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ACTION PLAN IN RESPONSE TO
AREAS OF
UNDERPERFORMANCE 2019/2020
Compiled by Strategic Management
South African Police Service
Enquiries: Maj General l Rabie
Contact number: 012 393 3083
E-mail address: rabiel@saps.gov.za
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TABLE OF CONTENT Contents
List of Abbreviations/Acronyms ............................................................................................................ 3
Official Sign-Off ...................................................................................................................................... 7
Key Departmental Programme 1: Administration ............................................................................... 8
1.1 TECHNOLOGY MANAGEMENT SERVICES ............................................................................... 8
1.2 ORGANISATIONAL DEVELOPMENT ...................................................................................... 22
1.3 HUMAN RESOURCE DEVELOPMENT .................................................................................... 25
1.4 PERSSONNEL MANAGEMENT: EMPLOYEE RELATIONS ....................................................... 30
1.5 SUPPLY CHAIN MANAGEMENT ............................................................................................ 33
1.6 INTERNAL AUDIT .................................................................................................................. 42
1.7 INSPECTORATE ..................................................................................................................... 45
Key Departmental Programme 2: Visible Policing .............................................................................. 46
1.1 VISIBLE POLICING ................................................................................................................. 46
1.2 OPERATIONAL RESPONSE SERVICE ...................................................................................... 79
Key Departmental Programme 3: Detective Services ......................................................................... 81
1.1 DETECTIVE SERVICE .............................................................................................................. 81
1.2 FORENSIC SERVICES .............................................................................................................. 94
Key Departmental Programme 4: Crime Intelligence ...................................................................... 103
1.1 CRIME INTELLIGENCE.......................................................................................................... 103
1.2 DIRECTORATE FOR PRIORITY CRIME INVESTIGATION ...................................................... 113
Key Departmental Programme 5: Protection and Security Services ............................................... 116
1.1 PRESEDENTIAL PROTECTION SERVICE ............................................................................... 116
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LIST OF ABBREVIATIONS/ACRONYMS
Acronym Explanation
AFIS Automatic Fingerprint Identification System
AGSA Auditor General South Africa
BAC Bid Adjudication Committee
BOC Board of Commissioners
BRVs Bullet-Resistant-Vests
CAS Case Administration System
CAS/ICDMS Case Administration System/Investigation Case Docket Management System
CCI Commercial Crime Investigation
CCTV Closed Circuit Television
CFO Chief Financial Officer
CFR Central Firearm Registry
CI Crime Intelligence
CI Crime Index
CI AOP Crime Intelligence Annual Operational Plan
CIT Cash in Transit
CJS Criminal Justice System
CPA Crime Pattern Analysis
CPF Community Police Forum
CSC Community Service Centre
CTA Crime Threat Analysis
DFS Division: Forensic Service
DNA Deoxyribo Nucleic Acid
DNC Deputy National Commissioner
DPCI Directorate for Priority Crime Investigation
DPW Department of Public Works
EC Eastern Cape
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Acronym Explanation
EIS Efficiency Index Systems
EMC Movement Control System
EMCS Enhanced Movement Control System
ERMS Enterprise Risk Management System
ERS Emergency Response System
eTEL Electronic Telephone Management
EUE End User Equipment
FCS Family Violence Sexual Offences and Child Protection Units
FDS Functional Design Specification
FLASH Firearms, Liquor and Second-hand Goods Services
FSL Forensic Science Laboratory
FTD Field Terminal Devices
GBV Gender Based Violence
GBVF Gender Based Violence and Femicide
HRC Human Rights Commission
HRD Human Resource Development
IA Internal Audit
IBIS Integrated Ballistic Information System
ICDMS Investigation Case Docket Management System
ICT Information and Communication Technology
INTERPOL International Police
IPID Independent Police Investigative Directorate
IS Information Systems
IS/ICT Information Systems/Information and Communication Technology
ISSET Inspectorate Station Self Evaluation Tool
ISSET Inspectorate Station Self Evaluation Tool
JCPS Justice Crime Prevention and Security
KZN KwaZulu Natal
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Acronym Explanation
LAN Local Area Network
LCRC Local Criminal Record Centre
LFS Labware Forensic Services
LIM Limpopo
MOSAC Modus Operandi Strategic Analysis Centre
MOU Memorandum of Understanding
MP Mpumalanga
NCCF National Crime Combatting Forum
NCCS National Crime Combating Strategy
NFDD Deoxyribo Nucleic Acid Database
NFMCCC Non-Ferrous Metals Crime Combating Committee
NPIS National Photo Imaging System
OD Organisational Development
PCOP Portfolio Committee on Policing
PIVA Person Identity Verification Application
PIVA/PVS Person Identification Verification Application
POCA Prevention of Organised Crime Act
POCC Provincial Operational Command Centres
POP Public Order Policing
PSI Private Security Industry
PSIRA Private Security Industry Regulatory Authority
RFID Radio Frequency Identification
RFP Request For Proposal
RFQ Request for Quotation
RI Reference Index
RPAS Remotely Piloted Aircraft System
RSA Republic of South Africa
SAPS South African Police Service
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Acronym Explanation
SARPCCO Southern African Region Police Chiefs Cooperation Organisation
SCM Supply Chain Management
SCS Service Complaints System
SITA State Information Technology Agency
SME Subject Matter Expert
SOI Service Oriented Integration
TID Technical Indicator Description
TMS Technology Management Services
TPP Training Provisioning Plan
USA United States of America
VC Video Conferencing
VISPOL Visible Policing
WAN Wide Area Network
WC Western Cape
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OFFICIAL SIGN-OFF
It is hereby certified that this Action Plan in response to areas of underperformance:
Was developed by the Management of the SAPS, under the guidance of the National Commissioner.
Takes into account all the relevant policies, legislation and other mandates applicable to the SAPS.
Accurately reflects the strategic objectives and performance standards that the SAPS will endeavour to achieve, during the 2019/2020 financial year.
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KEY DEPARTMENTAL PROGRAMME 1: ADMINISTRATION
1.1 TECHNOLOGY MANAGEMENT SERVICES
Sub-Programme: Technology Management Services
Strategic Objective: To regulate the overall management of the Department and provide centralised support services
1.1.1 Successes and Achievements
1.1.1.1 Percentage of identified Information and Communication Technology (ICT) Infrastructure deliverables achieved.
Existing radio high sites were successfully maintained to ensure effective communication in support of policing.
Maintenance of Closed Circuit Television (CCTV) in the Forensic Science Laboratory (FSL) environment contributed to the safe
custody of exhibits.
1.1.1.2 Number of prioritised sites implemented with person management capabilities.
Implementation of Person Identity Verification Application (PIVA) at 200 sites of the 197 planned sites for the three quarters
enabled identification, verification and arrest of wanted suspects. PIVA is upgraded to Person Verification System (PVS) which
include improved functionalities and were successfully piloted at 42 sites.
1.1.1.3 Percentage of prioritised Information Systems (IS) solutions deliverables achieved.
Development of functionalities to enable the management and monitoring of the investigations/process related to cases of gender
based violence (GBV).
SAPS systems were successfully maintained to enable for example forensic leads/hits management, generation of previous
convictions for the purpose of opposing bail, to enable effective case management, etc.
The mySAPS application was launched on 25 October 2019 in support of crime tip-off reporting.
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1.1.2 Areas of Underperformance
Enhancing Information Systems/Information and Communication Technology (IS/ICT), to support the business objectives of the SAPS.
Key Performance Indicator Percentage of identified Information and Communication Technology (ICT) Infrastructure deliverables achieved
Annual Target: 80,00%
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before
31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
89% 52% 73% The Wide Area Network
(WAN) and Local Area
Network (LAN) upgrade
was on hold due to
unavailability of funds.
The Criminal Justice
System (CJS) budget for
Xyplex was approved in
quarter 3, procurement
process is in progress.
SITA Cabling Request for
Bid (RFB) 1611 not
suitable in executing SAPS
cabling requirements.
SAPS Cabling Request for
Quotation (RFQ) was
cancelled as a result
The publication of the
compiled bid
specifications to establish
Closed Circuit Television
(CCTV) at the Local
Submit a Business Case to SAPS
Finance Committee requesting
funding for the total requirement
of roll over from 2019/2020
financial year and planned for
2020/2021 financial year
Engagement between SAPS and
State Information Technology
Agency (SITA) Executives on
current cabling (LAN) contract for
SITA to approve that SAPS to do
direct procurement through an
open bid process
Procurement of Xyplex (WAN)
equipment only
Recommendation and awarding of
CCTV INK bid by SAPS
2020-03-31
2020-03-31
2020-03-31
2020-03-31
Modernise and implement
Xyplex (WAN) equipment
Allocation of budget for WAN
and LAN in 2020/2021
Establish SAPS procurement
vehicle for LAN equipment
Republish the CCTV INK bid by
SAPS
Conclude evaluation and audit
of the CCTV INK bid by SAPS
Recommendation and award
the CCTV INK bid by SAPS
2021-03-31
2020-06-30
2020-09-30
2020-04-30
2020-06-29
2020-09-09
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Criminal Record Centre
(LCRC) and INK (Inanda,
Ntuzuma, Kwa-Mashu)
Public Surveillance
Solution was placed on
hold and the BID was
cancelled
The modernisation of End
User Equipment (EUE):
Operationalisation
delayed due to shortage
of SITA resources
Hosting Services
Modernization service
proposal to be approved
Upgrade of the Radio
Communication High Sites
projects were delayed due
to administrative process
in the procurement
application
Establishment of the
Information Systems /
Information and
Communication
Technology (IS/ICT)
Operations Centre: The
Hosting Monitoring and
Application Monitoring
sub projects were put on
hold due to State
Engage with SITA to expedite the
appointment of certified
Windows10 technical resources
Approval of proposal was
concluded on 20 January 2020
Issuing of order to SITA for the
hosting back-up solution
Reprioritise the planned sites to
the new financial year
Publication of the bid for radio
infrastructure at high sites
Engagement on 23 January 2020
between SAPS and SITA Executives
on the non-performance of SITA on
the Smart IS/ICT Operations Centre
monitoring solution roll-out
2020-03-31
Concluded
2020-03-31
2020-03-31
2020-03-31
Concluded
Receive proposed quotations
to appoint technical resource
to rollout Windows10 from
SITA
Recommendation and
approval of quotations by
SAPS to SITA
Modernise the Outstanding
End User Equipment
Modernise prioritised Hosting
capabilities
Expedite the application for
obtaining servitudes at
identified radio high sites
caused by lease agreement
issues between DPW, Facility
Management and land
owners
Recommendation and award
the bid for radio
infrastructure at high sites by
SAPS
Roll-out of smart IS/ICT
monitoring solutions related
to Hosting service monitoring
and further application
system/solution monitoring
2020-04-30
2020-05-31
2020-03-31
2020-03-31
2020-05-31
2020-08-31
2020-03-31
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Information Technology
Agency (SITA) non-
cooperation
Converged
Communication: Video
Conferencing (VC) order
was issued to SITA
towards the end of
quarter 3 therefor work
can commence
Negotiate with SITA to expedite
issuing of orders to suppliers to
deliver the service
2020-03-31
Implementation of VC to the
prioritised sites.
2020-09-30
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Budget allocation
Improved turnaround times in
relation to SITA supply chain
processes
SITA Contract Management
processes
Improved turnaround times in
appointing SITA resources
Division: Financial and Administration
Services
SITA/SCM
SITA
SITA/SCM/TMS
Approval of Business Case by the SAPS Finance Committee
Establishment of project Governance structures
Engagement through the Governance structures
Negotiate with SITA to expedite the appointment of certified
Windows10 technical resources
2020-04-30
2020-04-30
2020-04-01
2020-05-31
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Key Performance Indicator Percentage of prioritised IS solutions deliverables achieved
Annual Target: 85,00%
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before 31
March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
85% 55% 81% The Automatic Fingerprint
Identification System
(AFIS) submitted request
for proposal was not
published. The bid was
cancelled due to
compliance issues
The delay by SITA to
appoint development
resources on the
Integrated Persons
Management and
Investigation Case Docket
Management System
(ICDMS) – Investigate
Case projects resulted in
non-performance of
planned deliverables
National Forensic
Deoxyribo Nucleic Acid
(DNA) Database (NFDD) is
dependent on
development of Service
Oriented Integration (SOI)
and CAS/ICDMS
There was a delay in
signing off Functional
Design Specification (FDS)
Conclude evaluation and audit of
the AFIS bid by SITA
Conclude evaluation and audit of
the IPM bid by SITA which will also
address the shortage of
development resources
Expedite the publishing of the SITA
approved business case for ICDMS
resources
Development completed,
implementation to be concluded
Issuing of order to SITA, sign-off of
functional design specification and
commencement of development
2020-03-31
2020-03-31
2020-03-31
2020-03-31
2020-03-31
Recommendation and awarding
of the AFIS bid
Recommendation and awarding
of the IPM bid by SITA
2020-05-31
2020-05-31
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and SITA for Service
Complaints System (SCS)
in quarter 1 and 2.
Approval to issue an order
was received towards the
end of quarter 3
Enterprise Risk
Management System
(ERMS) Systems bid was
cancelled which resulted
in underperformance for
planned deliverables
The revised Bid
Specification for
Emergency Response
System (ERS)/ Fleet
Management Solution
was handed over to SITA,
the bid has not been
published
The compiled Field
Terminal Devices (FTD)
bid specification
submitted for publication
was on hold until
availability of funds can be
confirmed. The Criminal
Justice System (CJS)
budget was approved in
quarter 3. The compiled
Field Terminal Devices
(FTD) bid specification
submitted for publication
is on hold as the project
Cancellation revoked
Recommendation and awarding of
bid by SAPS and SITA
Expedite publishing of bid by SITA
Approved procurement project
schedule for FTD by SAPS and SITA
2020-03-31
2020-03-31
2020-03-31
Republish the ERMS bid by SAPS
Conclude evaluation and audit
of the ERMS bid by SAPS
Recommendation and award the
ERMS bid by SAPS
Recommendation and awarding
of the ERS / Fleet Management
Solution bid by SITA
Publish the FTD bid by SITA
Conclude evaluation and audit
of the FTD bid by SITA
Recommendation and award the
FTD bid by SITA
2020-04-30
2020-06-29
2020-09-09
2020-07-31
2020-05-31
2020-07-27
2020-10-07
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was not funded by CJS or
TMS allocated funds
The Radio Frequency
Identification (RFID)
solution is not
maintained. A bid for the
maintenance and support
of the Radio Frequency
Identification (RFID)
solution has been
published but there was
no award by end of
quarter 3
User support calls for the
Inter and Intranet as well
as Efficiency Index
Systems (EIS) were logged
with SITA towards the end
of the quarter which were
attended to but not
finalized
Shortage of SITA
resources to implement
Electronic Telephone
Management (eTEL)
system and National
Photo Imaging System
(NPIS) resulted in
underperformance
The approval process for
appointment of Subject
Matter Expert (SME) took
longer than anticipated
for NPIS.
Expedite the outcome of National
Treasury report on the bid process
Reprioritise user support calls to be
finalised in quarter 4 due to a
shortage of resources within SITA
Resource was appointed on 01
February 2020 to resolve the
technical errors on the eTEL system
to proceed with implementation.
Reprioritise planned sites to be
finalised in quarter 4 due to a
shortage of resources within SITA
Appointment of Subject Matter
Expert was concluded
2020-03-31
2020-03-31
2020-03-31
2020-03-31
Resolved
2020-03-31
Republish the RFID bid by SAPS
Conclude evaluation and audit
of the RFID bid by SAPS
Recommendation and award the
RFID bid by SAPS
Negotiate with SITA to expedite
the replacement of human
resources that have resigned
which resulted in the user
support calls not being finalised
Implement and conclude eTEL
system at the prioritised sites
2020-04-30
2020-06-29
2020-09-09
2020-04-30
2021-03-31
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Labware Forensic Services
(FSL) Development is on
hold awaiting Change
request decision from
Treasury
Expedite the outcome of National
Treasury report on the bid process.
Publish the Labware bid by SAPS
Conclude evaluation and audit
of the Labware bid by SAPS
Recommendation and award the
Labware bid by SAPS
2020-04-30
2020-06-29
2020-09-09
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Improved turnaround times in
appointing SITA resources
SITA Contract Management processes
SITA/SCM/TMS
SITA
Negotiate with SITA to expedite the replacement of human
resources
Engagement through the Governance structures for resolution
2020-05-31
2020-04-01
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Key Performance Indicator Number of identified digital radio communication infrastructure sites modernised and implemented
Annual Target: 112 high sites
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before 31
March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
5 high
sites
7 high
sites
9 high
sites
There were delays in the
administrative process
of the procurement
application. The sites
must be up to standard
for upgrading, site
readiness is critical
The Infrastructure Bid
for needs above R500
000 has been approved
by the Bid Adjudication
Committee (BAC) for
publication
Reprioritise the planned sites to
the new financial year
Publication of the bid for radio
infrastructure at high sites
2020-03-31
2020-03-31
Expedite the application for
obtaining servitudes at
identified radio high sites caused
by lease agreement issues
between DPW, Facility
Management and land owners
Recommendation and award the
bid for radio infrastructure at
high sites by SAPS
2020-05-31
2020-08-31
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Procurement responsibilities and
processes that take too long.
