Annual Performance Plan 2020/2021 - Parliament of South Africa
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Independent Police
Investigative Directorate
Annual
Performance Plan
2020/2021
independent police
investigative directorate
Independent Police Investigative Directorate
Table of Contents Executive Authority Statement …………………….……………………………………………………. 2 Accounting Officer Statement ………………………………………………………………………….. 3 Official Sign-Off …………………………………………………………………………………………… 5 PART A: OUR MANDATE ……………………………………………………………………………......... 6 1. Updates to the relevant legislative and policy mandates …………………………….…… 7 2. Updates to Institutional Policies and Strategies …………………………………..………….. 7 3. Updates to Relevant Court Rulings ……………………………………………………………. 7 PART B: OUR STRATEGIC FOCUS …….………………………………………………………………….. 8 4. Updated Situation Analysis ……………………………………………………………………... 9 PART C: MEASURING OUR PERFORMANCE ………………………………………………………......... 15 5. Institutional Programme Performance Information …………………………………………. 16 6. Updated Key Risks …………………………………………………………………………….......38 7. Public Entities …………………………………………………………………………………….. 39 8. Infrastructure Projects ………………………………………………………………………...... 39 9. Public Private Partnerships ……………………………………………………………………... 39 10. District Development Model …………………………………………………………………… 39 PART D : TECHNICAL INDICATOR DESCRIPTION …..…………………………………………….......... 40 11. List of Acronyms ………………………………………………………………………………..... 41 Independent Police Investigative Directorate 1 Annual Performance Plan-2020/21
Executive Authority Statement
Independent Police Investigative Directorate (IPID) has been
mandated to fulfil its oversight role over South African Police
Service (SAPS) and Municipal Police Service (MPS). In terms of the
Medium Term Strategic Framework (MTSF) 2019-2024, IPID
contributes to Priority 1: A Capable, Ethical and Developmental
State and Priority 6: Social Cohesion and Safe Communities.
A set of policy priorities for the next five years have been
developed and put in place with the aim of contributing to fight
against crime in line with government priorities.
Amongst its responsibilities IPID is mandated to conduct
investigations into police criminality, particularly cases of death, rape, and corruption,
including crimes against vulnerable groups such as women, children, and people living with
disability. The Department also envisage contributing towards professionalisation of the
police service which will be achieved through the station lectures, referral of disciplinary
recommendations to SAPS and MPS.
I have noted and acknowledged the efforts that IPID has done in its fight against
corruption and violent crimes. It is one of the reasons that Department continues to actively
participate in fighting the aforesaid crimes within its mandate.
As the Executive Authority of the Independent Police Investigative Directorate, I commit and
support the Strategic Plan and Annual Performance Plan of the Department.
In conclusion, I endorse the implementation of IPID plans and wish that these plans do
succeed.
_____________________________
General BH Cele
Minister of Police
Independent Police Investigative Directorate 2
Annual Performance Plan-2020/21
Accounting Officer Statement
Independent Police Investigative Directorate (IPID) is an
independent and impartial investigative body that has been in
existence since 2012 with its presence at National and
Provincial level. Its vision is an effective independent
investigative oversight body that ensures policing that is
committed to promoting respect for the rule of law and human
dignity.
IPID has seen an overall improvement from 65% in 2017/18 to
83% in 2018/19 in its performance. Whilst on its core mandate
(investigations) the performance moved from 70% to 78%.
In the past five financial years a total of 6 552 docket referrals
were submitted to the NPA for decision on whether to prosecute or not. A total of 390 criminal
convictions were secured. During this period, 4 893 departmental recommendations were referred
to SAPS/MPS for implementation and 1 160 disciplinary convictions were secured.
A Backlog Reduction Strategy was developed to address this challenge of increasing
volume of backlog cases. As a result, provincial management undertook an exercise to analyse
backlog cases and prioritise finalisation of outstanding activities related to investigation and
administration of the cases.
The Department is yet to realise the implementation of the IPID Amendment bill which is
expected to be finalised by Parliament.
