ATC130521: Report of the Portfolio Committee on Police on the 2013/14 Budget Allocation, Strategic and Annual Performance Plan of the Independent Police Investigative Directorate, dated 14 May 2013
The Portfolio Committee on Police having considered Budget Vote 23 of
Independent Police Investigative Directorate, reports as follows:
The Portfolio Committee on Police considered the 2013/14 Strategic Plan,
Annual Performance Plan and Budget of the Independent Police Investigation
Directorate on 23 April 2013, as part of its oversight function.
This report comprises an analysis of its key programmes
and a summary of key aspects of the Independent Police Investigation
Directorate (IPID) budget allocation and strategic objectives, as well as the
Committee observations and recommendations.
PRESENTATION BY THE
The aim of the Independent Police Investigative Directorate (IPID) is to
ensure independent oversight of the South African Police Services and Municipal
Police Services and to conduct independent and impartial investigations of
identified criminal offences allegedly committed by members of the South
African Police Services and the Municipal Police and make appropriate
The IPID derives its mandate from the Independent Police Investigative
Directorate Act (1 of 2011) that was enacted and came into effect on 1 April
2012 to enable the IPID to shift from a complaints driven institution to one
that prioritizes the investigation of serious and priority crimes allegedly
committed by the South Police Service (SAPS) and the Municipal Police Services
(MPS). It also has a greater focus on systemic corruption.
The Act also places a stringent obligation
on SAPS and the MPS for reporting on matters that must be investigated by the Directorate
and the implementation of disciplinary recommendations. The Directorates
overarching goal is to contribute towards ensuring a police service that
trusted by the community and operates in line with the spirit of the
The following are the medium term priorities for IPID:
Alignment of strategic
plans and APP with the IPID Act;
of all S28 matters including systemic corruption;
Alignment of planning,
budgeting and reporting frameworks;
of systems, processes and structure;;
of functions, reporting lines ,roles and responsibilities;
management and leadership capacity;
performance management systems;
reporting ,monitoring and evaluation systems
and formalizing stakeholder relations
and alignment of systems, programmes and structure to enhance the capacity
of IPID to deliver on its mandate;
focus the Directorate from a complaints driven to investigation driven
Obtain a Clean
delegation of functions in terms of human resource and finance ;
/feed into policy development within SAPS/MPS; and
investigation work into systemic corruption in SAPS
BUDGET ALLOCATION AND ALIGNMENT TO
ANNUAL PERFORMANCE PLAN
Overview of Budget
For the 2013/14 financial year, IPID received R217 million, a 3.8
percent real increase from the previous financial year.
The investigation and information management
programme received the biggest allocation (R124.3 million) mainly increase
investigative capacity and access to the directorates services. The
received the second largest
allocation (R88.4 million), and the legal services received R4.3 million.
One of the Committees key concerns was the
misalignment of the budget with the strategic priorities and the organizational
allocations and performance information per programme
The department in
the previously financial year consisted of three programmes which were made up
of Administration, Investigation and Information Management and Legal Services.
Its programme structure was changed to include a fourth programme and
programmes were reorganized as follows:
Governance and Stakeholders Management,
Investigation and Information Management
National Treasury is being engaged on the change in programme structure
with a view of aligning the budget to the relevant programme areas.
The Administration programme was divided into two
programmes Governance & Stakeholders Management and Corporate Services each
with their own indicators and targets
The Estimate National Expenditure has allocated the budget in terms of one
The budget allocated for
Administration programme was R 88.4 million.
The purpose of this
program is to provide overall management and support services, including
strategic support. It consists of executive Support, Corporate Governance,
Internal, Finance and Corporate Management Services.
Programme 1: Governance and stakeholder management:
the purpose of this
programme is to provide leadership and overall management support, as well as stakeholder
management to the Directorate. It consists of the following sub-components
Executive support, corporate governance, Internal Audit, Financial management
and Security services.
outputs and strategic objectives of programme 1 are directly liked to the
following three strategic outcome-oriented goals: the IPID is accessible to the
public, the performance management system functions optimally, and
re-engineering and re-
of the IPID.