Lease agreement and electricity supply
at high sites
SCM/TMS
DPW/SCM/TMS
Streamline internal procurement processes
Submit the requirement to Division: SCM to establish a task team
between these departments in order to resolve the challenges
experienced with lease agreements
2020-03-31
2020-04-30
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Key Performance Indicator Number of identified National Network Communication Infrastructure sites modernised and implemented (WAN and LAN)
Annual Target: 240 WAN sites and 180 LAN sites
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before 31
March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
5 LAN
sites
0 0 The Wide Area Network
(WAN) and Local Area
Network (LAN) upgrade
was on hold due to
unavailability of funds
The Criminal Justice
System (CJS) budget for
Xyplex was approved in
quarter 3, procurement
process is in progress.
Submit a Business Case to SAPS
Finance Committee requesting
funding for the total requirement
of roll over from 2019/2020
financial year and planned for
2020/2021 financial year
Engagement between SAPS and
State Information Technology
Agency (SITA) Executives on
current cabling (LAN) contract for
SITA to approve that SAPS to do
direct procurement through an
open bid process
Procurement of Xyplex (WAN)
equipment only
2020-03-31
2020-03-31
2020-03-31
Modernise and implement
Xyplex (WAN) equipment
Allocation of budget for WAN
and LAN in 2020/2021.
Establish SAPS procurement
vehicle for LAN equipment
2021-03-31
2020-06-30
2020-09-30
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Budget Allocation
Improved turnaround times in relation
to SITA supply chain processes
SITA Contract Management processes
Division: Financial and Administration
Services
SITA/SCM
SITA
Approval of Business Case by the SAPS Finance Committee
Establishment of project Governance structures
Engagement through the Governance structures
2020-04-30
2020-04-30
2020-04-01
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Key Performance Indicator Number of prioritised sites implemented with Closed-circuit Television (CCTV)
Annual Target: 129 sites
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before 31
March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
0 0 0 No budget allocated to
this project. Demand and
Procurement processes
to be finalised
Submit a Business Case to SAPS
Finance Committee requesting
funding for the total requirement
of roll over from 2019/2020 and
2020/2021
2020-03-31
Allocation of budget for CCTV
in 2020/2021
Publish the CCTV bid by SAPS.
Conclude evaluation and audit
of the CCTV bid by SAPS.
Recommendation and award
the CCTV bid by SAPS
2020-06-30
2020-08-31
2020-10-27
2021-01-08
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Procurement responsibilities and
processes that take too long
Budget Allocation
SCM/TMS
Division: Financial and Administration
Services
Streamline internal procurement processes
Approval of Business Case by the SAPS Finance Committee
2020-03-31
2020-04-30
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Key Performance Indicator Number of Remotely Piloted Aircraft System (RPAS) issued to prioritised areas
Annual Target: 10 RPAS
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before 31
March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
0 0 0 No budget allocated to
this project. Demand and
Procurement processes
to be finalised
Submit a Business Case to SAPS
Finance Committee requesting
funding for the total requirement
Engage Division SCM to expedite
the Bid process by publication of a
bid in a shortened time-frame
2020-03-31
2020-03-31
Allocation of budget for RPAS in
2020/2021
Publish the RPAS bid by SAPS
Conclude evaluation and audit of
the RPAS bid by SAPS
Recommendation and award the
RPAS bid by SAPS
2020-06-30
2020-08-31
2020-10-27
2021-01-08
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Budget Allocation
Improved turnaround times in relation
to Supply Chain processes
Division: Financial and Administration
Services
SCM/TMS
Approval of Business Case by the SAPS Finance Committee
2020-04-30
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Key Performance Indicator Number of prioritised sites implemented with modernised incident management capabilities (10111 Centres and Vehicle Monitoring Units)
Annual Target: 6 - 10111 Centres
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before 31
March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
0 0 0 There are no contracts in
place to achieve the
targets. The Bid
Specification was split
into two different
solutions: (1) Vehicle
Monitoring and Fleet
Management as well as
(2) Incident Management
The Bid Specification for
Vehicle Monitoring and
Fleet Management has
been concluded, signed
off by the clients, and
submitted to SITA on
2020-01-06 for further
processing
The Project Charter for
Incident Management is
still under development
by SITA
Expedite publishing of bid by SITA
Expedite the sign off of project
charter by Div: TMS and the
submission of project charter to
STIA
2020-03-13
2020-03-31
Recommendation and awarding
of the Fleet Management
Solution bid by SITA
Publish the Incident
Management bid by SITA
Conclude evaluation and audit of
the Incident Management bid by
SITA
Recommendation and award the
Incident Management bid by
SITA
2020-07-31
2020-05-31
2020-07-27
2020-10-07
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Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Budget Allocation
Improved turnaround times in relation
to SITA Supply Chain processes
SITA Contract Management processes
Division: Financial and Administration
Services
SITA/SCM
SITA
Approval of Business Case by the SAPS Finance Committee.
Establishment of project Governance structures
Engagement through the Governance structures
2020-04-30
2020-04-30
2020-04-01
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1.2 ORGANISATIONAL DEVELOPMENT
Sub-Programme: Organisational Development
Strategic Objective: To regulate the overall management of the Department and provide centralised support services
1.2.1 Successes and Achievements
1.2.1.1 Number of prioritised areas with approved fixed establishments.
All five KPA’s with approved fixed establishments were targeted to be achieved 1st Quarter of 2019; (DPCI investigative capacity,
Police Stations and Specialised Units, FCS and organised crime and POPs).
Performance Achieved 80% (40% achieved 1st Quarter and 40% achieved between 2nd and 3rd Quarter) and request for
restatement to 4th Quarter on the outstanding 20% based on:
o Specialised Units work-study report capacitate Anti-Gang Unit, Murder and Robbery Unit, Taxi Violence and Cold Case Unit
approved on 2019-06-08;
o MOSAC – Work study to capacitate the centre approved on 2019-09-25;
o DPCI – Work-study investigation on capacitation of DPCI approved on 2019-11-19;
o Police Stations and identified units work-study to capacitate the crime weight police stations approved on - 2019-10-01;
o Family Violence Sexual Offences and Child Protection Units (FCS) – Workstudy Report to capacitate FCS was routed to the
National Commissioner on 2020-02-06;
o Crime Intelligence – SAPS Management instructed OD to re-visit the structure and capacity requirement;
o Public Order Policing (POP) – Work-study Report approved in phases year on year including 2019/2020. The capacity of POP
was part of the approved FE 2016-2019 by 31/03/2020; and
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Time delay in the adoption by HRC, Costing Approval by CFO, Adoption by BOC which will delay the final approval by National
Commissioner.
1.2.2 Areas of Underperformance
To regulate the overall management of the Department and provide centralised support
Key Performance Indicator Number of prioritised areas with approved fixed establishments
Annual Target: 4
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before 31
March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
0 0 0 The fixed establishment costing exercise by the CFO which indicated budget cuts on the compensation budget and OD was requested to cut further on the post structure in order to align to budget cuts, endorsement by HRC is needed and the convening of, endorsement by support forum (input to OD on the re-visit the criteria for allocation and distribution of human resources and approval by adopting by BOC and approval by National Commissioner not yet achieved
All five KPA’s with approved fixed
establishments were targeted to be
achieved 1st Quarter of 2019; (DPCI
investigative capacity, Police Stations
and Specialised Units, FCS and
organised crime and POPs)
Performance Achieved 80% (40%
achieved 1st Quarter and 40%
achieved between 2nd and 3rd
Quarter) and request for restatement
to 4th Quarter on the outstanding
20%
2020-03-31
Adoption by HRC
Costing approval by CFO
Adoption by BOC
Approval by National
Commissioner
2020-03-31
24 | P a g e
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Adoption by HRC
Costing Approval by CFO
Adoption by BOC
Approval by National Commissioner
Human Resource Committee
Divisional Commissioners Financial
Management
Board of Commissioners
National Commissioner
State the Fixed Establishment at 191431 (ENE)
2020-03-31
25 | P a g e
1.3 HUMAN RESOURCE DEVELOPMENT
Sub-Programme: Human Resource Development
Strategic Objective: To regulate the overall management of the Department and provide centralised support services
1.3.1 Successes and Achievements
1.3.1.1 To regulate the overall management of the Department and provide centralised support services
The South African Police Service (SAPS) is committed to ensure a professional and capable workforce by increasing the number of
police members with appropriate knowledge and skills to successfully fight crime. The South African Police Service is cognisant
of the growing need for specialised skills throughout the organisation, therefore more emphasis on promoting quality training
and development in specialised units to improve both technical and tactical skills of members to fight crime both proactively and
reactively.
In terms of the SAPS Training Provisioning Plan (TPP), a total of 77 814 learners were trained and 77 280 or 99,31% were declared
competent upon completion of such training during the period 1 April 2019 to 31 December 2019.
In support of the SAPS Vision to ensure that all people in South Africa are and feel safe, focus was placed on the improved training
and development of forensics, crime investigations, the POP environment, cybercrime and preventing crimes against women and
children during the period 1 April 2019 to 31 December 2019 as follows:
PRIORITY NUMBER OF MEMBERS TRAINED NUMBER OF MEMBERS COMPETENT COMPETENCY RATE
Crime Prevention 29 954 29 926 99.91%
Public Order Policing (POP) 6 602 6 597 99.92%
Crimes committed against women and
children
7 007 6 986 99.70%
Crime Investigation 7 151 7 063 98.77%
26 | P a g e
Forensic service-related learning areas 1 566 1 538 98.21%
Crime Intelligence 576 570 98.96%
Cybercrime 741 739 99.73%
In an effort to eradicate the Gender Based Violence and Femicide national scourge, the Domestic Violence Learning Programme
was developed and approved for implementation in 2020. The Vulnerable Groups Learning Programme is currently under
development to be implemented in 2020/2021.
Division: Human Resource Development reported the following in respect of the immediate roll out of training on victim-centric,
survivor focused services with a specific drive to train police, prosecutors, magistrates and policy makers with regard to the
President’s GBVF Emergency Response Action Plan:
1.3.1.2 Proactive interventions:
TOTAL NUMBER OF MEMBERS TRAINED: 2019 04-0-1 TO
2019-12-31 AS ON 2020-02-04 PROACTIVE
COURSE DESCRIPTION Quarter 1 Quarter 2 Quarter 3 Total
National Victim Empowerment Training Programme 238 316 157 711
Crime Intelligence Gathering Course 76 141 50 267
Children and Youth At Risk 159 323 179 661
Crime Prevention for Category a Reservists 122 255 287 664
Human Rights In Policing Programme 132 174 200 506
Vulnerable Children Course 405 638 430 1473
Crime Prevention Level 1 Learning Programme 97 409 541 1047
Grand Total 1229 2256 1844 5329
27 | P a g e
1.3.1.3 Reactive interventions:
TOTAL NUMBER OF MEMBERS TRAINED: 2019 04-0-1 TO
2019-12-31 AS ON 2020-02-04
REACTIVE
Quarter 1 Quarter 2 Quarter 3 Total
Domestic Violence Learning Programme 547 854 458 1859
Psychologically Motivated Crime Course 0 30 0 30
Biological Body Fluid Detection Dog Course 0 0 5 5
Forensic Biology : DNA Casework Overview 49 28 6 83
Forensic Biology : Evidence Recovery 7 30 0 37
Sexual Offences Course for Investigating Officers 54 162 205 421
Basic Crime Investigative Practice 147 306 217 670
Resolving of Crime Skills Programme 1 313 396 406 1115
Forensic Biology Introduction Biology Unit 4 21 2 27
Family Violence Sexual Offences and Child Protection 40 0 72 112
USA Cyber Crime Investigations Course 0 2 0 2
SARPCCO Cybercrime Investigators Course 0 0 2 2
International Cybercrime Training 0 0 23 23
France: Cyber Crime Train -The-Trainer 13 12 0 25
Grand Total 1174 1841 1396 4411
The project plan to capacitate Anti-Gang Units has been developed and implemented. The development of a training programme
and training audit for the Eastern Cape and the Western Cape has been completed and the Training Provisioning Plan (TPP) was
compiled to prioritise the capacitation of the Anti-Gang Unit members.
28 | P a g e
An allocation of R3 000 000.00 was received to prioritise training. The training and development for Anti-Gang Units was
presented for members to understand gansterism and how to deal with gangsters.
The development of the Anti-gang Training Learning Programme is underway. Other available Internal Learning Programmes are
currently being presented to the members of the Anti-gang Unit, however Division: HRD also expanded the training scope to all
station members in areas who are dealing with gansterism related crimes.
29 | P a g e
1.3.2 Areas of Underperformance
To regulate the overall management of the Department and provide centralised support services
Key Performance Indicator Percentage of operational personnel declared competent in the modules: Legal Principles and the Use of Firearms: Handgun
Annual Target: 95% of 4 089
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before
31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
92,79%
[402
operational
personnel
trained and
373 were
declared
competent
94,11%
[645
operational
personnel
trained and
607 were
declared
competent
88,44%
[545
operational
personnel
trained and
482 were
declared
competent
Lack of training aids
The Introductory Police
Development Learning
Programme could not
take place due to SAPS
Academy Mthata being
renovated and awaiting
the handing over from
Department of Public
Works
Further training will be
implemented on availability of
training aids
The backlog in all tactical training is
high, therefore the ammunition
that was received could address
only a few priorities such as Special
Task Force weapon phase and
Tactical Policing II
2020-03-06
Proper planning of training with
regard to the Training
Provisioning Plan (TPP)
2020/2021
2021-03-31
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Procurement of ammunition and handing over
of SAPS Academy, Mthatha by Department of
Public Works
SCM
DPW
Submit needs for ammunition for all training to Division: SCM
2020-03-31
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1.4 PERSSONNEL MANAGEMENT: EMPLOYEE RELATIONS
Sub-Programme: Personnel Management: Employee Relations
Strategic Objective: To regulate the overall management of the Department and provide centralised support services
1.4.1 Successes and Achievements
1.4.1.1 Percentage of filled posts, in terms of the approved establishment.
Continues consolation with provinces. Provincial visits.
In-house training. Circulation of letters. Filling of critical posts as prescribed.
1.4.1.2 Percentage of finalised service terminations submitted to various pension funds within the prescribed time frame.
Daily monitoring of PERSAP 2.21.57 report. Daily engagement of Provincial/Divisional administrators by Team leaders. Monthly
performance letters issued to Provincial Heads: PM/Divisional Support Heads. Provincial/Divisional visits by Service Terminations
Management and the provisioning of workshops to address challenges and developments in the environment.
1.4.1.3 Percentage of disciplinary cases finalised.
Early warning systems. The implementation of weekly monitoring tools.
Performance letters are sent to Provinces and Divisions on a monthly basis. Provincial visits are conducted.
1.4.1.4 Percentage of Independent Police Investigative Directorate (IPID).
Recommendations initiated.
Early warning systems. The implementation of weekly monitoring tools. Performance letters are sent to Provinces and Divisions
on a monthly basis. Provincial visits are conducted.