IPID will continue to be part of the key stakeholders in the fight against the scourge of
corruption such as the Anti-Corruption Task Team, Corruption Watch, the society, public and
private institutions, among others. The Department will continue to capacitate investigators in
areas of specialised investigations to strengthen their investigative capacity.
Community outreach programmes are intended to create awareness to the citizens in
respect of IPID’s mandate and its services. The plan is to access the most vulnerable parts
of the communities, which will include women, children and people living with disabilities.
This will contribute towards ensuring that people are and feel safe.
Independent Police Investigative Directorate 3
Annual Performance Plan-2020/21
I would like to appreciate the work that has been done by our staff members, particularly
investigators within the constraints experienced in the last five years. The Department extend
appreciation to our key stakeholders and oversight bodies for their support.
We have committed ourselves to join other law enforcement agencies in fighting crime as
well as corruption and professionalisation of our police service.
____________________
Mr PM Setshedi
Acting Accounting Officer
Independent Police Investigative Directorate
Independent Police Investigative Directorate 4
Annual Performance Plan-2020/21Official Sign-Off
It is hereby certified that this Annual Performance Plan:
Was developed by the management of the Independent Police Investigative Directorate
under the guidance of the Minister of Police, General BH Cele.
Takes into account all the relevant policies, legislation and other mandates for which the
Independent Police Investigative Directorate is responsible.
Accurately reflects the Impact, Outcomes and Outputs which the Independent Police
Investigative Directorate will endeavour to achieve over the period 2020/2021.
Ms S Phalatsi Signature:
Programme 1 Manager (Acting)
Mr M Sesoko Signature:
Programme 2 Manager
Ms M Moroasui Signature:
Programme 3 Manager
Ms M Molope Signature:
Programme 4 Manager
Mr VO Senna Signature:
Chief Financial Officer
Ms S Letlape Signature:
Head Official responsible for Planning
Mr PM Setshedi Signature:
Accounting Officer (Acting)
Approved by:
General BH Cele Signature:
Executive Authority
Independent Police Investigative Directorate 5
Annual Performance Plan-2020/21Independent Police Investigative Directorate 6 Annual Performance Plan-2020/21
1. Updates to the relevant legislative and policy mandates In the watershed Constitutional Court judgement (McBride v Minister of Police and Another (CCT255/15) ZACC 30; 2016 (2) SACR 585 (CC); 2016 (11) BCLR 1398 (6 September 2016) the legislature was given 24 months to amend the IPID Act in order to cure the defects in the Act. The amendments were effected in line with the judgment that further reinforced IPID’s structural and operational independence. The amended IPID Bill had gone through the National Assembly processes of the 5th Parliament and was before the National Council of Provinces (NCOP) for processing and finalisation when the 5th Parliament was dissolved. On 20 November 2019 the IPID Committee Bill was unanimously adopted by the NCOP and as a section 75 Bill it has to be referred back to the National Assembly for its adoption. 2. Updates to Institutional Policies and Strategies None. 3. Updates to Relevant Court Rulings None Independent Police Investigative Directorate 7 Annual Performance Plan-2020/21
Independent Police Investigative Directorate 8 Annual Performance Plan-2020/21
4. Updated Situation Analysis
4.1 External Environment Analysis
Economic Environment
The potential deteriorating economic circumstances as well as priority of government programmes
resulted in a compulsory budget baseline reduction scenario of 5 per cent in 2020/21; 6 per cent in
2021/22 and 7 per cent in 2022/231. Therefore, 2020 budget will continue to change the
composition of spending that will stimulate economic growth and the achievement of greater value
for money in realising service delivery priorities, by shifting funds from non-essential items to priority
items.
Over the next three years, more than 68 per cent of the Department’s spending will be allocated to
compensation of employees to continue strengthening the capacity particularly in core function.
To do this, the Department is expected to manage and monitor implementation of set
compensation ceiling and headcount numbers with the view of identifying the sources of cost
pressures and how it will manage its workforce within the allocated compensation budget ceiling.