Public Awareness Campaign:
The output and strategic
objective including indicators has been provided for each area.
IPID reported that in terms of the public
awareness campaign there will be 306 community outreach events conducted
Performance Management Systems:
The vacancy rate is
at 13% percent with 45 vacant posts that has not yet been filled. IPID hoped
that the number of vacant posts would be reduced to 10%. The percentage of females
at senior management level was set at 50%. The employment for the disabled
people was at 2% percentage within the medium team targets.
The Human Resource Management Plan
would be updated and implemented annually.
ICT Plan and Governance Frameworks:
The ICT plan and
framework consists of two phases. The first
phase would be fully implemented in 20114/15 and second phase in 2015/16.
The ICT plan and governance was intended to
be approved in March 2014.
Re-alignment of organizational functions and structure:
In terms of the
feedback reporting regarding the outcomes of investigation provided within 30
days of completion remains at one within the medium term targets.
The total number of staff was 349
with 93 at post levels 1-6; 193 at posts levels 7-10. A further 30 were at post
levels 11-12 and 33 at post levels 13-16.
Programme 2: Corporate Services
The purpose of this
programme is to provide administrative and logistical support through providing
corporate management services; information technology communication and
marketing services; auxiliary services; human resources management and
development services to the Directorate.
It consists of the following sub-programmes:
Information Communication Technology,
Communication and Marketing Services, Auxiliary Services and Human Resource
Management & Development Services. The strategic objective of this
programme is the development & maintenance of performance management
The 2013-16 outputs and
strategic objectives are directly linked to the following three strategic
outcomes oriented goals: IPID is accessible to the public, the performance
management system operations optimally, and re-engineering and re-organization
of the IPID.
following targets in each
performance area: the release of 60 media statements, 12 formal engagements
with key stakeholders at national level and 108 at provincial levels., 70%
identified policies would be reviewed by the
department annually,, there would be 13 performance monitoring and evaluation
reports submitted for all 3 years in the METF period
and the number of the financial and strategic
reports submitted within the prescribed dates remains at 21 for the same years.
Programme 3: Investigation and Information Management
The purpose of this
programme is to coordinate and facilitate the
investigative processes, and develop policy frameworks that guide
investigations. It consists of the following sub-components: Investigations,
Information management and Policy development & provincial coordination.
The 2013-2016 output and strategic objectives are directly linked to the
following strategic outcomes oriented goals 3 and 12 as identified by Cabinet
in 2010. One of the strategic goals of this programme is that IPID process
It was reported
that in the Case management system IPID intends to register 98 cases received
and allocate them within 72 hours of receipt during the 2013/14 year. It
intends to repeat this in the following two years of the METF. In terms of the
statistical report 18 were targeted to be generated on the number and types of
cases investigated and recommendations made. 65% of registered investigation cases
of deaths in police custody were to be complemented within 90 days. 65% of case
registered cases of investigation of death as a result of police action were
also to be completed within 90 days. 55% of registered cases of investigation
of discharged of officials fire arms by police officer were to be completed
within 90% days. 55% of registered cases of investigations of rape by a police
office were to be completed with 90 days. 55% of registered cases of
investigation of rape in police custody were to be completed with 90 days.
50%of registered cases of investigation of torture were to be completed within
90 days. 50% of registered cases of investigation of assault were to be
completed within 90 days.
registered cases of investigation of corruption were to be completed within 90
days. 100% of disciplinary recommendation reports were to be referred to
SAPS/MPS and criminal recommendation reports referred to NPA within 30 days of
completion of the relevant investigation.
100% feedback reports regarding outcomes of completed and closed cases
would be provided within 30 days.