31 | P a g e
1.4.2 Areas of Underperformance
To regulate the overall management of the Department and provide centralised support services
Key Performance Indicator 90% of IPID recommendations disciplinary hearings finalized within 60 calendar days
Annual Target: 90% finalised within 60 calendar days
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before
31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
100% 92.50% 86.81% Long Postponements of
cases
Unavailability of witnesses
Complex cases
Delays caused by
employee
representatives(Unions),
Recusal of functionaries
due to alleged conflict of
interest and lack of
capacity
Representation of
employees by external
legal experts
Cases that are referred to
the SSSBC as pre-
dismissals
Intervention (inspections) by
National Office at Provincial/
Divisional Offices for the
purposes of guidance and
support on the pending cases
Early warning system of
pending cases are sent on a
weekly basis to provinces and
divisions for them to prioritize
and expedite
Provinces/divisions to account
for non-performance at the
National Conduct Committee
Follow up on all postponed
cases at provinces/divisions to
provide guidance and support
2020-03-31
Assessment of Provincial/
Divisional Commissioners on
administration and
management of Discipline
Consequence management on
Line Managers
Strengthening of control
measures (monitoring tools) at
all levels within SAPS
Round Table discussions with
registered unions on challenges
with their members during the
process of disciplinary hearings
Approved Discipline Training
Manual for all employees from
supervisory level to top
management to be
implemented on 1 April 2020,
which is mandatory as the
programme is in the TPP of the
organization
2020-03-31
2020-03-31
2020-03-31
2020-03-31
2020-03-31
32 | P a g e
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate
Dependency Timeframe
Labour Unions
External Functionaries (Lawyers), Office of
the State Attorney
Legal Services: on appointment of external
Functionaries (State Attorney)
Continuous bilateral
Continuous
33 | P a g e
1.5 SUPPLY CHAIN MANAGEMENT
Sub-Programme: Supply Chain Management
Strategic Objective: To regulate the overall management of the Department and provide centralised support services
1.5.1 Areas of Underperformance
To regulate the overall management of the Department and provide centralised support services
Key Performance Indicator
Planned police facility projects completed as per the SAPS Infrastructure Development Programme in the following prioritised areas: Number
of new mobile contact points procured
Annual Target: 15
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if underperformance could not be resolved
before 31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
0 completed
0 completed
0 completed
Reporting will commence with the placement
of the order for the conversion of the chassis
cabs into mobile CSC. A total of 15 chassis
cab trucks were procured. Waiting for the
contract to be awarded in order to place an
order to start with the conversion of the
chassis cabs into mobile CSC
Consequence Management in progress: Maj
Gen Dibakoane has been appointed to
investigate this matter Departmentally
against non performing members
Internal SCM environment
with cross functionality to be
monitored on monthly basis
to ensure establishment of
contract within 3 months
Monthly Resubmit demand for
contract for 2 year period
for conversion of mobile
CSC upon receipt of
notice of cancellation
Establish new contract
for conversion of mobile
CSC through:
o pre advertisement
within 2 weeks after
receipt of demand
requirement;
o Advertise bid on
shortened period,
2020-02-28
2020-03-13
2020-03-20
2020-04-10
to
2020-05-10
34 | P a g e
o BEC to evaluate bid
within month after
closing date;
o BAC to consider bid for
awarding; and
o Sign contract
Place order for
2020/2021 financial year
by 2020-06-01
2020-05-11
2020-05-29
2020-06-01
2020-06-01
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
None None None None
35 | P a g e
Key Performance Indicator Percentage of Bullet-Resistant-Vests (BRVs) distributed in relation to the demand
Annual Target: 100% BRVs distributed, in relation to the demand
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance (Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if underperformance could not be resolved
before 31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
90,60%
(3 893
BRVs
distributed,
in relation
to the
demand of
4 297)
56.9%
(1 608
BRVs
distributed,
in relation
to the
demand of
2 826)
3893 (1st)
plus1608
(2nd) out of
4297 (1st)
plus 2826
(2nd)
That is
77.23%
(5501 out
of 7123)
26,51%
(2 163 BRVs
distributed,
in relation to
the demand
of 8 159)
3893 (1st)
plus1608
(2nd) plus
2163 (3rd) out
of 4297 (1st)
plus 2826
(2nd) plus
1036 (3rd)
That is
93.93% (7664
out of 8159
Bullet-Resistant Vests that were
distributed, were distributed from
the buffer stock
The demand figure of 8 159 is used
as indicated on PAS report DR0016.
This total shows the total BRV's for
which requisitions were captured
for the 2019/2020 financial year for
the period 1 April 2019 until 31
December 2019
1st Quarter = 4 297
2nd Quarter = 2 826
3rd Quarter = 2 163
9 Months 2019/2020 = 7 664
These Bullet Proof Vests were
procured for replenishing stock in
the provinces, however all
operational members were issued
with Bullet Proof Vests
Approached National
Treasury for approval to
approach the last successful
bidders as preferred suppliers
on a quotation process for
sizes small and medium for
the trainees
Lead time
depends on
evaluation
process and
manufacturing
lead time of
supplier
A bid for the supply and
delivery of bullet-resistant
vests for two years will be
advertised on 2020-02-21
and the bid closing date is
2020-03-20. This bid is for
bullet-resistant vest
components from which
complete bullet-resistant
vests can be made up, or
which can be used to
replace worn-out or
damaged components of
the vests
Demand for a bid for 8000
bullet resistant vests
(complete vests – not
components) for trainees
(small and medium sizes) is
being processed. Division
HRD still has to confirm
funds
Lead time
depends on
evaluation
process and
manufacturing
lead time of
supplier
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
To provide confirmation of funds HRD
Finance and Administration
Confirm funding 2020/2021
36 | P a g e
Key Performance Indicator Number of SAPS-owned firearms reported as stolen/lost
Annual Target: Reduce by 5,00% to 605
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance (Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if underperformance could not be resolved
before 31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
171 189 153 Deviation from target on PAS was as a
result of escalation of crime against
members including but not limited to,
housebreaking, robbery and
negligence. Provinces and Divisions
were sensitised via quarterly letter
addressing lost/stolen firearms.
(Division: SCM cannot comment on
deviations on J-TRACK or corrective
actions taken by VISPOL). The TID and
Board of Commissioners require that
information be furnished via J-Track
reports. Division: SCM do not have
access to EFRS (VISPOL) and further
to this Division: SCM is not
responsible for information carried on
EFRS or J-TRACK reports. Division
Supply Chain Management applied
for access to J-TRACK from Division:
TMS
Distributed letter with reference
19/1/1 dated for third quarter, on
how to prevent the loss of
firearms and follow up monitoring
letters of reported losses are been
prepared to be sent to Provinces
and Divisions for the third quarter
2019/20 financial year. Follow up
monitoring and reconciliation of
feedback received. Enhancement
of PAS to validate to EFRS with
regard to circulation of lost/stolen
firearms. A balance adjustment on
PAS will not be allowed if the lost
stolen firearm is not circulated
first and a CAS number provided.
PAS function E4.4 was enhanced
to display the circulation of
lost/stolen firearms as well as CAS
number and Station where
reported. Dot-peen marking (bar
coding) of all official firearms
Firearms are Integrated Ballistic
Information System (IBIS) tested
to ensure that the SAPS has
firearm profiles for all official
firearms
2020-03-31
The 5% reduction per
financial year was agreed
upon by the National
Commissioner
Enforce consequence
management
Bi-annual inspection and
certification of firearms
Monthly
37 | P a g e
Biannual inspection and
certification of all official firearms.
Procurement of safes to safeguard
firearms on members SAPS 108’s.
Firearm losses is a performance
indicator of Provincial/ Divisional
Commissioners performance
agreements.
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Provincial/Divisional Commissioners to enforce
compliance to prescripts regulating
management of firearms in the organization
Provincial/Divisional Commissioners and Heads
of Components
Circulation of letters addressing losses of firearms
Monthly monitoring of firearm losses
Division TMS to enhance system integration between firearm
related systems
Monthly
Monthly
2020-03-31
38 | P a g e
Key Performance Indicator Planned police facility projects completed, as per the SAPS infrastructure development programme in the following prioritised areas: Capital Works
Annual Target: 80,00% (144)
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if underperformance could not be resolved
before 31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
0,62%
(1 from
a total
of 161)
8,70%
(14 of
161)
26,71%
(43
from a
total of
161)
Site Clearance (10 Sites): Dependency on the
following Departments For: - Municipalities for
the rezoning and subdivision approvals. Rural
Development and Land Reform: For the interim
protection of informal land rights consent.
Surveyor General for surveyor general approvals.
Heritage Department for heritage consent
Environmental Affairs for Environmental
authorisation or exemptions
Planning and Design: The 17 Projects on planning
and design could not proceed with the
appointment of the consultants due to the
directive of the Minister of Police for the re
assessment of the location , size and the need for
living quarters which necessitated the reviewal of
the planning and design projects. The approval of
the recommendations by the Minister was only
done during November 2019
Execution (3 Sites): The negotiation / litigation
process for Muyexe and Dwarsberg could not be
finalised due to several litigations that are
currently in court since 2016 for Dwarsberg Police
Station and 2017 for Muyexe. Qhasa project has
been completed
8 Site Clearances will be
completed
2 Site Clearances are delayed
due to dependency on
Municipality. Consultation with
Municipalities ongoing
The reviewal of the planning
and design phase was done
through the assessments in
line with the directive of the
Minister. The implementation
of the approved
recommendations is in a
process to proceed with the
appointment of consultants
2020-03-31
Engagement of the high
level structure of external
stakeholders
(dependencies) to ensure
that special / timeous
council setting are held
for the tabling of SAPS
request
The time frames for
Planning and design
phase will be drastically
reduce. The consultants
will be given the SAPS
concepts (stage1 and2)
to produce the drawings
(plans) instead of
restarting the whole
phase. This in turn will
enable SAPS to complete
the 17 project earmarked
for Planning and design.
Consultants still to be
appointed
2021-06-01
2021-03-31
39 | P a g e
Repair and upgrade (7 Sites): Continuous
requoting for specialised services contributed to
the delay including the non-responsiveness of
Suppliers
The following sites were completed:
o Port Edward (KZN); and
o Tableview (WC)
The following projects are still under repair and
upgrades:
o Kolomane (EC) 77% completed – Personnel on
site;
o Mtunzini (KZN) 98% completed – Supply and
install of two air conditioners outstanding
(requote) and data connection outstanding on
the two park homes;
o Schoemansdal (MP) 77% completed – Roof
repair and painting in progress;
o Vaalbank (MP) 49% completed – Committee
leaders are fighting on who must get the
construction job. There are also water
problems; and
o Novalspont (MP) 93% completed – Busy with
plumbing, painting cell blocks
Generators and Aircons (79 Projects): Bids were
awarded and Contracts signed during July and
November 2019 which delayed the execution of
projects at various Stations
61 is for the installation of Air conditioners of
which 27 projects were completed. 34 (11 under
investigation, 23 rest will be completed
4 projects will be completed
A team of electrical projects
managers to be assigned to
outstanding Province to
manage the signing off of
installations before the end of
March 2020
2020-03-31
2020-03-31
The re- measurements at
Dwarsberg will take place
before the end of the
financial year to ensure
that the completion of
the project is finalized
before the end
2020/2021
Vaalbank - Senior
Government Officials
intervened and
arrangements were
reached ito community
The procurement office
has been requested to
assist with the
procurement
authorization for the
outstanding items to
ensure that the
outstanding work is done
(Repair and Upgrade
Contract to be awarded
2020-03-31
2020-09-30
2020-09-30
2021-03-31
40 | P a g e
Accessibility (28 Sites):
o 18 Sites completed
9 Sites will be completed end
Financial year
2020-03-31
1 Site (Vaalbank) will be
carried over to Repair
and Renovations.
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
None None None None
41 | P a g e
Key Performance Indicator
Planned police facility projects completed, as per the SAPS infrastructure development programme in the following prioritised areas: Planned
Maintenance
Annual Target: 80,00% (17)
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if underperformance could not be resolved
before 31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
0%
(0 from
a total
of 17)
5,88%
(1 of 17)
5,88%
(1 from
a total
of 17)
Execution: The execution of the Project delayed
as the condition of the buildings necessitated the
additional works to be included in the scope of
works. Some of the projects scope of work had
to be revised due to the Deteriorated condition
of the building as the planning and designs were
done in 2012/2013 and never executed
12 Repair and Renovations (Execution):
o Zaaiplaas (LIM) and Malmesbury (WC)
completed;
o Banadlierskop 70 % completed – Poor
performance of contractor to be dealth with;
o Makuya 70 % completed – Contractor on site
but progress very slow; and
o Charl Cilliers (MP) – next fin year – Contractor
to be appointed
5 Repair and Renovations (Planning and Design):
o Non-performance on planning and design for
the repair and renovations at devolved stations
by Senior Officers. Consequence Management
will be instituted
The review of the scope of works
has been finalized but will not be
achieved for execution within
this financial year
2020/2021
The internal resources
will be utilized to
execute the planned
maintenance work to
change the conditions of
the Stations and any
capital works related
items will be excluded
Projects will be
completed
2020/2021
2021-03-31
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
None None None None
42 | P a g e
1.6 INTERNAL AUDIT
Sub-Programme: Internal Audit
Strategic Objective: To regulate the overall management of the Department and provide centralised support services
1.6.1 Successes and Achievements
1.6.1.1 Inculcate a culture of uncompromising compliance and performance management
The Component Internal Audit achieved 14% (24 audits) and 31%(52 audits) for the first and second quarter respectively, however,
did not achieve the third quarter target of 60% (100 audits) Only 39% (66 Audits) were finalised, due to, changes to the plan,
whereby a total number of 22 Audits were cancelled between the second and third quarter and replaced with the Irregular
Expenditure audit, that was requested by the SAPS Top Management, to implement the action plans, requested by the CFO of the
department, in addressing the qualification by AGSA. With this management requested the component to redirect its resources,
to support to management in its request.
43 | P a g e
1.6.2 Areas of Underperformance
To regulate the overall management of the Department and provide centralised support services
Key Performance Indicator Percentage of audits completed in terms of the approved Internal Audit Plan
Annual Target: 100% (166)
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before
31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
14,46%
24 from
a total of
166
31,33%
52 from a
total of
166
39,76%
66 from
a total of
166
Internal Audit was
requested by
management to address
irregular expenditure
qualification by AGSA
and therefore resources
were redirected to
address that
22 audits are still in process for
quarter 3
Approval was granted by the Audit
Committee and National
Commissioner to adjust the Internal
Audit Plan to accommodate the
Irregular Expenditure audit as
requested by the CFO of the
Department. 22 audits were
removed from the plan
The following actions/interventions
were implemented to ensure
finalisation of Quarter 3 audits:
o Monthly CAE Appraisal meetings;
and
o Quarterly Performance Review
Session
2020-03-31
All audit will be completed 2020-04-30
44 | P a g e
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Depend on the availability of Senior
Management/Auditee and or acceptance
of finding
Audited business units The Communication Protocol of the Internal Audit within the
Department states that after receiving the report from
clients/auditees with action plans and relevant comments, the audit
(audit report and file) will be officially signed off. However, the
Internal Audit reserve the right to accept or reject action plans.
Rejected action plans will be sent back to the client/auditee for
revision
After receiving the report from clients/auditees with action plans
and relevant comments, the audit (audit report and file) will be
officially signed off. However, the Internal Audit reserve the right to
accept or reject action plans. Rejected action plans will be sent back
to the client/auditee for revision. The client/auditee will be given
additional ten (10) working to submit back the revised action plans
to IA. Non-compliance in this regard will be reported to the National
Commissioner and Audit Committee in the IA quarterly report
And where management disagree with the findings of Internal Audit
and/or refuse to implement the recommendations thereof from
Internal Audit, management must indicate as such in writing stating
their disagreement and the reasons thereof. Management
representation letter must explicitly state the acceptance of risk
associated with finding as indicated by the Internal Audit. These
representations will be escalated to the next levels of management
(i.e. Cluster, Provincial, Divisional Management and National
Commissioner) and the Audit Committee for their noting and/or
action
2020-03-31
45 | P a g e
1.7 INSPECTORATE
Sub-Programme: Inspectorate
Strategic Objective: To regulate the overall management of the Department and provide centralised support services
1.7.1 Successes and Achievements
1.7.1.1 The Division: Inspectorate’s target regarding the percentage of intervention execution standards executed was achieved. This was
achieved due to a tactical plan that was compiled in consultation with and the absolute tangible co-operation of all Provincial
Commissioners.
1.7.1.2 In addition to the handover of the Inspectorate Station Self Evaluation Tool (ISSET), all Provincial Inspectorates, the Intervention
Execution Managers and the Support Service Commanders of all 270 prioritised stations were provided with development in respect
of facilitation and the execution of the self-evaluation in inspections. The aim of this approach is so that a station is able to self-
diagnose and self-correct compliance
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KEY DEPARTMENTAL PROGRAMME 2: VISIBLE POLICING
1.1 VISIBLE POLICING
Sub-Programme: Visible Policing
Strategic Objective: To discourage all crimes by providing a proactive and responsive policing service that will reduce the
levels of priority crime
1.1.1 Successes and Achievements
1.1.1.1 Percentage of identified police stations that have functional Community Police Forums (CPFs) according to set guidelines: 99,56%
(1 149 from a total of 1 154)
Boetsap, Kubusiedrift and Mokgopong Police Stations are exempted from having a CPF as they have no community in the policing
precinct, only seasonal workers. Qhasa, in the Eastern Cape and Moletlane in Limpopo Province do not have a functional CPF.
Qhasa was prematurely registered on the system however it is not yet functional. Moletlane is currently functioning as a satellite
and not as fully fledged police station.
1.1.1.2 Number of reported contact-related crimes: Decreased by 3,7%, from 88 957 reported contact- related crimes during 9 months, in
2018/2019, to 85 697 during 9 months, in 2019/2020
Operations were conducted in line with CPA and CTA. Various operations are ongoing such as Operation Fiela, Operations
Economic Stimulus Package, Operation Safer Festive Season 2019/2020, Operation Emangusi, Presidential Operations, Operation
Thunder, In the Cape Flats, Operation Ganolimp/GAUBULET (cash-in transit heists) and North West Stabilisation Operations. Force
multipliers such as reservists, K9 Units, Rapid Rail, Metropolitan Police Service, as well as other government departments joined
resources during these operations. Cooperation between the Police and Community assisted in bringing down the levels of crime
due to availability of information. The call by the President on all communities and government, on all levels, to work together in
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the fight against crime shows the seriousness of government to reduce crime and therefore, the increase in targeted operations
and the redeployment of resources.