Despite the spending pressures and budget reduction, the Department continues to prioritise
implementation of the Information and Communications Technology (ICT) Infrastructure Plan to
enhance amongst others Case Management System2, and procurement of basic investigative
equipment as well as full implementation of section 23 of the IPID, 2011. Section 23 provides that
the salaries of the Department’s investigators must be aligned with those of members appointed as
detectives in terms of the South African Police Service Act, 1995. Although the process to align the
salaries of investigators with those of detectives commenced in 2018/19, the pension component of
the salaries and other benefits could not be adjusted due to funds not being available.
The Department plans to withhold the filling of 24 new posts that were proposed to the
establishment in 2019/20 to strengthen internal controls and compliance. In the 2019 adjustments
budget the Department reprioritised R24.5 million within compensation of employees, however an
estimated amount of R97 million (R45 million and R52 million over the medium term for backdated
salaries and pension liabilities respectively) will be required to provide for full implementation of
provisions of section 23. This will result in a reduction of the funded establishment from 428 in
1
2020 MTEF Budget Guideline
2
A database used for electronic recording and processing of cases
Independent Police Investigative Directorate 9
Annual Performance Plan-2020/212019/20, as published in the 2019 Estimated National Expenditure (ENE), to 399 over the Medium Term Expenditure Framework (MTEF) period. The expenditure is expected to increase at an average annual rate of 5.3 per cent, from R336.7 million in 2019/20 to R393.4 million in 2022/23. Spending on compensation of employees accounts for 68.3 per cent (R771.4 million) of the Department’s total expenditure over the MTEF period. In line with government’s expenditure ceiling for compensation of employees, the item’s baseline is reduced by R10.1 million over the medium term (R3.7 million in 2020/21, R3.9 million in 2021/22 and R2.5 million in 2022/23). Performance Environment The nature of IPID’s core business involves extensive travel and accommodation expenditure which is managed and controlled by management through the implementation of stringent cost containment measures to limit the possibility of overspending and accruals. Implementation of these measures does not compromise service delivery. Management continuously develop, implement and review cost containment measures through internal circulars and monitor the implementation thereof to ensure economic and transparent expenditure is realised. In order to address the challenge related to limited resources, the Department aims to strengthen relations with key stakeholders through finalisation of the Memorandum of Understanding (MoU) between SAPS/MPS on shared services and working with the National Prosecuting Authority (NPA) to ensure speedy prosecution of cases referred. Furthermore, management engaged with the Head of the NPA to discuss challenges encountered with regard to delays on IPID cases. Six (06) IPID investigators are seconded to the NPA’s new Investigative Directorate (ID) to expedite conclusion of IPID cases for a possible prosecution. The Department is making strides to ensure that information on its mandate is widely accessible to all the citizens by collaborating with other government institutions through outreach programmes, imbizo’s and exhibitions. Independent Police Investigative Directorate 10 Annual Performance Plan-2020/21
Table 1 below depicts a breakdown of case intake, workload and cases that are decision ready3
from 2014/15 to 2018/19 financial years. The average intake per year is 5 978 cases, average
workload is 10 383 and average of decision ready cases is 4 862. The workload in 2018/2019
financial year increased by 23%, as a result cases carried over to 2019/2020 financial were 6 126.
Total decision
Financial year Total Intake Total Workload % decision ready cases
ready cases4
2014/2015 5 879 10 657 5 137 48%
2015/2016 5 519 10 695 7 407 69%
2016/2017 7 014 9 513 4 663 49%
2017/2018 5 651 9 097 2 934 32%
2018/2019 5 829 11 955 4 171 35%
Overall Total 29 892 51 917 24 312 47%
Table 1: intake, workload and decision ready cases per financial year
The level of performance can be attributed to limited resources (human, financial resources and
investigative tools); outstanding technical reports such as DNA results, toxicology reports, post-
mortem reports, ballistic report, histology reports and medical report (J88). The management has
commenced engagements with the relevant stakeholders to discuss these challenges and to
establish processes that will be used to follow-up on long outstanding reports.
A Backlog Reduction Strategy was developed to address this challenge of increasing volume of
backlog cases5. As a result, provincial management undertook an exercise to analyse backlog
cases and prioritise finalisation of outstanding activities related to investigation and administration
of the cases. The success of the Strategy will be continuously monitored and reviewed based on
impact and success.
