective service)
- Management Information
- Organisational structures
Other initiatives identified during the implementation of the project: "Effective Detective' will be dealt with by the project team on an ongoing basis, to establish the feasibility for implementation thereof.
6. Crime Information and Intelligence (Priority 5)
The post of Area Head: Crime Intelligence has been advertised and an appointment will be made after the interviews have been finalised. On 98-04-01 the Dep-Area Commissioners, station Commissioners and Crime Intelligence staff were officially informed of the new Crime Intelligence approach to policing. The 9 stations that were identified where the pilot project will run is: Alexandra, Booysens, Sophia Town, Jeppe, Sandton, Bramley, Hilibrow, Johannesburg Central and Randburg. Crime Information Managers have already been identified and placed at the above-mentioned stations. These managers have received no formal training but they capture all information received on Crime Information sheets, the information is then computerised and crime pattern analysis are drawn up and used as a basis for crime prevention strategies. Presently all pilot stations are linked to the CAS system.
It is envisaged that the CASMIS system will be installed at 6 of the pilot stations during the week of the 17 April 1998. As soon as funds become available, the rest of the stations will also be supplied with this facility. The matter of standardised training of all the Johannesburg Area Crime Intelligence staff regarding the relevant computer systems as well as Crime Intelligence gathering will be discussed at a meeting scheduled for 1998-04-08. It was decided that a Project Plan will be submitted to the project Office before or on 1998-04-17. The national Implementation team will be actively involved in facilitating the implementation of the project and will render assistance, where necessary.
7. Professional Conduct (FA 3 and 4 and Priority 4)
The approach to professional conduct will aim to instil acceptable standards of behaviour based on the value system - embraced by the Code of Conduct - of the Service in respect of the delivery of policing services.
The main focus areas are:
Education and training
A co-ordination committee to address professional Conduct has been established, consisting of representatives from Head Office, Training Equity, Negative discipline, HRM, Labour Relations and a Belgian Cultural Researcher. The researcher has been allocated in terms of the Belgian Collaboration Agreement to assist in culture change in support of professional conduct. At present a Business Plan is in the process of development that will address both immediate and long term interventions in support of the priority focus areas. The Business Plan will be finalised by 17 April 1998. Interventions that can be undertaken before that date will be channelled to the Provincial Steering Committee for implementation. These include:
- popularisation of the Code of Conduct;
- culture research at Jeppe, Rosebank and Alexandra;
- assessment of problems related to messes at Alexandra, Randburg, Booysens, Norwood, George Gogh, Cleveland, central Down Town, Hillbrow, Langlaagte and Jeppe
- undertaking an audit of who has not been issued with new uniforms, badges and insignia etc.
A National Directive / Business Plan on professional conduct is, after consultation with all provinces and divisions, in the process of development and will be completed by 17 April1998. Specific responsibilities will be assigned in respect of the various focus areas and will result in additional resources and capacity being made available in support of positive and negative disciplinary systems and processes, which would further support the desired outcomes of professional conduct.
Addressing HRM in the SAPS with regard to professional conduct
Four particular areas have been prioritised in this regard - discipline, absenteeism, anti-discrimination and education, development and training. In line with Programme Johannesburg, the intention is to first apply particular strategies within the respective subareas of Johannesburg and then to export best practises learned, to the rest of the country. The Service Delivery Improvement Programme (SDIP) serves as a fundamental mechanism for the implementation of this project.
At the same time, it is also true that certain interventions are immediately required to instil and reconfirm professional conduct in the Service. For this reason specific measures are being underta1~en to institutionalise the Code of Conduct and optimise the application of the Disciplinary process and procedures. In order to develop an integrated and holistic approach, both long and short term approaches are currently being developed - whereas the long term activities are directed at all divisions and provinces, the short term activities specifically related to immediate interventions that can be applied within the Johannesburg policing Area.
The main purpose of diversion is to unclog the Criminal Justice System. During
execution of this investigation the following approach was adopted:
Audit minor offences reported during 1996 and 1997 respectively. A detail analysis of the minor offences was done.
Prioritise minor offences according to individual stations
A project team was appointed and resources obtained. The type of major 9ffences
that were being committed in the Johannesburg area has been determined by:
- studying relevant structures and documents;
- the obtaining of court and facilitator's lists;
- the obtaining of statistics regarding these offences in 96197 as per offence, per station and per month;
- visits to stations for their inputs,
- meetings with Legal Services in Gauteng as well as with the Justice Department and Correctional services;
- trends regarding minor offences reported in the Johannesburg Area for 1996/1997 has been analysed in detail per sub-area, per month and per offence
- auditing of case load of Minor Offences of stations and courts
- graphic presentations of Minor cases reported 1996/1997 as well as these cases forwarded to court during the same period
- detailed analysis of all Minor Offences reported 1996/1997 according to the SAP 6
- discussions with NCPS team regarding Johannesburg Project
- investigation completed and report submitted to the Divisional Commissioner Eloff via Assistant Commissioner Moorcroft
9. Standards (FA 3)
The workgroups on standards will make use of the following techniques to set standards:
a. Arbitrary Standards
b. Analytical standards
c. Scientific standards
d. Historical standards
Vitally important for the setting of standards are monitoring and controlling performance.
The 5 focus areas are:
- Fuel management -Perto card
The contract was awarded to Westbank by the Dept of State Expenditure. The petrol card will be implemented in phases. The Head: Logistics is in the process of compiling the implementation plan. The Fuel Management System will be implemented in full by 1 July1998. Standards of fuel consumption are part of the Fuel management System and the set standards will be monitored as part of the control measures on the system.
- Spares for vehicles
The possibility to implement a maintenance card that will be managed by a service provider such as Westbank is under way. A project team under the auspices of Dir Van Zyl are in a process to draw up the guidelines for such a system.
- Replacement of vehicles
The impact assessment is not completed and the investigation is still in progress.
All information on expenditure on telephones are analysed. Stations are categorised into groups according to the size of the station. Standards and control measures will be set for each category of stations to reduce and control telephone expenses.
Measures have been implemented and a letter ref. no 14/6/2 dated 1998-04-02 gives a detail overview thereof.
10. Performance Charts (FA 1-5)
Performance charts enables measurement of successes in all the above areas have been developed and are being refined. Specific areas include monitoring of:
- Crime prevention
- Community satisfaction
- Crime information reports
- Response times
- Escapes form custody
- Absenteeism, etc.
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