1.1.1.3 Number of reported property-related crimes: Decreased by 5,6%, from 375 233 reported property- related crimes during 9 months,
in 2018/2019, to 354 035 during 9 months, in 2019/2020
These achievements can be attributed to the operations conducted by the Provincial Intervention Teams, Cluster Operational
Teams, Station Operational Teams, Specialised Units, Operation Thunder and members of Other Law Enforcement, Units in a
coordinated, multi disciplinary approach. Operations were conducted in line with CPA and CTA. Various ongoing operations, such
as Operation Fiela, Operations Economic Stimulus Package, Operation Safer Festive Season 2019/2020, Operation Emangusi,
Presidential Operations, Operation Thunder, in the Cape Flats, Operation Ganolimp/GAUBULET (cash-in transit heists) and North
West Stabilisation Operations contributed to the achievement of this target. Force multipliers, such as reservists, K9 Units, Rapid
Rail, Metropolitan Police Service, as well as other government departments joined resources during operations. Cooperation
between the Police and Community assisted in bringing down the levels of crime due to availability of information. Stock theft
remains an area of concern.
1.1.1.4 Number of reported other serious crimes: Decreased by 4,1%, from 335 889 reported other serious crimes during 9 months, in
2018/2019, to 322 034 during 9 months, in 2019/2020
Operations were conducted in line with CPA and CTA. Various operations are ongoing such as Operation Fiela, Operations
Economic Stimulus Package, Operation Safer Festive Season 2019/2020, Operation Emangusi, Presidential Operations, Operation
Thunder. Thurder to this in the Cape Flats, Operation Ganolimp / GAUBULET (cash-in transit heists) and North West Stabilisation
Operations. Implementation of the Community Policing Strategy, the Community in Blue concept and Eyes and Ears Project also
contributed to the achievement of this target. Force multipliers, such as reservists, K9 Units, Rapid Rail, Metropolitan Police
Service, as well as other government departments joined resources during operations. Cooperation between the Police and
Community assisted in bringing down the levels of crime due to availability of information.
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1.1.1.5 Number of reported serious crimes at the identified 30 high crime weight stations: Decreased by 3,7%, from 160 542 reported
serious crimes during 9 months, in 2018/2019, to 154 671 during 9 months, in 2019/2020
Force multipliers, such as reservists, K9 Units, Rapid Rail, Metropolitan Police Service, as well as other government departments
are now joining resources during operations. Cooperation between the Police and Community assisted in bringing down the levels
of crime due to availability of information. The call by the President on all communities and government, on all levels, to work
together in the fight against crime shows the seriousness of government to reduce crime and therefore, the increase in targeted
operations and the redeployment of resources.
1.1.1.6 Number of identifiable stolen/lost SAPS firearms recovered: 182 recovered
Intelligence driven operations in the Province as well as the ongoing operations such as Operation Fiela, Operations Economic
Stimulus Package, Operation Safer Festive Season 2019/2020, Operation Emangusi, Presidential Operations, Operation Thunder,
In the Cape Flats, Operation Ganolimp/GAUBULET (cash-in transit heists) and North West Stabilisation Operations contributed to
the recovery of firearms.
1.1.1.7 Number of escapees from police custody: 473
The National Plan and Provincial Plans as well as National Instruction 11, 12 and 13/2019 was implemented to prevent escapes.
Consequence management: 110 members were charged for the period 1 April 2019 to 31 December 2019. 70 Cases not yet
placed on roll, 40 cases placed on roll, 37 hearings finalised, 15 guilty, 18 not guilty, 4 withdrawal. 1 Member was dismissed, 6
Written warnings, 5 Final written warnings, 3 suspension without pay for 1 month, pending cases on role and 3 pending cases on
roll.
1.1.1.8 Number of rural and rural/urban mixed police stations implementing the set criteria of the four pillars of the Rural Safety Strategy:
877 from a total of 883
Roll out of the peer to peer toolkit in-service- training in all provinces.
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1.1.1.9 Number of community outreach campaigns conducted: 21 (6 National and 15 Provincial)
Provinces hosted more awareness campaigns specifically in relation to 16 Days of Activism and Gender Based Violence and roll
out of Traditional Policing Concept. The launch of the Safer Festive Season Operations also contributed to achieving this indicator.
The Office of Minister and Deputy Minister also hosted more events during the quarter 3 to raise awareness for crimes against
women and children.
1.1.1.10 Number of schools identified to implement the School Safety Programme: 185
Some Provinces already reached their target in quarter 2. An overachievement of target was reported.
1.1.1.11 Operational Highlights:
Planning for a Firearm Amnesty for 2019/2020;
Review of National Instruction 12 of 2015 Road accidents and the roles and responsibilities of the SAPS;
Draft Mounted Community Policing Concept;
Approved Divisional Directive – Veterinary Services – Volume 3 of 2019;
Draft SOP for accreditation of Second Hand Goods Dealer Associations finalised;
Draft SOP to address illegal gambling;
Draft National Instruction and Sector Policing Guidelines (circulated for inputs);
Establishment of a Safer City Executive Task Team and Working Group on 4 July 2019;
Draft Collaboration Strategy between SAPS and Metropolitan Police Services;
Pilot of the Ears and Eyes Project in Gauteng Province;
Signing of a Memorandum of Understanding with Department of Tourism;
Launch of the Rural Safety Strategy;
Launch of the 16 Days of Activism Gender-Based Violence and Crimes against women and children;
Launch of Operation Safer Festive Season; and
Hosting of National and Provincial Imbizo’s.
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1.1.1.12 Future Plans/Interventions/Strategies
Obtain the approval for the National Youth Crime Prevention Strategy;
Finalise the development of the Integrated Sexual Offences and Gender-Based Violence Strategy;
Planning and preparing for a Firearm Destruction in May 2020;
Launching of the Community Safety Strategy with the Community in Blue Project within all the Provinces;
Roll out of the Ears and Eyes Project to the remaining eight provinces as Gauteng province was already piloted ; and
Piloting of the Safer City Framework in identified Provinces.
1.1.1.13 Division: Visible Policing developed the following Strategies, Concept documents and High Level Action Plans with the purpose to
ensure all people in South Africa are and feel safe
Community Policing Strategy
o The Community Policing Strategy is a strategic response to the Constitution of the Republic of South Africa (RSA), particularly
Section 206(3) and White Paper on Safety and Security, 2016. The Strategy is intended to operationalise the concept of
community policing and to stimulate active citizenry and citizen participation in the fight against crime. The Strategy was
launched on 20 October 2018 in Dobsonville, Gauteng Province. The Community Policing Strategy was launched in most of
the Provinces, and are being rolled out in all provinces.
Community in Blue Concept
o The Community in Blue programme emphasises the importance of involving the community in safety and policing related
matters through the assistance of community patrollers. Community in Blue patrollers will be more involved in structured
community safety initiatives/structures/projects and into a formal police-community partnership. The Community in Blue
patrollers will be utilised in the following capacities:
Participate in the social crime prevention initiatives;
Support crime prevention through environmental design initiatives;
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Institutionalise community participation within situational and developmental crime prevention;
Advocate for community involvement in ensuring safety and security needs within the JCPS cluster;
Collaborate with the SAPS in increasing visibility and operational capacity; and
Enhancing community based intelligence.
Traditional Leadership in Policing Framework
o The purpose of this Framework is to enhance the role of traditional leaders and other relevant structures in the fight against
crime through:
Maximising the participation and mobilization of traditional leadership in crime prevention;
Improving the moral fibre of society through public education and awareness campaigns;
Intensify community education and awareness on crime and matters which relates to safety and security;
Implementing and integrated and focused crime prevention programmes or projects in a coordinated manner which
draws on the resources of all government agencies, including civil society;
Developing a set of national and local programmes which serves to kick start and focus the efforts of various government
departments in delivering quality service and addressing root causes or contributing factors to crime;
Promoting community participation in crime prevention activities; and
The Traditional Leadership Framework was approved and is being rolled out in all Provinces.
Rural Safety Strategy
o The National Rural Safety Strategy of the South African Police Service provides a safe and secure rural environment to support
food security, social and economic development. The reviewed National Rural Safety Strategy was launched on 11 October
2019 in Limpopo Province. The reviewed strategy has the aim to:
Respond to the safety and security needs of rural communities;
Provide a safe and secure rural environment to support food security, social and economic development;
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Strengthen the building of relationships in the rural community;
Encourage all stakeholders in rural safety to cooperate in a coordinated and integrated manner; and
Engage in joint planning, implementation, development and evaluation of the execution of the plan to combat crime and
the lack of safety and security, in rural areas, as determined by the National Crime Combating Strategy (NCCS).
Non-Ferrous Metal
o A Non-Ferrous Metals Crime Combating Committee (NFMCCC) was established and is meeting on quarterly basis under the
Chairpersonship of the South African Police Service to address the following matters in an integrated and collaborative
manner involving all concerned stakeholders:
Initiate measures to address non-ferrous metal and essential infrastructure related crimes in an integrated manner;
Initiate the implementation of joint ventures, involving all relevant stakeholders to effectively address non-ferrous metal
and essential infrastructure related crimes at both national and provincial levels;
Initiate joint crime prevention and combating operations which focus on suppliers, dealers and end-users of non-ferrous
metals;
Initiate the implementation of an educational and communication programme to enhance the skills and knowledge, as
well as raise awareness in respect of non-ferrous metal and the essential infrastructure environments;
Monitor investigations pertaining to non-ferrous metal related crimes; and
Monitor the import and export of non-ferrous metals.
o A joint integrated NFMCCC Turn-Around Plan was developed to address the recent scourge in non-ferrous and essential
infrastructure related crimes due to its negative impact on the South African economy and society at large. The targeting of
copper cables in particular, impacts on various industries including local government, energy, transport, mining and
agriculture, which are critical aspects of South Africa’s economy and stability.
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Integrated Sexual Offences and Gender Based Violence Strategy
o The SAPS participates on the Task Teams of the Interim Gender Based Violence and Femicide Steering Committee and
provides inputs to the development of the National Strategic Plan on Gender Based Violence and Femicide (GBVF). In this
regard the pillars of the draft SAPS Gender Based Violence Strategy was revised to be in line with those of the draft National
Strategic Plan framework.
o An Integrated Sexual Offences and Gender Based Violence Strategy for the JCPS Cluster is in the process of being developed.
o The Strategic intent of the Strategy is to intensify and accelerate efforts to prevent acts of sexual offences and gender-based
violence, by creating multi-sectoral, short, medium and long-term strategic interventions.
Stabilisation and normalisation framework blueprint
o The South African Police Service (SAPS) has adopted a two pronged approach in dealing with crime in South Africa i.e.
Stabilisation and Normalisation. Stabilisation refers to crime combating measures that are aimed towards stopping serious
criminal elements, and this approach uses various forms of operations to target hotspot areas as well as any jurisdiction as
prioritised by NATJOINTS based on intelligence processes. In the contrast, normalisation approach refers to all basic policing
processes are necessary to operationalise on the ground once the crime situation has stabilised. The normalisation process
intends to operationalise “Community Centred Policing“. The key elements of the process therefore includes youth crime
prevention, community policing, broader community safety framework, traditional policing, spiritual crime prevention moral
fibre investment, community outreach programmes and education, campus safety and other force-multiplier strategies to
prevent crime. This blueprint is currently being reviewed.
Turn-around Plan – FLASH Environment
o The purpose of this Turn-Around Plan is to implement preventative measures to enhance the effective functioning of the
Component: Firearms, Liquor and Second-hand Goods Services (FLASH) in ensuring the achievement of all deliverables set in
the Annual Performance Plan as well as the Divisional Annual Operational Plan in guaranteeing service delivery and
excellence.
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SAPS 13 Turnaround Plan
o A turnaround plan was develop and multi-disciplinary task teams were established in all Provinces to ensure effective exhibit
management within the SAPS 13 Stores. Key action is to facilitate the management of firearms in the SAPS 13 Stores with
the following deliverables:
Number of priority police stations visited with 400 and more firearms;
Maintain a manual database to establish the movement of firearms in the SAPS 13 Stores; and
Percentage reduction of the total firearms in the SAPS 13 Stores in accordance with the Turn-around Plan.
Closed-up Security Action Plan
o Multi-Disciplinary Task Teams for the Tracing of Firearms of Closed-Up Institutions (Security Companies) was established in
all provinces. The purpose of the task teams are to:
Deal with problematic security service providers identified by CI, PSIRA, CFR and Provinces;
Regular follow up on cases opened and firearms confiscated; and
Cancellation of firearm licences.
NCCF instructions
o Issuing of NATJOINTS Instruction 14 of 2019 (Fiela and JCPS Stimulus Package) and NCCF Instruction 2 of 2019 to enhance the
policing of licensed/unlicensed liquor premises through enhanced compliance inspections.
Drugs
o Drug use and dealing is being discouraged through the Action Plans and drug hotspots areas/houses identified by all police
stations and monitored on a monthly basis by the Division: Visible Policing and reported through the Drug Master Plan on a
quarterly basis to the National Drug Authority.
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Gangs
o The Anti-Gangsterism Strategy Implementation Plan is aimed at addressing all gang-related activities in the country, to ensure
that “all people are and feel safe” with the view of achieving the objectives of outcome 3, of the National Development Plan.
The implementation of the Anti-Gangsterism Strategy requires a multi-disciplinary and integrated approach, involving all role-
players within the SAPS and broader Government.
o The Anti-Gangsterism Strategy Implementation Plan, has taken into consideration, intelligence gathering, analysis and
coordination, pro-active and high visibility approach, combat and re-active approach, reactive approach through detection,
including organised crime approach, community policing concept, as well as communication and liaison.
Liquor
o A Terms of Reference was developed and communicated to establish Provincial Liquor Law Enforcement Forums and in
process of establishing Provincial Liquor Law Enforcement Forums at provincial level to:
Establish a platform to enhance collaboration between the SAPS and all stakeholders involved, to address and combat
liquor related crimes at operational level;
Jointly develop and implement/activate measures to address and to strengthen the effective detection, investigation and
prosecution of all cases related to the illegal trade in liquor;
Facilitate the sharing of knowledge and skills transfer to effectively enforce compliance to all applicable legislative
requirements in the respective areas of responsibility in a coordinated manner;
Share information to identify threats, trends, modus operandi, routes, linkages, syndicates and hot spots to support joint
operations to address the illegal trade in liquor;
Share operational actions and successes executed to combat the trade in illicit liquor products and concoctions;
Monitor compliance by licensed liquor premises to the provision of the respective provincial liquor legislation;
Monitor the termination of illegal trade in liquor/closure of unlicensed liquor premises;
Enhance processes to ensure successful investigation of prosecution and conviction of perpetrators pertaining to the
illegal trade in liquor;
Monitor existing licensed liquor premises and unlicensed liquor premises in close proximity to schools;
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Serve as a platform to identified and share good practices;
Implement NCCF and NATJOINTS instructions;
Monitor the implementation of NCCF and NATJOINTS instructions;
Address the issuing of fraudulent liquor licences and liquor premises in close proximity to schools;
Address the trade in counterfeit and illicit liquor products;
Conduct an analyses of the outcomes of court decisions pertaining to the cases of selling liquor without a licence;
Develop a comprehensive communication plan;
Jointly raise awareness and educate licensees on the compliance to the provisions of liquor legislation and combating of
the illegal trade in liquor;
Identify skills development areas and activating the necessary skills development initiatives for Designated Liquor
Officials; and
Identify and eradicate corrupt activities by Designated Liquor Officials.
JCPS Economic Stimulus Package
o The Division Visible Policing is reporting monthly on the The JCPS Cluster Economic Stimulus Package which have identified
five high priority focus areas that will be addressed though the safety and security pillar 4 of the NATJOINTS, namely:
Crimes against Women and Children (Murder, Gender Based Violence and Sexual Offences, etc.);
Trio Crimes (Carjacking, House Robbery and Business Robbery) and Cash in Transit (CIT) including other contact crimes
Murder including Taxi Violence;
Proliferation of Firearms, Liquor, Drugs and Gangsterism; Illegal Immigration, stock theft; Illicit Economy, Ferrous and
Non-ferrous Metal Theft including stock theft; and
Corruption.
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Combined Assurance
o Division: Visible Policing re-introduced Combined Assurance at National, Provincial and Cluster level. The combined assurance
assessment are conducted over a two-day period per police station:
30 identified police stations Divisional Level;
Ten at Provincial Level; and
Three at Cluster Level.
o A temporary Nodal Point has been established in the Management Information and Strategic Planning (MISP) office to keep
record of all assessment visits conducted during the combined assurance process and to monitor progress on implementation
of the respective action plans.