Another intervention that was implemented to ensure service delivery was the prioritisation of cases
in terms of serious and violent crimes which is ongoing. These cases are corruption, systemic
corruption, death in police custody, death as a result of police action, rape by police officer and
rape whilst in police custody. Furthermore, target setting for indicators related to investigation was
reviewed, targets will now include both backlog and current cases to ensure that all cases receive
equivalent attention.
3
Refers to an investigation where an Investigator has conducted quality investigation and obtained all the necessary evidence to either refer
the case to the NPA for a decision or make recommendation to the SAPS/MPS
4
These are cases wherein investigation is finalised and the case referred to relevant stakeholders (SAPS/MPS or NPA) for decision
5
These are active cases carried over from previous financial years
Independent Police Investigative Directorate 11
Annual Performance Plan-2020/21Table 2 depicts docket referrals submitted to the NPA and convictions that were secured from
2014/15 to 2018/19 financial years. In the past five financial years a total of 6 497 docket referrals
were submitted to the NPA for decision on whether to prosecute or not. A total of 390 criminal
convictions were secured. However, it should be noted that there’s no direct relationship between
the number of dockets referred and the criminal convictions that were secured in a particular
financial year. These convictions were achieved through the hard work and commitment of IPID
investigators.
Dockets Referrals to NPA and Criminal Convictions
Description 2014/15 2015/16 2016/17 2017/18 2018/19 Overall Total
Docket Referred to NPA6 983 957 1 140 1 428 2 044 6 552
Criminal Convictions 58 97 45 99 91 390
Table 2: Docket Referrals to NPA and Criminal Convictions
Table 3 depicts departmental recommendations referred to SAPS/MPS and departmental
convictions that were secured from 2014/15 to 2018/19 financial years. During this period 4 893
departmental recommendations were referred to SAPS/MPS for implementation and 1 160
disciplinary convictions were secured. It should be noted that there’s no direct relationship
between the number of departmental recommendation referred and the disciplinary convictions
that were secured in a particular financial year. These convictions were achieved through the
hard work and commitment of IPID investigators.
The Department will work closely with the Civilian Secretariat for Police Service (CSPS) to ensure
regular and stringent monitoring of the implementation of disciplinary recommendations made to
the SAPS. Monthly meetings will be held to review statistics on implementation of departmental
recommendations.
Disciplinary Recommendations and Departmental Convictions
Description 2014/15 2015/16 2016/17 2017/18 2018/19 Overall Total
Disciplinary Recommendations 1 004 1 297 968 734 890 4 893
to SAPS/MPS7
Disciplinary Convictions 200 243 276 234 207 1 160
Table 3: disciplinary recommendations and departmental convictions
6
These are dockets that were referred to NPA for decision whether to prosecute or not
7
These refers to recommendations where disciplinary action was recommended by IPID; however, IPID has no direct control over the
disciplinary process and the outcome thereof
Independent Police Investigative Directorate 12
Annual Performance Plan-2020/21Table 4 below depicts the number of cases that were registered for investigation based on section
33(3) of IPID Act which stipulates that any officer who fails to comply with section 29 is guilty of an
offence and liable on conviction to a fine or imprisonment for a period not exceeding two years. A
total of 298 cases were registered with an average of 60 cases per year.
Station lectures will be held at police stations to improve compliance with the applicable
legislation. These sessions will also contribute to the reduction of incidents related to death as a
result of police action, death while in police custody, rape by a police officer and corruption which
is one of the Medium Term Strategic Framework (MTSF) priorities.
Intake for non-compliance with section 29 of IPID Act
2014/15 2015/16 2016/17 2017/18 2018/19 Overall Total
60 41 62 69 66 298
Table 4: Intake for non-compliance with section 29 of IPID Act
4.2 Internal Environment Analysis
The IPID structure consists of a national office which is based in Pretoria, nine Provincial Offices and
four Satellite Offices. The Satellite Offices were reduced from nine to four due to inability to sustain
the operational costs as a result of financial constraints. The closure of these Satellite Offices affects
the accessibility to IPID’s services by the public and also leads to extensive traveling during
investigation, particularly on cases emanating from those areas where offices were closed. This
aggravated challenges associated with the geographical location of some of the IPID offices. The
Department is looking at the possibility of re-establishing the Satellite Offices that were closed or
find other alternative ways of obtaining office space from other government institutions.