The purpose of this
programme is to manage and facilitate the provision investigation advisory
services and provide legal and litigation support. Legal services provide
general legal advice to the Directorate over and above providing legal support
to the core business investigations and Information Management. It consists of
the following sub-components:
litigation advisory services and investigation advisory services. Its sub-programmes
consists of Legal aid and advisory services which manages the Directorates
legal obligations and co-ordinates civil and labour litigation matters, and
Investigation advisory services
which provides support during and after investigations.
indicators for the management of the Directorates legal obligations
show that during the 2013/14 financial
year, 90% of contracts and service level agreements are finalized during 30
days of request. This is maintained during the outer years of the medium term.
90% of legal opinions are also provided to the Directorate within 21 days of
request. Similarly, 90% of policies are to be reviewed within 21 days of
request during the medium term.
In as far as legal
advice and guidance to investigators during and after the completion of
investigations, IPID reports that it will issue 4 practice notes and directives
for 2013/14 and maintain that number until 2015/16. It will also produce 90% of
advice to investigators within 24 hours of request and follow up with written
advice within 48 hours of request. It will also process 100% of applications
for policing powers within 5 working days of request during the 2013/14 year
and maintain that during the medium term.
Expenditure on employees would decrease by 24% and
expenditure on goods and services would increase by 25%.
The Committee made a number of observations but recognized that there
were positive areas such as the reprioritizing the core targets and focus
areas. There was however a number of capacity concerns.
The Committee raised its concerns regarding the number of vacant posts that
has not been filled and emphasized the fact that IPID had never achieved
The question was asked that
when the vacant posts would be filled.
The department reported that 45 vacant positions would be filled within
The Committee noted that most of the satellite stations were located in
towns and not in rural areas.
department agreed that the satellite offices were in the cities and further
explained the office were allocated based on the availability of areas and
were made by department of Public Works. The Committee did not accept
that Public Works will decide on behalf of another department.
It was reported that in the previous year the
provincial heads were requested to conduct an analysis based on the information
to represent each district. The decision was taken according to the number of
reports which received from each district.
The Committee wanted to be provided with reasons why SAPS failed to
respond to IPID regarding recommendations.
The Committee noted that this was a critical issue that was not
reflected in the IPID indicators and that the engagement with SAPS should
feature more prominently on
targets in the
The Committee also noted that most of the satellite offices were based
in urban areas and not in rural communities as is needed. The placement of
these offices contributed to the long distances that investigators had to
travel, resulting in huge transport costs. In addition there have been a number
of service delivery protests and SAPS appear unable to effectively deal with
The presence of IPID at
these protests is important.
The ability of IPD to fill vacancies remained a concern. It was noted
that all the heads of provincial offices and the executive director posts have
not been filled and that this was a problem with respect to the leadership of
In addition the retention
staff appears to be a major problem as staff members leave for greener pastures
and the organization had no strategy for retaining staff.
and training of investigators was
noted as a major problem with insufficient attention being provided in this
The Committee recommends the following:
The Committee recommended a clear strategy on the
establishment of the satellite offices including planning of satellite offices.
The low performance indicators provided by the IPID as well
as more realistic targets needed to be reviewed.
The inclusion of other performance indicators such as
engagement with SAPS in the APP regarding compliance to IPID recommendations
An immediate plan for the filling of all vacant posts must
be implemented as this compromises the ability of IPID to deliver on its
All IPID investigators must receive quality training as a
matter of priority in order for them to fulfill their functions effectively.
The ICT plan and governance framework of the IPD has not
been finalized this should be done and it should be audited.
Consideration is given to increasing allocated amounts in
the budget for fuel because of long distances travelled by the investigators.
The current budget does not make provision for this despite the price of full
having dramatically increased.
The APP to contain indicators that show the number of cases reported,
number cases closed reasons for closure, number of cases to court, and
conviction rates of cases investigated and separate indicator must be shown for
the Metro Police.
The IPID to consider developing a legal contingency
liability budget to deal with matters where the ICD are involved in lengthy
court cases and reduce the risk to IPID.
The Committee urges the Minister to finalize the appointment
of the Executive Director and Provincial in order to bring stability to the
IPID needs to fill all vacant positions as a matter of
agency and develop a proper retention plan.
Report to be considered.
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