Firearm Destruction
o Next firearm Destruction is planned for 7 May 2020.
Firearm Amnesty
o The removal of illegal or excess firearms or ammunition is indeed in the interest of the public and is supported by the crime
statistics which indicates that firearms is the instrument commonly used in the commission of crime, especially serious crimes
Section 139(1) of the Firearms Control Act, 2000 (Act no 60 of 2000) provides that the Minister of Police may by notice in the
Gazette declare an amnesty if the amnesty may result in the reduction of the number of illegally possessed firearms in South
Africa and is in the public interest to do so. The Firearm Amnesty has been announced and is currently running for the period
1 December 2019 to 31 May 2020.
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Ears and Eyes Project
o The Eyes and Ears Project is a joint crime fighting initiative between the South African Police Service, Business Against Crime
South Africa and the Private Security Industry. The purpose of the initiative is to enhance the situational awareness and
appropriate response by the SAPS through collaboration with the PSI to be the additional eyes and ears of SAPS. The PSI has
a large geographical deployment footprint which can be used by the SAPS as an information resource in the fight against
crime.
o Objectives of the Ears and Eyes Project:
To operationally implement the “Eyes and Ears” concept in all the provinces through the Provincial Operational Command
Centres (POCC) or any other suitable centre which may be identified based on operational requirements;
To develop a model for improved situational information sharing between SAPS and the PSI; and
To enhance operational response to crime hotspot areas, TRIO crimes and with specific emphasis on crimes which are
heavily dependent on situational information and a shared concern for both the SAPS and the PSI.
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1.1.2 Areas of Underperformance
To discourage all crimes by providing a proactive and responsive policing service that will reduce the levels of priority crime.
Key Performance Indicator Number of reported serious crimes
Annual Target: Reduce by 2% to 1 618 407
Actual Performance Reasons for Deviation
Quick Win Actions to Address
Underperformance
(Not later than 31 March 2020)
Actions to be implemented in
2020/2021 if underperformance
could not be resolved before 31
March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
Reduced by
1,4%, from 404
652 reported
serious crimes
during the first
quarter, in
2018/2019, to
398 820 during
the first
quarter, in
2019/2020
Reduced by
2,1%, from 819
905 reported
serious crimes
during semester
1, in 2018/2019,
to 802 595
during the
semester 1, in
2019/2020
Reduced by
2,7%, from 1 264
035 reported
serious crimes
during the first 9
months, in
2018/2019, to 1
229 665 during 9
months, in
2019/2020
Increase in serious and violent
crimes in the country due to social
ills and other related factors
Insufficient resources at Police
stations
There is an increase in new
developments and a mushrooming
of informal settlements. These
developments are outgrowing
police capacity to police all the
areas
Absence of local community safety
plans which are aligned to the IDP’s
The community is not cooperating
with the Police in solving crime due
to lack of participation in structures.
Unemployment
No dedicated crime prevention
units at station level
Deployment as
per Crime Pattern
Analysis and
Crime Threat
Analysis
High visibility
patrols
Involvement of
Crime Intelligence
in operations
Continue with
High density
operations
Continuous
execution on the
Anti-Gang
Implementation
plan and JCPS
Economic
Stimulus Plan
Ongoing Roll out of the
Eyes and Ears
Project to all
Provinces
Implementation
of the
Community in
Blue concept,
Traditional
policing concept
and recruitment
of more reservist
Establishment
and resourcing of
dedicated Crime
Prevention Units
at station level to
enable them to
conduct 24 hour
visibility patrols
2020/2021
2020/2021
2020/2022
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Easy availability of illegal firearm,
increase in drugs and alcohol abuse
by the youth
Implementation
of stabilisation
and normalisation
plans at identified
hot spot areas
Continue with
crime prevention
operation
throughout the
country
Crime Prevention
Units are in
process of
establishment
commencing with
Top 30 as part of
migrating
resources to
Station level
Conduct root
cause analysis
Provincial crime
prevention
summits and
development of
provincial and
local crime
prevention
frameworks
Inter cluster
engagements to
develop a holistic
response on cross
cutting root
causes of crime
Review of the
National Crime
Prevention
Strategy
2020/2021
2020/2021
2020/2021
2020/2021
2020/2021
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Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate
Dependency Timeframe
Availability of resources at affected High Crime Stations
Development of Provincial and local crime prevention frameworks
Provision of holistic approach to the root causes of crime and violence
All Government Departments and
Community Involvement/
Participation
Provincial and local government
PCOP
Implement National Commissioner Turn
Around Strategy of migrating resources
to Stations and filling up vacant posts
Convening of Provincial and local crime
prevention summits
Inter-Cluster engagement
Short Term
Long term
Short term
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Key Performance Indicator Number of reported contact crimes
Annual Target: Reduce by 2,00% to 545 363
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved
before 31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
Increased
by 1,3%,
from 141
115
reported
contact
crimes
during the
first
quarter, in
2018/2019,
to 142 926
during the
first
quarter, in
2019/2020
Increased
by 1,2%,
from 291
535
reported
contact
crimes
during
semester
1, in
2018/2019,
to 295 151
during the
semester
1, in
2019/2020
Increased
by 0,8%,
from 463
956
reported
contact
crimes
during the
first 9
months, in
2018/2019,
to 467 899
during
the first 9
months, in
2019/2020
Most of these crimes
are domestic violence
related and some
committed indoors
between people who
know each other thus
making it difficult to be
prevented
Liquor, substance abuse
and environmental
design factors play a key
role in the commission
of these crimes.
Majority of the police
stations across the
country are
experiencing massive
spatial developments
especially informal
settlements and
exponential population
growth which has
outgrown the capacity
of these police stations
Stabilization and high density
basic policing interventions are
running in all the provinces. The
stabilization and high density
basic policing interventions are
complemented by normalization
interventions such as:
Ministerial izimbizo
Community engagements by the
Minister and police leadership in
all provinces during the festive
season
Community awareness
programmes
Youth crime prevention projects
Implementation of community in
blue (patrolling streets)
Intensified police visibility during
festive season
Reservists call up
The enforcement of the Liquor
Act by stations
Weekly Compliance inspections
at liquor outlets
Declaration of firearm amnesty
which reduced number of
firearms and ammunition in
circulation
On Going Long-term Intervention: A
Safety Framework for
Informal Settlement was
compiled by the Division
and circulated for inputs. All
Government stake holders
including the Local
Municipalities are to be
activated to take care of
Environmental Design
challenges through the
establishment of Multi
Agency Forums and each
Department will be urged to
carry out their mandates as
contemplated in the White
Paper for Safety and
Security 2016
An Action Plan for the
Departmental Drug Master
Plan will be implemented to
address substance abuse to
cut the supply and demand
reduction
Economic Stimulus
Operations are ongoing and
Stations are monitored Bi-
weekly to assess
2020-03-31
2020-03-31
2020-03-31
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The implementation of Gender
Based Violence Strategy
Implemented Eyes and Ears
initiative in Gauteng (South
African Police Service, Business
Against Crime South Africa and
Private Security Industry
Collaboration)
Intensification Social Crime
Prevention campaigns (drugs and
substance abuse, dangerous
weapons, sexual offences etc.)
deployment of resources at
hotspot areas and ensure all
operations are intelligence
driven
Crime Prevention Units are
in process of establishment
commencing with Top 30 as
part of migrating resources
to station level
Conduct root cause analysis.
Provincial crime prevention
summits and development
of provincial and local crime
prevention frameworks
Inter cluster engagements
to develop a holistic
response on cross cutting
root causes of crime
Review of the National
Crime Prevention Strategy
2020-03-31
2020-03-31
2020-03-31
2020-03-31
2020-03-31
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Availability of resources at affected High Crime
Stations
Development of Provincial and local crime
prevention frameworks
Provision of holistic approach to the root
causes of crime and violence
All Government Departments and
Community Involvement/
Participation
Provincial and local government
PCOP
Implement SAPS Turnaround Strategy of migrating resources
to Stations and filling up vacant posts
Convening of Provincial and local crime prevention summits
Inter-Cluster engagement
Short Term
Long term
Short term
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Key Performance Indicator Number of reported contact crimes at the identified 30 high crime weight stations
Annual Target: Reduce by 2,00% to 69 136
Actual Performance Reasons for Deviation
Quick Win Actions to Address
Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021
if underperformance could not be
resolved before 31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
Increased
by 2,4%,
from 21
735
reported
contact
crimes
during the
first
quarter, in
2018/2019
to 22 260
during the
first
quarter, in
2019/2020
Increased
by 0,8%,
from 45
309
reported
contact
crimes
during
semester
1, in
2018/2019,
to 45 686
during the
semester
1, in
2019/2020
Increased
by 0,6%,
from 71
134
reported
contact
crimes
during the
first 9
months, in
2018/2019,
to 71 551
during the
first 9
months, in
2019/2020
Most of these crimes are committed
indoors between people who know
each other thus making it difficult to
be prevented
Liquor, substance abuse and
environmental design factors play a
key role in the commission of these
crimes
Majority of the police stations
across the country are experiencing
massive spatial developments
especially informal settlements and
exponential population growth
which has outgrown the capacity of
these police stations
Stabilization operations
declared in most of the
provinces. The following
five pillar approach is used
in the operations:
Intelligence and analysis
coordination
Proactive approach
Combat approach
Reactive through
detection
Communication and
liaison
Gauteng Province: is
concentrating on
“OPERATION OKAE
MOLAO“ in all the 5
districts.
A safer policing district
operational plan within
Gauteng province in order
to enhance the current
running OKAE MOLAO
Ongoing Long Term
Intervention: A Safety
Frame Work for
Informal Settlement
was compiled by the
Division and circulated
for inputs. All
Government stake
holders including the
Local Municipalities are
to be activated to take
care of Environmental
Design challenges
through the
establishment of Multi
Agency Forums and
each Department will
be urged to carry out
their mandates as
contemplated in the
White Paper for Safety
and Security 2016.
An Action Plan for the
Departmental Drug
Master Plan will be
implemented to
address substance
2020-03-31
2020-03-31
65 | P a g e
Western Cape: There are
heightened high density
operations to deal with
crime at Cape Town
Central and Operation
lockdown at 19 lockdown
stations
Kwa-Zulu Natal: The SAPS
management have
identified problematic
policing precincts which
are contributing to crime
in the province and the
multi-discipline resources
eg TRT, Detectives, POP,
Visible policing (new
constables) have been
deployed. The resources
are concentrating on all
problematic stations and
stabilise the crime through
Operation Vala. The
intervention started on
the 25th February 2020
Redistribution of new
constables from outlying
police stations to
Plessislaer, Inanda and
Umlazi
TACJOCS have been
activated as part of
operation Vala
abuse to cut the supply
and demand reduction.
Economic Stimulus
Operations are ongoing
and Top 30 Stations are
monitored Bi-weekly to
assess deployment of
resources during
weekends between
Friday and Monday at
hotspot areas and
ensure all operations
are intelligence driven
Crime Prevention Units
are in process of
establishment
commencing with Top
30 Stations in line with
the NASCOM directive
to migrate resources to
Station Level
Crime Prevention Units
are in process of
establishment
commencing with Top
30 as part of migrating
resources to Station
level
Development of root
cause analysis.
Provincial crime
prevention summits
and development of
provincial and local
2020-03-31
2020-03-31
2020-03-31
2020-03-31
2020-03-31
66 | P a g e
Weekly monitoring and
evaluation process led by
the Minister, Deputy
Minister of the Police in
relation to operation Vala
and lockdown
Cordon and searches at
hostels, taxi ranks,
correctional service
centres
Drug and substance
intelligence led operations
crime prevention
frameworks
Inter cluster
engagements to
develop a holistic
response on cross
cutting root causes of
crime
Review of the National
Crime Prevention
Strategy
2020-03-31
2020-03-31
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Availability of resources at affected high crime
stations
Development of provincial and local crime
prevention frameworks
Provision of holistic approach to the root causes of
crime and violence
All Government departments and
community involvement/participation
Provincial and local government
PCOP
Implement SAPS Turnaround Strategy of migrating
resources to stations and filling up vacant posts
Convening of provincial and local crime prevention
summits
Inter-Cluster engagement
Short Term
Long term
Short term
67 | P a g e
Key Performance Indicator Number of stolen/lost and illegal firearms recovered
Annual Target: Increase by 1,00% to 5 404
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before
31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
3 621
Restated
Performance
- 716
1 156
779 Non-circulation or late
circulation of firearms
Number of firearms
captured on the OPAM
system as recovered for
Quarter 3:
o October 2019 – 1 949;
o November 2019 –
2 175;
o December 2019 –
3 296;
o Total: 7 420
Re-distribution of directives on
the circulation of firearms re-
distributed
Cordon and search, High density
as well as stop and search
operations (including
roadblocks) has been intensified
Cordon and search operations
Compliance inspections at
security companies and gun
shops
Conduct combined assurance at
station
2021-02-24
Ongoing
Ongoing
Ongoing
Ongoing
Establishment of task teams
to clear the storage facilities
Workshopping of the TID to
Vispol heads, Visible policing
commanders and shift
commanders
2021-03-20
2021-03-20
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
None None None None
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Key Performance Indicator Number of stolen/robbed vehicles recovered
Annual Target: Maintain the number of stolen/robbed vehicles recovered at 36 548
Actual Performance Reasons for Deviation
Quick Win Actions to Address
Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved
before 31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
8 248.
7 016
identified
vehicles, 1
188
unidentified
vehicles and
44 vehicles
during cross-
border
operations
8 667
7 353
identified
vehicles, 1
262
unidentified
vehicles
and 52
vehicles
during
cross-
border
operations
8 133
6 823
identified
vehicles, 1
280
unidentified
vehicles
and 30
vehicles
during
cross-
border
operations
First phase cancellation
does not include all the
vehicles recovered
First phase cancellation
does not include all the
vehicles recovered.
A total of 6 259
vehicles have been
recovered however;
the owners of these
vehicles have not as yet
identified their vehicles
and therefore remains
circulated as
stolen. From 1 April
2019 to 31 December
2019 at total of 25 048
vehicles were
recovered and
cancellations done
This inter alia means
for the period 1 April
2019 to 31 December
2019 at total of 25 048
+ 6259 = 31 307
lost/stolen vehicles
have been recovered
Increased number of roadblocks
and compliance inspections at
second hand goods dealers such
as pawn shops and scrap yards
Implemented eyes and ears
initiative in Gauteng (South
African Police Service, Business
Against Crime South Africa and
Private Security Industry
Collaboration)
2020-03-31
2020-03-31
System enhancements/
safeguards to capture all
stolen/robbed vehicles
upon recovery on the
Circulation System: Vehicles
is already in progress
2020-06-30
69 | P a g e
The progressive target
for the same period is
27 411 which means
SAPS over achieved on
the set target
The repatriation of
stolen/robbed vehicles
recovered from other
countries is
complicated by
inadequate
international
cooperation and
coordination and
different legislative
prescripts circulation of
firearm
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Division Detective Service is the custodian of
the Circulation System: Vehicles. Detective
Services must first approve policy and system
amendments
TMS is responsible for activating and costing of
approved System amendments
Division Detective Service
TMS
Task team already appointed with Detective Service included
Cancellation proposal approved by Detective Service
User request for Service to be compiled by Detective Service
to initiate TMS processes
TMS to cost and create Request for Service
2020-02-28
2020-03-13
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Key Performance Indicator Percentage of applications for new firearm licenses finalised within 90 working days
Annual Target: 90,00% of new applications finalised within 90 working days
Actual Performance Reasons for Deviation
Quick Win Actions to Address
Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved
before 31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
79,71%
20 902 from
a total of 26
221
84,67%
20 035 from
a total of 23
662
82,63%
20 243
from a total
of 24 497
The slowness of the
mainframe system
unable to synchronise
the scanned items with
the application.
Delay in the finalisation
of CRC reports due to
system downtime
Implementation of night duties
2020-03-31 Implementation of Flash
Turn -around plan is
approved by the National
Commissioner for
implementation
Firearm application process
flow developed to expedite
the finalization of new
firearm licenses within 90
working days
Acquisition of a new
Firearms Control Systems
Acquisition of a building for
CFR
Completion of the walk-ways
for the 10 containers
2021-03-31
2020-04-01
2024-11-30
2020-07-01
2020-05-01
71 | P a g e
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
SITA decides not to develop the
solution, but to outsource the work,
SITA will, in accordance with National
Treasure prescripts, inform the client
and provide procurement service in
that regard to obtain an appropriate
solution from the supplier market
SITA Compile a Request For Proposal (RFP) in the required format and
submit to SITA
Compile a Request For Proposal (RFP) in the required format and
submit to SITA
Project Initiation and Planning
Compile project plan
(Resource recruitment and security clearance, etc.)