The IPID’s total establishment is 399 inclusive of eight internship positions. The total number of
investigators is 191, with 171 responsible for operations (salary level 7-11) and 20 members at the
SMS level. The capacity is inadequate considering the increasing demand on IPID’s services. An
Expansion Strategy was developed to turn-around and mitigate the challenges and demands
placed on IPID, however, that could not be implemented due to non-funding.
The implementation of Section 23 remains one of the major risks and challenge until it is fully
implemented as it affects staff morale. The Department has been continuously engaging with key
stakeholders; National Treasury, Department of Public Service and Administration (DPSA),
Government Pensions Administration Agency (GPAA), SAPS, Labour Unions and the relevant IPID
employees towards finalising this process. In addition, a Task Team comprising of key stakeholders
Independent Police Investigative Directorate 13
Annual Performance Plan-2020/21was appointed and meetings are held regularly in order to expedite implementation of Section 23. The affected employees are regularly kept up-to-date on the progress made. Management remains committed to facilitate and address this challenge within the constrained budget. A total of 60 vehicles were procured for investigators as a replacement of 23 previously leased G- Fleet vehicles. IPID envisages to further increase the current fleet over the MTEF period to ensure effectiveness of investigation. The dilapidated ICT infrastructure has been adversely affecting operations for both investigators and support staff. Implementation of the ICT Strategy was prioritised since the 2018 MTEF through additional funding from SAPS. The 2020 MTEF priorities will include upgrade of data lines, replacement of computers, virtualisation of the servers, network enhancement and procurement of hardware equipment to improve business operation. Independent Police Investigative Directorate 14 Annual Performance Plan-2020/21
Independent Police Investigative Directorate 15 Annual Performance Plan-2020/21
5. Institutional Programme Performance Information
To effectively and efficiently deliver on our mandate, our activities and priorities are organised
according to the following budget programmes:
• Programme 1: Administration
• Programme 2: Investigation and Information Management
• Programme 3: Legal and Investigation Advisory Services
• Programme 4: Compliance Monitoring and Stakeholder Management
5.1 Programme 1: Administration
Purpose: Provide strategic leadership, management and support services to the Department. The
Programme’s activities are guided by the following key legislative framework; Public Finance
Management Act (PFMA), Preferential Procurement Policy Framework Act (PPPFA), Treasury
Regulations, Public Service Act (PSA), Public Service Regulations (PSR), Labour Relations Act, Skills
Development Act, Employment Equity Act, Basic Conditions of Employment Act, Government
Immovable Asset Management Act (GIAMA), National Archives Act, Minimum Information Security
Standards (MISS), Public Administration Management Act (PAMA), Promotion of Access to Information
Act (PAIA) and etc.
The Programme consists of the following five sub-programmes:
a) Departmental Management provides strategic leadership, overall management and strategic
reporting of the Directorate and ensures overall compliance with all relevant prescripts through
the following six (06) components:
Components Purpose
Executive Support Provides strategic support to the Executive Director of the IPID. It also
provides administrative, logistical and secretariat services and
coordination of activities in the Office of the Executive Director.
Corporate Governance Provides risk and ethics management services and ensures
compliance with laws, regulations and other prescripts.
Strategy and Is responsible for implementing effective organisational strategic
Performance Monitoring planning, performance monitoring and reporting processes in line
with relevant legislations. It also conducts evaluation to improve
Department’s performance.
Vetting Services Provides pre-employment screening as well as information gathering
for existing employees in order to obtain security clearances in line
with the IPID Act.
Independent Police Investigative Directorate 16
Annual Performance Plan-2020/21Components Purpose
Labour Relations Manages labour related issues by coordinating orderly collective
bargaining and effective resolution of employee labour disputes.
Security Management Provides security management services by developing and
supporting the implementation of security policies, systems and
procedures. It provides access security, information security and
physical security and monitors the implementation of information
technology policies based on Minimum Information Security
Standards, Minimum Physical Security Standards and the
Occupational Health and Safety Act.
b) Internal Audit provides assurance and consulting services by conducting risk based audit
reviews and performing ad-hoc requests.
c) Finance Services ensures the establishment and implementation of strategic finance pertaining
to sound financial management, accounting, procurement, provisioning and related internal
controls in compliance with relevant legislative requirements. The sub-programme consists of
the following components:
Components Purpose
Office of the Chief Provides strategic support to the Executive Director and core
Financial Officer service delivery Programmes, pertaining to finance services of the
Department. The Component provides effective leadership and
ensures the establishment and implementation of strategic finance,
for the achievement of departmental objectives. This Component
provides leadership to the Finance, Supply Chain Management
(SCM) and Asset Management components. This component also
provides strategic support in the implementation of relevant IPID Act
financial management imperatives.
Finance Provides for the establishment and implementation of sound
financial management, expenditure and budgetary management,
accounting services, cash-flow management, financial reporting
and related internal control systems in compliance with relevant
legislative requirements. It also assists the Executive Director in
implementing the legislative imperatives as provided for in section
Independent Police Investigative Directorate 17
Annual Performance Plan-2020/21Components Purpose
7(1)(a), section 7(1)(b); section 31(1)(a) and section 32(2)(a) of the
IPID Act. It provides critical finance support to all service delivery
units within the Department for the achievement of departmental
objectives.
Supply-Chain and Asset Provides for the establishment and implementation of provisioning,
Management procurement, asset management and related internal control
systems, in compliance with relevant legislative requirements. It
provides critical supply-chain and asset management services to
the Department and renders efficient provisioning services which
contribute towards the attainment of Departmental objectives.
d) Corporate Services provides support services to the Department as a whole through the
following components:
Components Purpose
Human Resources Provides human resources management and development services
Management and through the development of human resource policies and
Development Services strategies. It ensures the alignment of the organisational structure to
the Strategic Plan. The component is responsible for rendering
efficient and effective human resource administration services. It
promotes the optimal development and utilisation of human
resources and co-ordinates the employee health and wellness
programme.
Information Provides communication services by developing, implementing
Communication and maintaining Information Communication Technology Strategy
Technology and advisory services. It is responsible for development and
implementation of a Master System Plan and Strategy for
Information System Security. It develops, manages and co-
ordinates website, intranet and integrated ICT infrastructure. It also
provides Business Continuity services.
Auxiliary Services Provides record management services, manage fleet services,
render switchboard services, render messenger services and
oversee the rendering of cleaning services. It also provides overall
Independent Police Investigative Directorate 18
Annual Performance Plan-2020/21Components Purpose
services related to activities and costs of office accommodation for
the Department as a whole. This includes managing Service Level
Agreement with Department of Public Works regarding the renting
of new property and maintenance of existing property.
e) Office Accommodation houses the devolved funds which are appropriated for office
accommodation and related costs. The Auxiliary Services component performs the
management of IPID facilities.
Independent Police Investigative Directorate 19
Annual Performance Plan-2020/215.1.1 Outcomes, Outputs, Performance Indicators and Targets
Annual Targets
Outcome Outputs Output Indicators Audited /Actual Estimated MTEF Period
Performance Performance