2020-06-30
Public works to determine arrange
the alternative accommodation
SCM/DPW
SITA
Identify the suitable accommodation according to personnel
strength for CFR
Finalize the new Firearm System
Determine the required technology infrastructure
Procure and install the network/cabling
2020-06-30
2024-11-30
72 | P a g e
Key Performance Indicator Average national police reaction time to Alpha Complaints
Annual Target: 17:37 minutes
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before
31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
17:20
minutes
17:19
minutes
18:04
minutes
More alpha complaints
were received in the 3rd
quarter, 1 158 883
compared to the 2nd
quarter, 1 086 472
This can be due to the
festive season (influx of
tourists and families)
Load shedding
negatively impacts on
reaction time due to
robots not working
Directives for daily, weekly and
monthly monitoring of complaints
status
Issuing of the monthly complaints
status reports to the provinces
Monthly
The Minister and National
Commissioner of Police are
engaging Premiers to provide
a comprehensive response to
this challenge
Municipalities and Salga are
continuously engaged to deal
with these through the
development and
implementation of
community safety plans
Provincial Commissioners are
increasing number of vehicles
and members during peak
times
Ongoing
Ongoing
Ongoing
73 | P a g e
Complex spatial design
relating to the
continuous
mushrooming and
increase of informal
settlements across the
country characterized
by environmental
design factors such as
lack of accessible
streets/ road
conditions/road
infrastructure, lack of
streets lights, lack of
streets names as well as
house numbers
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Development of provincial and local crime
prevention frameworks
Alteration of environmental design factors
Provincial and local government
Convening of provincial and local crime prevention summits
Long term
74 | P a g e
Key Performance Indicator Average national police reaction time to Bravo Complaints
Annual Target: 21:28 minutes
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before 31
March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
20:55
minutes
21:24
minutes
22:24
minutes
More alpha complaints
were received in the
3rd quarter, 1 158 883
compared to the 2nd
quarter, 1 086
472. This can be due
to the festive season
(influx of tourists and
families). Load
shedding negatively
impacts on reaction
time due to robots not
working
Core business
diversion as a result of
service delivery
protests
Directives for daily, weekly and
monthly monitoring of
complaints status
Issuing of the monthly
complaints status reports to the
provinces
Monthly
The Minister and National
Commissioner of Police are
engaging Premiers to
provide a comprehensive
response to this challenge
Municipalities and Salga are
continuously engaged to
deal with these through the
development and
implementation of
community safety plans
Provincial Commissioners
are increasing number of
vehicles and members
during peak times
Ongoing
Ongoing
Ongoing
75 | P a g e
Complex spatial design
relating to the
continuous
mushrooming and
increase of informal
settlements across the
country characterized
by environmental
design factors such as
lack of accessible
streets/road
conditions/road
infrastructure, lack of
streets lights, lack of
streets names as well
as house numbers
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Development of provincial and local crime
prevention frameworks
Alteration of environmental design factors
Provincial and local government
Convening of provincial and local crime prevention summits Long term
76 | P a g e
Key Performance Indicator Average national police reaction time to Charlie Complaints
Annual Target: 19:13 minutes
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before 31
March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
19:12
minutes
19:10
minutes
20:33
minutes
These crimes of a less
serious nature are
mostly taking place in
informal settlements
and rural areas. The
distances to various
small holdings, farms
and villages and over-
stretched capacity of
various police stations
Complex spatial design
relating to the
continuous
mushrooming and
increase of informal
settlements across the
country characterized
by environmental
design factors such as
lack of accessible
streets/road
conditions/road
infrastructure, lack of
streets lights, lack of
streets names as well
as house numbers
Directives for daily, weekly and
monthly monitoring of
complaints status
Issuing of the monthly
complaints status reports to the
provinces
Monthly
The Minister and National
Commissioner of Police are
engaging Premiers to
provide a comprehensive
response to this challenge
Municipalities and Salga
are continuously engaged
to deal with these through
the development and
implementation of
community safety
Implementation of an
approved rural safety
strategy
Weekly blue and white
blue patrols
Deployment of reservist
capacity during peak times
Availability of serviceable
vehicles
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
77 | P a g e
The core business
diversion due to
service delivery
protests and load
shedding which
affected robots
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Development of provincial and local crime
prevention frameworks
Alteration of environmental design factors
Provincial and local government
Convening of provincial and local crime prevention summits
Long term
78 | P a g e
Key Performance Indicator Percentage of police stations rendering a victim-friendly service to victims of rape, sexual offences, domestic violence and abuse
Annual Target: 100% of 1 149 police stations compliant with 2 of the 3 set criteria
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before
31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
100%
1 151
from a
total of
1 151
99,74%
1 151
from a
total of
1 154
99,83%
1 152
from a
total of
1 154
Qhasa Police Station in
the Eastern Cape
Province and Moletlane
Police Station in
Limpopo Province not
fully operational as yet
De-registration of the Qhasa Police
Stations
Reclasification of Moletlane as a
Sattelite police station
2020-03-20 N/A N/A
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Correction of police stations database Organizational Development Deregister Qhasa Police Station
Re-classify Moretelete as a satellite
2020-03-20
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1.2 OPERATIONAL RESPONSE SERVICE
Sub-Programme: Border Security and Specialised Intervention
Strategic Objective: To discourage all crimes by providing a proactive and responsive policing service that will reduce the
levels of priority crime
1.2.1 Successes and Achievements
1.2.1.1 Sub programme 1: Border Security:
Ports of Entry recovered 20 371g of heroin, 33 141g of cocaine, 45,59g meth cathinone, 16g magic mushrooms, 91 674g of khat,
3 104,8g crystal meth/tik, 1 316 ecstasy tablets, 415g dagga seeds, 1 284 691,80g dry cannabis and 1 976,5 mandrax tablets for
the reporting period 1 October 2019 to 31 December 2019. A total number of 11 firearms and 591 rounds of ammunition were
recovered for the period 1 October 2019 to 31 December 2019 compared to 13 firearms and 68 rounds of ammunition recovered
in the same quarter for the previous financial year.
A total number of 3 981 arrests were made for the reporting period which comprised of arrests made for 10 firearms, 10 for
rounds of ammunitions, one in possession of explosives, 3022 illegal foreigners with no travel documentation and with travel
documentation related offences, 283 in possession of narcotics, nine stock theft, 68 marine living resources, seven for possession
of precious metals and stones, two for transnational commercial related crimes (Endangered species), 10 transnational
commercial related crimes (illegal import/export), four transnational commercial related crimes (Under – non Declaration), six
transnational commercial related crimes (counterfeit/contraband), 307 other crimes, three officials involved in corruption, 164
EMC hits persons by means of warrant of arrests, two for recovered vehicles due to MCS or EMCS, 72 stolen/robbed vehicles and
one stolen trailer.
80 | P a g e
1.2.1.1 Sub programme 2: Specialised Interventions
The National Intervention Units recovered 22.3 g cocaine, 230.32 g tik, 5 562.18 g cannabis, 6 mandrax tablets and 1 008 cocaine
rocks for the reporting period compared to 2 765 g heroine, 48 g cocaine, 160 g tik, 2 100 g cannabis, 368,5 mandrax tablets and
25 cocaine rock in the same quarter for the previous financial year. From 1 October 2019 to 31 December 2019 a total number
of 11 stolen/robbed vehicles were recovered compared to 10 vehicles recovered in the same quarter for the previous financial
year.
A total number of 40 firearms and 895 rounds of ammunition were recovered for the period 1 October 2019 to 31 December 2019
compared to 20 firearms and 601 rounds of ammunition recovered in the same quarter for the previous financial year. A total
number of 60 arrests were made for the reporting period compared to 61 arrests made in the same quarter for the previous
financial year.
1.2.1.1.1 Special Task Force: From 1 October 2019 to 31 December 2019 a total number of nine stolen/robbed vehicles were recovered
compared to four vehicles recovered in the same quarter for the previous financial year. A total number of 22 firearms and 1 025
rounds of ammunition were recovered for the period 1 October 2019 to 31 December 2019 compared to 11 firearms and 696 rounds
of ammunition recovered in the same quarter for the previous financial year. A total number of 37 arrests were made for the period
1 October 2019 to 31 December 2019 compared to 50 arrests made in the same quarter for the previous financial year.
1.2.1.1.2 Mobile Operations: A total number of 59 valuable and/or dangerous government cargo protected by Mobile Operations in the third
quarter of the reporting period with no security breaches.
1.2.1.1.3 Public Order Policing: A total number of 366 arrests for crowd unrest incidents were made for the reporting period compared to 687
for the same period for the previous financial.
81 | P a g e
KEY DEPARTMENTAL PROGRAMME 3: DETECTIVE SERVICES
1.1 DETECTIVE SERVICE
Sub-programme: Detective Service
Strategic Objective: To contribute to the successful prosecution of offenders by investigating, gathering and analysing evidence
1.1.1 Successes and Achievements
1.1.1.1 The implementation of the Person Identification Verification Application (PIVA/PVS) importantly contributed to the tracing of
suspects with outstanding cases. This system has been implemented in 665 of the 1 154 stations countrywide and roll out is still in
progress. Through the utilisation of the system 4 710 suspects have been identified and arrested. The utilisation of tracking teams in
the Provinces also contributed to the tracing of wanted suspects. The Detective Service also had numerous successes through the
tracking and tracing of suspects that are linked with forensic linkages. From a total of 1 919 cases of leads and linkages that were
outstanding 702 cases have been finalised.
1.1.1.2 Attendance of case-flow-management and Provincial Enhancement Efficiency Committee meetings also had a positive influence on
the performance.
1.1.1.3 Since the inception of the 2019/2020 financial year the Division also undertook initiatives that involves community participation
through social media, which will assist in the investigation of crime. These initiatives are the launch of the MYSAPS App and the
Amber alert with Facebook South Africa. The Amber Alert is a missing child emergency alert platform that is aimed at activating and
sending a message of a missing child on Facebook, to alert users to be on the lookout for a reported missing child. The alerts include
photographs and details of the missing child. An investigator can require an Amber Alert when s/he suspect the probability of harm
to the child is high. All instructions relevant to reporting the child as missing must be followed before the Bureau for Missing Persons
is approached for activation of an Amber Alert.
82 | P a g e
1.1.1.4 The Division Detective Service is also continuously monitoring the identified top 30 high crime weight stations. The following stations
showed an improvement in the detection rate for serious crime at the end of the 3rd quarter: Delft, Dobsonville, Eldorado Park,
Moroka, Randfontein, Temba and Umlazi. The following stations also showed improvement in the reduction of wanted suspects:
Dobsonville, Mamelodi East, Mitchell’s Plain, Nyanga and Pretoria Central.
1.1.1.5 The Detective Service also enhanced Partnership Policing, through the involvement of external stakeholders, eg Other State
Departments, Insurance Crime Bureau (ICB), during operations.
1.1.1.6 Through the application of the Prevention of Organised Crime Act (POCA) the Detectives were able to secure convictions on
racketeering cases that contributed to the successful finalisation of reported serious crimes.
1.1.1.7 The following life sentences on serious crime were achieved at the end of the 3rd quarter:
Life Sentence Number of cases Number of accused
364 321 241
83 | P a g e
1.1.2 Areas of Underperformance
To contribute to the successful prosecution of offenders by investigating, gathering and analysing evidence
Key Performance Indicator Detection rate for serious crime
Annual Target: 37,25%
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before
31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
36.26% 36.59% 36.15% Suspects are unknown
The late reporting of cases
by victims (lack of forensic
evidence when victim
reports late, impact/delay on
linking suspects to the crime)
In some cases victims are
mentally challenged and
cannot identify suspects
Task Crime
Intelligence/informers and
Gender-Based Violence (GBV)
Task Teams to identify and
trace suspects/tracking teams
Identity kits to be drawn up
Continuous awareness
campaigns to educate the
community on early reporting,
basic safety and strict
enforcement of liquor-related
regulations, in collaboration
with the Visible Policing
Division.
An Integrated Troika Task Team
to prioritise and investigate
linkages/Deoxyribonucleic Acid
(DNA)-related cases at each unit
Address resources – Buccal Kits
All tasks to be
conducted
daily until 31
March
Capacitation of all Detective
Service components including
specialised units eg Murder
and Robbery
Identified technology user
requirements. (Identification
concluded) and will be
submitted to TMS
2020/2021
2020-03-09
84 | P a g e
Case dockets relating to
Independent Police
Investigative Directorate
(IPID) where suspects have
been arrested but not
charged on the CAS (No
access to systems and a
delay in finalising
investigations)
Most of the cases are
alcohol-related, which
resulted in poor to no
recollection of incidents,
including crime scenes
A shortage of specialised
skills required to investigate
fraud cases
The utilisation and
enhancement of partnerships
with external role players, e.g.
SABRIC and The Insurance
Crime Bureau
The utilisation of available
systems e.g. Person
Identification and Verification
Application (PIVA), PVS
Enhance cooperation with the
IPID during monthly meetings
and assist IPID to update the
CAS
Enhance the utilisation of
Closed-Circuit Television (CCTV)
footage.
Request prosecutor-guided
investigations
Capacitation of Provincial
Commercial Crime
Investigation (CCI) Units
(“New” Constables specifically
recommended by the national
office, as well as lateral
placements) Presentation will
be made to the National
Commissioner
Ensure the correct placement
of members, in terms of the
fixed establishment (economic
crimes at station level) and
skills development. (Training
and workshops with partners)
2020/2021
2020/2021
85 | P a g e
Implementation on the
Detective Academy/University
(Long term - Enhanced
Investigative capacity) A launch
is scheduled to take place
2020-04-01
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Capacitation of all Detective Service
components including specialised units
eg Murder and Robbery
HRM
OD
HRD
Work study concluded, final approval to be facilitated
Ongoing recruitment drive by Division Detective Service at SAPS
Training Academies
Submission of Training needs (TPP)
2020/2021
2020/2021
2020/2021
Finalisation and implementation of the
MOU between SAPS and IPID
Legal Service
IPID
Continuous engagement with Legal Service Bi-weekly
Complete roll out of sexual offences
courts in all Provinces
Department of Justice
National Prosecuting Authority
Continuous engagement with Department of Justice during the
monthly National Technical Interim Steering Committee – Sexual
Offences
Monthly
Identified technology user requirements TMS Submission of identified IT requirements to TMS by 9 March 2020 2020-03-09
Capacitation of Provincial Commercial
Crime Investigation (CCI) Units
HRM
OD
Work study concluded, final approval to be facilitated
Preliminary allocation was made of 247 members nationwide for
Commercial Crime units.
Presentation will be made to the National Commissioner
2020/2021
2020/2021
2020/2021
Implementation on the Detective
Academy/University
HRD Divisional participation in the Establishment Working Group
A launch is scheduled to take place
2020-04-01
2020-04-01
86 | P a g e
Key Performance Indicator Detection rate for contact crimes
Annual Target: 55,22%
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before
31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
50.21% 50.28% 49.21% Suspects are unknown
Late reporting of cases by
victims (lack of forensic
evidence to link suspects
to the crime)
Cases were victims are
mentally challenged and
cannot identify suspects
Shortage/dysfunction of
Forensic support
Task Crime Intelligence/informers
and Gender-Based Violence (GBV)
Task Teams to identify and trace
suspects/tracking teams
Identity kits to be drawn up
Continuous awareness campaigns to
educate the community on early
reporting, basic safety and strict
enforcement of liquor-related
regulations, in collaboration with the
Visible Policing Division
An Integrated Troika Task Team to
prioritise and investigate
linkages/Deoxyribonucleic Acid
(DNA)-related cases at each unit.