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23
Effective and Progress Reports Percentage New New New 80% 90% 90% 90%
efficient implementation of ICT indicator indicator indicator
administrative Infrastructure Plan per year
support
Audit Reports Percentage 70% 74% 92% 80% 90% 100% 100%
implementation of annual
Internal Audit Plan per year
Risk Progress Reports Percentage New New 44% 50% 60% 60% 70%
implementation of risk indicator indicator
mitigation strategies per
year
E-disclosure Report Percentage compliance of New New New New indicator 100% 100% 100%
SMS financial interests indicator indicator indicator
submitted through e-
disclosure
Vacancy Report Percentage vacancy rate 9.42% 11% 7% 13.49%5.1.2 Indicators, Annual and Quarterly Targets
Output Indicators Annual Target Q1 Q2 Q3 Q4
Percentage implementation of ICT 90% - - - 90%
Infrastructure Plan per year
Percentage implementation of 90% - - - 90%
annual Internal Audit Plan per year
Percentage implementation of risk 60% - - - 60%
mitigation strategies per year
Percentage compliance of SMS 100% 100% - - -
financial interests submitted through
e-disclosure vacancy
Percentage per year rate per year5.1.4 Programme Resource Considerations
Budget allocation for programme and sub-programmes as per the ENE
Table 24.6 Administration expenditure trends and estimates by subprogramme and economic classification
Subprogramme Average: Average:
Average Expen- Average Expen-
growth diture/ growth diture/
Adjusted rate Total Medium-term expenditure rate Total
Audited outcome appropriation (%) (%) estimate (%) (%)
R million 2016/17 2017/18 2018/19 2019/20 2016/17 - 2019/20 2020/21 2021/22 2022/23 2019/20 - 2022/23
Department Management 13.2 12.4 14.6 15.9 6.6% 16.1% 21.4 22.8 25.4 16.8% 19.9%
Corporate Services 27.4 33.8 50.4 36.4 10.0% 42.5% 41.7 44.1 47.7 9.4% 39.5%
Office Accommodation 11.2 11.8 12.5 13.1 5.5% 14.0% 13.9 14.6 15.2 4.9% 13.2%
Internal Audit 3.9 3.9 4.3 5.5 12.0% 5.1% 5.4 5.8 6.4 5.3% 5.4%
Finance Services 16.7 18.7 20.4 21.6 8.9% 22.3% 22.7 24.2 26.8 7.5% 22.1%
Total 72.4 80.5 102.2 92.6 8.5% 100.0% 105.0 111.6 121.5 9.5% 100.0%
Change to 2019 – (8.4) (9.2) (3.8)
Budget estimate
Economic classification
Current payments 71.4 80.0 94.1 88.6 7.4% 96.1% 101.1 107.6 117.4 9.8% 96.3%
Compensation of employees 45.1 43.2 49.0 50.7 3.9% 54.0% 61.2 65.5 73.7 13.3% 58.3%
Goods and services1 26.3 36.8 45.1 37.9 13.0% 42.0% 39.9 42.2 43.7 4.9% 38.0%
of which:
Audit costs: External 2.2 5.2 4.1 3.4 16.1% 4.3% 3.5 3.7 3.8 3.5% 3.3%
Communication 1.5 1.2 1.2 1.0 -10.8% 1.4% 1.5 1.6 1.6 15.5% 1.3%
Computer services 3.4 4.6 9.0 5.0 14.3% 6.3% 5.6 5.9 6.1 6.7% 5.2%
Operating leases 9.7 14.3 19.1 15.5 16.9% 16.8% 16.9 17.7 18.6 6.3% 15.9%
Table 24.6 Administration expenditure trends and estimates by subprogramme and economic classification
Economic classification Average: Average:
Average Expen- Average Expen-
growth diture/ growth diture/
Adjusted rate Total Medium-term expenditure rate Total
Audited outcome appropriation (%) (%) estimate (%) (%)
R million 2016/17 2017/18 2018/19 2019/20 2016/17 - 2019/20 2020/21 2021/22 2022/23 2019/20 - 2022/23
Property payments 4.4 6.5 6.0 4.0 -3.3% 6.0% 4.4 4.7 4.8 6.4% 4.2%
Travel and subsistence 2.5 1.6 1.8 2.2 -3.4% 2.3% 2.3 2.5 2.6 4.9% 2.2%
Transfers and subsidies1 0.8 0.6 0.9 0.8 -0.2% 0.9% 0.7 0.8 0.8 -0.4% 0.7%
Provinces and municipalities – – – 0.1 – – – – – -100.0% –
Departmental agencies and 0.5 0.6 0.6 0.7 8.6% 0.7% 0.7 0.8 0.8 5.7% 0.7%
accounts
Households 0.3 – 0.3 0.1 -33.7% 0.2% – – – -100.0% –
Payments for capital assets 0.1 0.0 7.2 3.2 191.9% 3.0% 3.2 3.2 3.3 1.6% 3.0%
Machinery and equipment 0.1 0.0 7.2 3.2 191.9% 3.0% 3.2 3.2 3.3 1.6% 3.0%
Payments for financial assets 0.0 – – – -100.0% – – – – – –
Total 72.4 80.5 102.2 92.6 8.5% 100.0% 105.0 111.6 121.5 9.5% 100.0%
Proportion of total programme 29.9% 31.5% 32.5% 27.5% – – 29.5% 29.5% 30.9% – –
expenditure to vote
expenditure
Details of transfers and subsidies
Households
Other transfers to households
Current 0.3 – 0.3 0.1 -32.2% 0.2% – – – -100.0% –
Employee social benefits 0.3 – 0.3 0.1 -32.2% 0.2% – – – -100.0% –
Departmental agencies and accounts
Departmental agencies (non-business entities)
Current 0.5 0.6 0.6 0.7 8.5% 0.7% 0.7 0.8 0.8 5.7% 0.7%
Safety and Security Sector 0.5 0.6 0.6 0.7 8.5% 0.7% 0.7 0.8 0.8 5.7% 0.7%
Education and Training
Authority
Independent Police Investigative Directorate 22
Annual Performance Plan-2020/215.2 Programme 2: Investigation and Information Management
Purpose: Coordinate and facilitate the Department's investigation processes through the
development of policy and strategic frameworks that guide and report on investigations.