Renewed contract for Integrated
Address resources – Buccal Kits
The uilisation and enhancement of
partnerships with external role
players, e.g. SABRIC and The
Insurance Crime Bureau
All tasks to be
conducted
daily until 31
March and
beyond
Capacitation of all Detective
Service components including
specialised units eg Murder
and Robbery
Identified technology user
requirements. (Identification
concluded) and will be
submitted to TMS
Implementation on the
Detective
Academy/University (Long
term - Enhanced Investigative
capacity) A launch is
scheduled to take place
2020/2021
2020-03-09
2020-04-01
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Dockets with IPID were
suspects have been
arrested but not charged
on the system (No access
to systems and delays in
finalising investigations)
Most of the cases are
alcohol related which
resulted in poor to no
recollection of incidents
including crime scenes
The utilisation of available systems
e.g. Person Identification and
Verification Application (PIVA), PVS
Enhance cooperation with the IPID
during monthly meetings and assist
IPID to update the CAS
Enhance the utilisation of Closed-
Circuit Television (CCTV) footage
Finalisation and
implementation of the MOU
between SAPS and IPID
BI-weekly
engagement
with Legal
Service
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Establishment and capacitation of
Detectives Service including specialised
units
HRM
OD
Work study investigation was conducted that require approval
Preliminary allocation was made of 247 members nationwide
for Commercial Crime units
Ongoing recruitment drive by Division Detective Service at SAPS
Training Academies
Presentation will be made to the National Commissioner
2020/2021
Finalisation and implementation of the
MOU between SAPS and IPID
Legal Service
IPID
Continuous engagement with Legal Service Bi-weekly
Complete roll out of sexual offences
courts in all Provinces
Department of Justice
National Prosecuting Authority
Continuous engagement with Department of Justice during the
monthly National Technical Interim Steering Committee –
Sexual Offences
Monthly
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Key Performance Indicator Detection rate other serious crime
Annual Target: 36,80%
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before
31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
36.11% 36.43% 35.95% Suspects are unknown
No witnesses
Shortage of specialised
skills which is required
Fraud investigators
Continuous Awareness campaigns
Enhance the utilisation of CCTV
footage
All tasks to be
conducted
daily until 31
March and
beyond
Capacitation of Provincial
Commercial Crime Investigation
(CCI) Units (“New” Constables
specifically recommended by
the national office, as well as
lateral placements)
Ensure the correct placement
of members, in terms of the
fixed establishment (economic
crimes at station level) and
skills development. (training
and workshops with partners)
2020/2021
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Establishment and capacitation of
Detectives Service including specialised
units
OD
HRM
Work study Investigation was conducted that require approval
Preliminary allocation was made of 247 members nationwide for
Commercial Crime units
Ongoing recruitment drive by Division Detective Service at SAPS
Training Academies
Presentation will be made to the National Commissioner
2020/2021
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Key Performance Indicator Detection rate for serious crimes at the identified 30 high crime weight stations
Annual Target: 37,65%
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before
31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
36.16% 32.22% 31.23% Suspects are unknown
The late reporting of cases by
victims (lack of forensic
evidence when victim reports
late, impact/delay on linking
suspects to the crime)
In some cases victims are
mentally challenged and
cannot identify suspects
Task Crime
Intelligence/informers and
Gender-Based Violence (GBV)
Task Teams to identify and
trace suspects/tracking teams
Identity kits to be drawn up
Continuous awareness
campaigns to educate the
community on early reporting,
basic safety and strict
enforcement of liquor-related
regulations, in collaboration
with the Visible Policing
Division
An Integrated Troika Task Team
to prioritise and investigate
linkages/Deoxyribonucleic Acid
(DNA)-related cases at each
unit
Address resources – Buccal Kits
The utilisation and
enhancement of partnerships
with external role players, e.g.
SABRIC and The Insurance
Crime Bureau
All tasks to be
conducted
daily until 31
March
Capacitation of all Detective
Service components including
specialised units eg Murder
and Robbery
Identified technology user
requirements (Identification
concluded) and will be
submitted to TMS
2020/2021
2020-03-09
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Case dockets relating to
Independent Police
Investigative Directorate (IPID)
where suspects have been
arrested but not charged on
the CAS (No access to systems
and a delay in finalising
investigations)
Most of the cases are alcohol-
related, which resulted in poor
to no recollection of incidents,
including crime scenes
A shortage of specialised skills
required to investigate fraud
cases
The utilisation of available
systems e.g. Person
Identification and Verification
Application (PIVA), PVS
Enhance cooperation with the
IPID during monthly meetings
and assist IPID to update the
CAS
Enhance the utilisation of
Closed-Circuit Television (CCTV)
footage
Request prosecutor-guided
investigations
Capacitation of Provincial
Commercial Crime
Investigation (CCI) Units
(“New” Constables specifically
recommended by the national
office, as well as lateral
placements) Presentation will
be made to the National
Commissioner
Ensure the correct placement
of members, in terms of the
fixed establishment (economic
crimes at station level) and
skills development. (Training
and workshops with partners)
2020/2021
2020/2021
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Implementation on the
Detective Academy/University
(Long term - Enhanced
Investigative capacity). A
launch is scheduled to take
place
2020-04-01
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Capacitation of all Detective Service components including specialised units eg Murder and Robbery
HRM
OD
HRD
Work study concluded, final approval to be facilitated
Ongoing recruitment drive by Division Detective Service at SAPS
Training Academies
Submission of Training needs (TPP)
2020/2021
2020/2021
2020/2021
Finalisation and implementation of the MOU between SAPS and IPID
Legal Service
IPID
Continuous engagement with Legal Service Bi-weekly
Complete roll out of sexual offences courts in all provinces
Department of Justice
National Prosecuting Authority
Continuous engagement with Department of Justice during the
monthly National Technical Interim Steering Committee – Sexual
Offences
Monthly
Identified technology user requirements. TMS Submission of identified IT requirements to TMS by 9 March 2020 2020-03-09
Capacitation of Provincial Commercial Crime Investigation (CCI) Units
OD
HRM
Work study concluded, final approval to be facilitated
Preliminary allocation was made of 247 members nationwide for
Commercial Crime units
Presentation will be made to the National Commissioner
2020/2021
Implementation on the Detective Academy/University
HRD Divisional participation in the Establishment Working Group.
Launch is scheduled to take place.
2020-04-01
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Key Performance Indicator Detection rate for contact crimes at the identified 30 high crime weight stations
Annual Target: 55,96%
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before
31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
39.30% 39.32% 37.13% Suspects are unknown
Late reporting of cases by
victims (lack of forensic
evidence to link suspects
to the crime)
Cases were victims are
mentally challenged and
cannot identify suspects
Shortage/dysfunction of
Forensic support
Task Crime Intelligence/informers
and Gender-Based Violence (GBV)
Task Teams to identify and trace
suspects/tracking teams
Identity kits to be drawn up
Continuous awareness campaigns to
educate the community on early
reporting, basic safety and strict
enforcement of liquor-related
regulations, in collaboration with the
Visible Policing Division
An Integrated Troika Task Team to
prioritise and investigate
linkages/Deoxyribonucleic Acid
(DNA)-related cases at each unit.
Renewed contract for Integrated
Address resources – Buccal Kits.
The uilisation and enhancement of
partnerships with external role
players, e.g. SABRIC and The
Insurance Crime Bureau
All tasks to be
conducted
daily until 31
March and
beyond
Capacitation of all Detective
Service components including
specialised units eg Murder
and Robbery
Identified technology user
requirements. (Identification
concluded) and will be
submitted to TMS
Implementation on the
Detective
Academy/University (Long
term - Enhanced Investigative
capacity). A launch is
scheduled to take place.
2020/2021
2020-03-09
2020-04-01
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Dockets with IPID were
suspects have been
arrested but not charged
on the system (No access
to systems and delays in
finalising investigations)
Most of the cases are
alcohol related which
resulted in poor to no
recollection of incidents
including crime scenes
The utilisation of available systems
e.g. Person Identification and
Verification Application (PIVA), PVS
Enhance cooperation with the IPID
during monthly meetings and assist
IPID to update the CAS
Enhance the utilisation of Closed-
Circuit Television (CCTV) footage
Finalisation and
implementation of the MOU
between SAPS and IPID
BI-weekly
engagement
with Legal
Service
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Establishment and capacitation of
Detectives Service including specialised
units
HRM
OD
Work study investigation was conducted that require approval
Preliminary allocation was made of 247 members nationwide for
Commercial Crime units
Ongoing recruitment drive by Division Detective Service at SAPS
Training Academies
A presentation will be made to the National Commissioner
2020/2021
Finalisation and implementation of the
MOU between SAPS and IPID
Legal Service
IPID
Continuous engagement with Legal Service Bi-weekly
Complete roll out of sexual offences
courts in all Provinces
Department of Justice
National Prosecuting Authority
Continuous engagement with Department of Justice during the
monthly National Technical Interim Steering Committee – Sexual
Offences
Monthly
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1.2 FORENSIC SERVICES
Sub-programme: Forensic Services
Strategic Objective: To contribute to the successful prosecution of offenders by investigating, gathering and analysing evidence
1.2.1 Successes and Achievements
1.2.1.1 Improve the processing of fingerprint searches and maintenance of criminal records
Percentage of original previous conviction reports generated – The implementation of effective workflow processes contributed
to the achievement.
1.2.1.2 Enhance the processing of Forensic Evidence case exhibits (entries)
Percentage of non-routine case exhibits (entries) finalised – The implementation of effective workflow processes contributed to
the achievement.
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1.2.2 Areas of Underperformance
To contribute to the successful prosecution of offenders by investigating, gathering an analysing evidence
Key Performance Indicator Percentage of registered case exhibits (entries) exceeding the prescribed time frame
Annual Target: Backlog not exceeding 10% of registered case exhibits (entries) received
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before
31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
16.02%
13 642
from a
total of
85 160
20.75%
36 293
from a
total of
174 886
21.63%
56 414
from a
total of
260 811
External factors had a
negative impact on the
finalisation of routine
cases (water
interruptions and power
outrages)
Crime Index (CI) and
Reference Index (RI)
lanes were negatively
impacted, due to down
time
Lack of consumables had
a negative impact
Increase operational baseline
budget to retain CJS investment.
Ensure financial commitment
certificate for all Bids
Strict monitoring of Bidding
processes timelines
2020-03-31 Once there’s an commitment
from the CFO, SCM and TMS
and all the challenges with
regards to the challenges listed
are addressed an action plan
can be put in place
Due to the intricacies of the
different role players all needs
will have to be addressed for
the different environments
before they can be fully
functional
Processes activated to acquire
consumables, calibration and
services and repair of
equipment
Facilitate and activate processes
to acquire consumables
Capacitate environment with
operational case work support
personnel
2021-03-31
96 | P a g e
Capacitation to be aligned to
increasing demand in service
delivery including
accommodation, personnel,
budget and equipment
FSL to procure heavy duty
generators
Facility related challenges to be
address urgently including
environmental conditions and
maintenance (generator, UPS)
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
They determine the budget to be
received
Responsible for the processing of the Bids
CFO
DPW/SCM
To increase the allocation of baseline budget
Constant monitoring of the bid applications and timelines
2021-03-31
97 | P a g e
Key Performance Indicator Percentage of results of trial updated, in respect of the following: Guilty verdict
Annual Target: 95,00% of results of trial (guilty) updated within 20 calendar days
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before
31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
96. 62%.
53 435
from a
total of
55 305
82.57%
62 761
from a
total of
76 013
91. 32%
57 061
from a
total of
62 484
A project has been
launched, with regards
to the purification of
results of trial in case
dockets by detectives.
The volume, thereof,
influences the influx of
work which impacts on
Forensic Services
performance
Under Capacitation
Unavailability of Systems
due to power failures
Distribution of workload to LCRC’s
with less work nationally
Monitor and coordinate the
performance
2020-03-31
Weekly
Raise awareness to the
Detectives regarding timeous
submission of results of trial
(SAP69)
Monitor and coordinate the
performance
Capacitate the CR and CSM
with human resource
Quarterly
Weekly
2021-03-31
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Inadequate Allocation of Resources
(Human Resource, Financial Resources)
Failure to submit results of trial
timeously by Investigation Officers
(Detective Services)
Power Failure due to load shedding.
DFS
Division Detective Services
CRC
SCM
Activate a process to acquire additional resources
The Divisional Commissioner Detectives Services to enforce the
provisions of National Instruction 2 of 2013
CRC and SCM to procure heavy duty generators
2020-03-31
2020-03-31
2020/2021
98 | P a g e
Key Performance Indicator Percentage of results of trial updated, in respect of the following: Not guilty verdict
Annual Target: 95,00% of results of trial (not guilty/withdrawn) updated within 20 calendar days
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before
31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
97.19%
241 849
from a
total of
248 852
83.19%
265 278
from a
total of
318 891
88.94%
240 121
from a
total of
269 973
A project has been
launched, with regards
to the purification of
results of trial in case
dockets by detectives.
The volume, thereof,
influences the influx of
work which impacts on
Forensic Services
performance
Under Capacitation
Redistribution of workload to
LCRC’s nationally
Monitor and coordinate the
performance
2020-03-31
Raise awareness to the
Detectives regarding timeous
submission of results of trial
(SAP69)
Monitor and coordinate the
performance
Capacitate the CR and CSM
with human resource
Quarterly
Weekly
2021-03-31
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Inadequate Allocation of Resources
(Human Resource, Financial Resources)
Failure to submit results of trial timeously
by Investigation Officers (Detective
Services)
Power Failure due to load shedding
DFS
Division Detective Services
Activate a process to acquire additional resources
The Divisional Commissioner Detectives Services to enforce the
provisions of National Instruction 2 of 2013
2020-03-31
2020-06-30
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Key Performance Indicator Percentage of routine case exhibits (entries) finalised
Annual Target: 75,00% of routine case exhibits (entries) processed within 35 calendar days
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before
31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
63.04%
34 143
from a
total of
54 163
70.18%
37 133
from a
total of
52 908
61.28%
27 727
from a
total of
45 246
System downtime: Gas
Chromatography Mass
Spectrometry (GCMS) at
the laboratory, in
KwaZulu-Natal. The
system was affected by
the flooding, during April
2019
Inadequate consumables,
due to a lack of
procurement contracts.
Power outages
experienced due to load
shedding
Inadequate human
capital, due to a loss of
expertise during the
promotional phase
Lack of maintenance
contracts to service
equipment in the
laboratories to produce
accurate information for
the courts
Increase operational baseline
budget to retain CJS investment
Ensure financial commitment
certificate for all Bids
Strict monitoring of Bidding
processes timelines
2020-03-31 Once there’s an commitment
from the CFO, SCM and TMS
and all the challenges with
regards to the challenges listed
are addressed an action plan
can be put in place
Due to the intricacies of the
different role players all needs
will have to be addressed for
the different environments
before they can be fully
functional
Processes activated to acquire
consumables, calibration and
services and repair of
equipment
Facilitate and activate
processes to acquire
consumables
Capacitate environment with
operational case work support
personnel
Facility related challenges to
be address urgently including
environmental conditions and
maintenance (generator, UPS)
2021-03-31
2021-03-31
2021-03-31
2021-03-31
2021-03-31
2021-03-31
100 | P a g e
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
They determine the budget to be received
Responsible for the processing of the Bids
CFO
DFS
DPW/SCM
To increase the allocation of baseline budget
Constant monitoring of the bid applications and timelines
2021-03-31
2021-03-31
101 | P a g e
Key Performance Indicator Percentage of IBIS Intelligence case exhibits (entries) finalised
Annual Target: 95,00% of IBIS case exhibits (entries) finalised within 35 calendar days
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before
31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
100%
2 759
from a
total of
2 759
99.81%
513 from
a total of
514
50.53%
1 087
from a
total of
2 151
The implementation of
the firearm amnesty
resulted in the influx of
work for the Ballistic
Section. In addition, IBIS
System was non-
operational for more
than 2 months. This
resulted in backlog of
cases as there was no
production
There’s no quick action to rectify N/A Support and Maintenance
contract to be secured
Monthly
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Obtaining the contract TMS
Monitor the fast tracking of the bid process Monthly
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Key Performance Indicator Percentage of Biology DNA Intelligence case exhibits (entries) finalised
Annual Target: 80,00% of DNA intelligence case exhibits (entries) processed within 90 calendar days
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved before
31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
93.86 %
18 846
from a
total of
20 079
74.86%
5 630
from a
total of
7 520
19.97%
3 325
from a
total of
16 654
Lack of consumables.
Power outages and
water interruptions.
System downtime (CI
and RI lanes)
Inadequate human
capital, due to a loss of
expertise during the
promotional phase
Lack of maintenance
contracts to service
equipment in the
laboratories to produce
accurate information for
the courts
Contracts to be secured for the
service, maintenance of laboratory
equipment and consumables
Facility related challenges to be
address urgently including
environmental conditions and
maintenance
2020-03-31 FSL to procure heavy duty
generators
Monitoring bids process for the
service, maintenance of
laboratory equipment and
consumables
Constant engagement with the
DPW for the repair and
maintenance of the buildings
2020-09-30
Monthly
Quarterly
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Responsible for the processing of the Bids DPW/SCM
To increase the allocation of baseline budget
Constant monitoring of the bid applications and timelines
2021-03-31
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KEY DEPARTMENTAL PROGRAMME 4: CRIME INTELLIGENCE
1.1 CRIME INTELLIGENCE
Sub-Programme: Crime Intelligence
Strategic Objective: Manage crime intelligence, analyse crime information, provide technical support for investigation and crime
prevention operations
1.1.1 Successes and Achievements
1.1.1.1 Conduct network operations to infiltrate/penetrate criminal groupings/syndicates and collect intelligence on priority threats.
Percentage of network operations successfully terminated:
o Target of 55% has been overachieved by 9.56% namely 64.56% (368 out of 570) at the end of quarter 3.
1.1.1.2 Conduct security risk and vetting assessments within the SAPS.
Percentage of security risk and vetting assessments conducted:
o Target of 75% has been overachieved by 3.85% namely 78.85% (3906 out of 4954) at the end of quarter 3.
1.1.1.3 Operationalisation of intelligence reports generated.
Percentage of intelligence reports that were operationalised:
o Target of 70% has been overachieved by 9.53% namely 79.53% at the end of quarter 3.
o It also needs to be mentioned that all four (4) CI AOP performance indicators, applicable to this strategic objective, were
achieved at the end of quarter 3.
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1.1.1.4 Conduct security risk and vetting assessments within the SAPS.
Percentage of ICT security assessments finalised, in relation to the total planned annually:
o Target of 75% has been overachieved by 10.57 % namely 85.57% (2704 out of 3160) at the end of quarter 3.
Percentage of mandatory physical security assessments finalised in relation to the total planned annually:
o Target of 75% has been overachieved by 8.12% namely 83.12% (496 out of 640) at the end of quarter 3.
Percentage of security awareness programmes conducted, in relation to the total planned annually:
o Target of 75% has been overachieved by 13.23% namely 88.23% (270 out of 306) at the end of quarter 3.
1.1.1.5 Operationalisation of pro-active intelligence reports generated.
Percentage of pro-active intelligence reports that were operationalised at cluster level:
o Target of 70% has been overachieved by 1.96% namely 71.96% at the end of quarter 3.
Percentage of pro-active intelligence reports that were operationalised at national level:
o Target of 90% has been overachieved by 6.03% namely 96.03% at the end of quarter 3.
o It also needs to be mentioned that all four (4) CI AOP performance indicators, applicable to this strategic objective, were
achieved at the end of quarter 3.
1.1.1.6 Operationalisation of re-active intelligence reports generated.
Percentage of re-active intelligence reports that were operationalised at cluster level:
o Target of 70% has been overachieved by 7.69% namely 77.69% at the end of quarter 3.
o It also needs to be mentioned that all four (4) CI AOP performance indicators, applicable to this strategic objective, were
achieved at the end of quarter 3.
1.1.1.7 Promote mutual assistance and cooperation between the SAPS and other National and International Law Enforcement Agencies
to address transnational crime.
Percentage of cross-border operations facilitated, on request from INTERPOL member countries:
o Target of 100% has been achieved at the end of quarter 3.
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1.1.2 Areas of Underperformance
Manage crime intelligence, analyse crime information, provide technical support for investigation and crime prevention operations
Key Performance Indicator
Percentage of cross-border operations and arrests of identified transnational crime suspects facilitated in relation to requests
received from INTERPOL member countries
Annual Target: 100%
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved
before 31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
16.67%
(2 out of 12)
8.33%
(1 out of 12)
88.89%
(8 out of 9)
At the end of quarter 3,
INTERPOL had
unfortunately not
received the required
authority
letters/extradition
documents, from
member countries and
some cases were still
pending court (only 7 of
the 27 requested arrests
were facilitated)
Weekly follow-up with relevant
member-countries and weekly
feedback to the Head: IAC and
Div Comm: CI to ensure that
target of 100% will be reached
Actions has
been
implemented
and will be
ongoing until
2020-03-23
N/A N/A
106 | P a g e
After a suspect has been
traced/arrested,
INTERPOL is dependent
on an authority
letter/extradition
documents, from the
member country, to
finalise the request and
close the facilitation-file.
It might also happen
that a suspect fleas RSA
before he/she is traced
and then there is a
certain time-period that
needs to lapse before
the facilitation-file can
be disposed of
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Authority letters/extradition documents, from
INTERPOL member countries
Section: INTERPOL
INTERPOL member countries
Weekly liaison with relevant member countries to obtain
outstanding authority letters/extradition documents
Actions has
been
implemented
and will be
ongoing until
2020-03-23
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Conduct security risk and vetting assessments, within the SAPS.
Key Performance Indicator Percentage of security clearances finalised, in relation to the total planned annually.
Annual Target: 100% (1 154)
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved
before 31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
13.43%
(155 out of
288)
27.04%
(312 out of
288)
25.48%
(294 out of
289)
The under-
performance during
quarter 1 was as a
result of the Division’s
Security Vetting Panel
that could not convene
due to pre- and post-
election commitments
Security Vetting Panel
convened more regularly
during quarter 2 and 3 to
ensure that the quarter 1
backlog is addressed
Identify vetting personnel in
provinces to assist the Head
Office Vetting Capacity (force
multiplier)
Completed
(2020-12-31)
Completed
(2020-12-31)
N/A N/A
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
None None None None
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Operationalisation of pro-active reports intelligence reports generated.
Key Performance Indicato Percentage of pro-active intelligence reports that were operationalised on provincial level.
Annual Target: 80%
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved
before 31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
84.61% 73.49% 77.80% The operationalization
process is, in some
instances, of such a
nature that immediate
feedback is not always
possible
Certain early warnings,
threat and risk
assessments relates to
possible public order
protests/instability
incidences which
sometimes do not
realize/occur
Instruction by DNC: Crime
Detection to CI Provincial
Heads to provide lists, per
product, of feedback not yet
received
Implemented
on 2020-01-21
and ongoing -at
least monthly
Instruction by DNC: Crime
Detection to CI Provincial
Heads to provide lists, per
product, of feedback not
yet received, during
Provincial Crime
Combating Forums
(standing arrangement)
Ongoing -at
least monthly
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Feedback on re-active intelligence reports to CI on
provincial level
Divisions VISPOL and ORS
(provincial level)
Instruction by DNC: Crime Detection to CI Provincial Heads to
provide lists, per product, of feedback not yet received,
during Provincial Crime Combating Forums (standing
arrangement)
Implemented
on
2020-01-21
and ongoing -
monthly
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Operationalisation of re-active reports intelligence reports generated.
Key Performance Indicator Percentage of re-active intelligence reports that were operationalised on provincial level.
Annual Target: 80%
Actual Performance Reasons for Deviation
Quick Win Actions to Address
Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved
before 31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
75.73% 69.92% 79.98% The operationalization
process is, in some
instances, of such a
nature that immediate
feedback is not possible.
Profiles and intelligence
analysis reports are
used mostly for
investigation
purposes/intelligence
operations which might
take some time before
being operationalised
Instruction by DNC: Crime
Detection to CI Provincial
Heads to provide lists, per
product, of feedback not yet
received, during Provincial
Management meetings,
Provincial Crime Combating
Forums and Provincial Crime
Detection meetings (standing
arrangement) before end of
financial year closure
Implemented
on
2020-01-21
and ongoing -
monthly
Instruction by DNC: Crime
Detection to CI Provincial
Heads to provide lists, per
product, of feedback not
yet received, during
Provincial Management
meetings, Provincial Crime
Combating Forums and
Provincial Crime Detection
meetings (standing
arrangement) before end
of financial year closure
Ongoing -
monthly
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Timeous feedback on re-active intelligence reports
to CI on provincial level
Detective Service (provincial level)
DPCI (provincial level)
PROVJOINTS
Instruction by DNC: Crime Detection to CI Provincial Heads
to provide lists, per product, of feedback not yet received,
during Provincial Management meetings, Provincial Crime
Combating Forums and Provincial Crime Detection
meetings (standing arrangement) before end of financial
year closure
Implemented
on
2020-01-21
and ongoing -
monthly
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Key Performance Indicator Percentage of re-active intelligence reports that were operationalised on national level.
Annual Target: 90%
Actual Performance Reasons for Deviation
Quick Win Actions to Address Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved
before 31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
66.14% 86.35% 72.44% The
operationalization
process is, in some
instances, of such a
nature that
immediate feedback
is not possible.
Profiles and
intelligence analysis
reports are used
mostly for
investigation
purposes/intelligence
operations which
might take some time
before being
operationalised
Div Comm: CI to provide lists,
per product, of feedback not
received at monthly Divisional
Commissioner’s Forum
meetings (standing
arrangement)
Develop a feedback- form and
-process to obtain feedback
from secretariats during all
JOINTS-meetings
2020-02-28 and
thereafter
ongoing -
monthly
Completed and
implemented
Div Comm: CI to provide
lists, per product, of
feedback not yet received
at monthly Divisional
Commissioner’s Forum
meetings (standing
arrangement)
Ongoing -
monthly
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Timeous feedback on re-active intelligence reports to
CI at Head Office level
Division: Detective Service
DPCI
NATJOINTS
Div Comm: CI to provide lists, per product, of feedback not
yet received at monthly Divisional Commissioner’s Forum
meetings (standing arrangement)
2020-02-28
and
thereafter
ongoing -
monthly
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Key Performance Indicator Percentage of arrests of identified transnational crime suspects facilitated, in relation to requests received from INTERPOL
member countries
Annual Target: 100%
Actual Performance Reasons for Deviation
Quick Win Actions to Address
Underperformance
(Not later than 31 March 2020)
Actions to be implemented in 2020/2021 if
underperformance could not be resolved
before 31 March 2020
Q1 Q2 Q3 Action Timeframe Action Timeframe
10%
(1 out of 10)
0%
(0 out of 10)
85.71%
(6 out of 7)
At the end of quarter 3,
INTERPOL had
unfortunately not
received the required
authority
letters/extradition
documents, from
member countries and
some cases were still
pending court (only 7
of the 27 requested
arrests were facilitated)
Although the target has not
been achieved by the end of
quarterly 3, it needs to be
mentioned that during
January and February 2020
INTERPOL managed to already
finalise an additional 15
arrests-facilitations, elevating
the performance 88%
Actions has
been
implemented
and will be
ongoing until
2020-03-23
N/A N/A
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After a suspect has
been traced/arrested,
INTERPOL is dependent
on an authority
letter/extradition
documents, from the
member country, to
finalise the request and
close the facilitation-
file. It might also
happen that a suspect
fleas RSA before he/she
is traced and then
there is a certain time-
period that needs to
lapse before the
facilitation-file can be
disposed of
Key Dependencies
Nature of Dependency Responsible Business Unit Actions to be Implemented to Facilitate Dependency Timeframe
Authority letters/extradition documents, from
INTERPOL member countries
Section: INTERPOL
INTERPOL member countries
Weekly liaison with relevant member countries to obtain
outstanding authority letters/extradition documents
Actions has
been
implemented
and will be
ongoing until
2020-03-23
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1.2 DIRECTORATE FOR PRIORITY CRIME INVESTIGATION
Sub-Programme: Directorate for Priority Crime Investigation
Strategic Objective:
To gather crime intelligence in support of the prevention, combating and investigation of crime.
To collate, evaluate, analyse, coordinate and disseminate intelligence for the purpose of tactical, operational and strategic
utilisation.
To institute counter-intelligence measures within the South African Police Service.
To prevent and fight crime through enhanced international cooperation and innovation on police and security matters.
1.2.1 Successes and Achievements
1.2.1.1 All KPIs where targets were achieved: Through interventions like the National Clean Audit Task Team under the Hawks we are serious
about cleaning up our municipalities so they can fulfil their primary mandate – not to adjudicate tenders, but to deliver services to
our people. Some of the results includes, but not limited to a total of (49) arrests been made recently in Ethekwini, City of Tshwane,
Nala and Dihlabeng Municipalities (FS). These interventions and investigations resulted in assets valued at R 51 million been
restrained(extract from the SONA):
1.2.1.2 Percentage of trial –ready case dockets for fraud and corruption within the JCPS cluster (target 77%)
Quarter 1 - 85.94% (385/448); Quarter 2 - 87.50% (378/432); Quarter 3 - 86.31% (309/358).
Multi-disciplinary approach and good stakeholder involvement. Brought forward system used to finalise investigations.
Increased capacity of investigators has made a positive impact against the set target. Constant consultation with prosecutors.
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1.2.1.3 Conviction rate for fraud and corruption within the JCPS cluster (target 70%)
Quarter 1 - 100% (13/13); Quarter 2 - 100% (26/26); Quarter 3 - 92.22% (83/90).
Preparing water tight case for the NPA to prosecute. Good relations with prosecutors to ensure that cases are prioritised.
Fully investigated cases are presented in court.
Finalisation of investigation before arrest in order to reduce number of cases withdrawn or struck off the roll.
1.2.1.4 Percentage of trial-ready case dockets for fraud and corruption within the public sector; (target 70%)
Quarter 1 - 80.72% (67/83); Quarter 2 - 80.55% (58/72); Quarter 3 - 89.23% (58/65).
Focused consultation with the NPA to finalise the Prosecutor Guided Investigation on time for the case to be on the court roll.
Multi-disciplinary approach and good stakeholder involvement.
1.2.1.5 Conviction rate for fraud and corruption within the public sector (target 70%)
Quarter 1 - 75% (3/4); Quarter 2: 100% (414/414); Quarter 3:100% (3/3).
Maintain constant consultation with prosecutors. Good relations with prosecutors to ensure that cases are prioritised.
1.2.1.6 Percentage of trial-ready case dockets for fraud and corruption within the private sector (target 66%)
Quarter 1: 68.06% (98/144); Quarter 2: 80.45% (107/133); Quarter 3:73.91% (119/161).
Focused consultation with the NPA to finalise the Prosecutor Guided Investigation on time for the case to be on the court roll.
Multi-disciplinary approach and good stakeholder involvement.
1.2.1.7 Conviction rate for fraud and corruption within the private sector (target 70%)
Quarter 1: 95.45% (21/22); Quarter 2: 100% (12/12); Quarter 3: 100% (8/8).
Constant consultation with prosecutors. Good relations with prosecutors to ensure that cases are prioritised.
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1.2.1.8 Conviction rate for serious commercial crime related charges (target 97%)
Quarter 1: 88.57% (4729/5339); Quarter 2: 98.11% (20792/21193); Quarter 3: 98.48% (2569/2700).
There were four (4) cases that affected the performance for Quarter 1, thereafter the situation has been corrected.
Constant consultation with prosecutors. Good relations with prosecutors to ensure that cases are prioritised.
1.2.1.9 Percentage of trial ready case dockets for serious commercial crime related charges (target 65%)
Quarter 1: 70.64% (1961/2776); Quarter 2: 70.71% (1943/2748); Quarter 3: 70.40% (1915/2720).
Prioritisation of outstanding investigations and eliminating unnecessary delays in the investigation process.
1.2.1.10 Percentage of registered serious organised crime project investigations successfully closed (target 72%)
Quarter 1: 0%; Quarter 2: 0%; Quarter 3: 100% (3/3).
1.2.1.11 Percentage of identified clandestine laboratories dismantled with arrest (target 90%);
Quarter 1: 100% (7/7); Quarter 2: 90.91% (10/11); Quarter 3: 100% (14/14).- 32 clandestine labs dismantled, with 66 arrests.
Good informer network maintained and intelligence- led investigation to ensure that labs were positively identified and
successfully dismantled that included 22 accused being arrested.
1.2.1.12 Percentage of specialised cybercrime investigative support case files successfully investigated (target 55%);
Quarter 1: 47.83% (22/46); Quarter 2: 47.54% (29/61); Quarter 3: 63.38% (45/71).
Minimal activities, software licenses.
Acquisition of equipment delay that is reliant on external role players.
Outdated equipment.
Minimal staff complement.
Large scale investigations.
Nature of case files finalised in the 3rd Quarter enabled the expedition of services rendered, resulting in an over achievement.
The calculation type is cumulative therefore not underperformance.
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KEY DEPARTMENTAL PROGRAMME 5: PROTECTION AND SECURITY SERVICES
1.1 PRESEDENTIAL PROTECTION SERVICE
Sub-Programme: Presidential Protection Service
Strategic Objective: Minimise security violations by protecting foreign and local prominent people and securing strategic
interests.
1.1.1 Successes and Achievements
1.1.1.1 Minimise security violations by protecting foreign and local prominent people and securing strategic interests.
During the 1st Quarter, all targets were achieved in terms of the Annual Performance Plan for 2019/2020. 100% protection was
provided to VIPs without security breaches. 100% protection at identified government installations and identified VIP residences
without security breaches was provided. There was an over performance during the evaluation of the NKPs, the quarterly target
according to the Annual Performance Plan (APP) is 2 from a total of 11 and 27.27% (3 from a total of 11) NKPs was evaluated. The
reason for over performance is that “the opportunity availed itself to assess more NKPs than indicated”.
During the 2nd Quarter, all targets were achieved in terms of the Annual Performance Plan for 2019/2020. 100% protection was
provided to VIPs without security breaches. 100% protection at identified government installations and identified VIP residences
without security breaches was provided. The quarterly target for the evaluation of NKPs according to the Annual Performance
Plan is 3 from a total of 11 and 27.27% (3 from a total of 11) NKPs was evaluated.
During the 3rd Quarter, all targets were achieved in terms of the Annual Performance P lan for 2019/2020. 100% protection
was provided to VIPs without security breaches. 100% protection at identified government installations and identified VIP
residences without security breaches was provided. There was an over performance during the evalua tion of the NKPs, the
quarterly target according to the Annual Performance Plan is 3 from a total of 11 and 36.37% (4 from a total of 11) NKPs
was evaluated. The reason for over performance is that “securing an appointment at one NKP, prior to its original
appointment date was possible”.
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