The programme consists of the following three sub-programmes:
a) Investigation Management develops and maintains investigation systems, procedures, norms,
standards and policies in line with the IPID Act (2011) and other relevant prescripts.
b) Investigation Services manages and conducts investigations in line with provisions in the IPID
Act (2011).
c) Information Management manages information and knowledge-management services
through the development and maintenance of a Case Flow Management System and
database, analyses and compiles statistical information.
Independent Police Investigative Directorate 23
Annual Performance Plan-2020/215.2.1 Outcomes, Outputs, Performance Indicators and Targets
Annual Targets
Estimated
Outcome Outputs Output Indicators Audited/Actual Performance8 MTEF Period10
Performance9
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23
Reduced level Case Investigative Number of investigations of death in 140 145 154 150 180 185 185
of police Report police custody that are decision ready (160) (179) (180)
criminality and per year
misconduct Case Investigative Number of investigations of death as a 115 130 157 130 280 288 288
Report result of police action that are decision (224) (227) (280)
ready per year
Case Investigative Number of investigations of discharge of 805 145 337 150 370 370 370
Report an official firearm by a police officer (951) (271) (552)
that are decision ready per year
Case Investigative Number of investigations of rape by a 61 69 100 69 130 135 135
Report police officer that are decision ready (81) (102) (127)
per year
Case Investigative Number of investigations of rape while in 5 9 12 10 15 15 15
Report police custody that are decision ready (7) (14) (14)
per year
8
These audited outputs include only new cases registered during the financial year. The figures in brackets is a consolidated figure of both current and active backlog cases
9
The estimated performance is based on current cases
10
MTEF targets for decision ready cases is a consolidation of both current and active backlog cases
Independent Police Investigative Directorate 24
Annual Performance Plan-2020/21Annual Targets
Estimated
Outcome Outputs Output Indicators Audited/Actual Performance8 MTEF Period10
Performance9
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23
Case Investigative Number of investigations of torture that 63 39 81 45 80 80 80
Report are decision ready per year (47) (62) (129)
Case Investigative Number of investigations of assault that 2 040 1 140 1 794 2 000 2 000 2 000 2 000
Report are decision ready per year (2 881) (1 841) (2 707)
Case Investigative Number of investigations of corruption 66 56 60 60 85 85 85
Report that are decision ready per year (79) (101) (85)
Case Investigative Number of investigations of other 110 33 57 40 10 10 10
Report criminal and misconduct matters (125) (82) (93)
referred to in section 28 (1)(h) of IPID Act
that are decision ready per year
Case Investigative Number of investigations of offences New New New 10 25 25 25
Report referred to in section 33 of the IPID Act Indicator Indicator Indicator
that are decision ready per year
Case Investigative Number of approved systemic 4 5 4 3 3 3 3
Report corruption investigations that are
decision ready per year
Docket Referral Percentage of dockets referred to the 75% 92% 96% 90% 90% 90% 90%
Report National Prosecuting Authority within 30
days of being signed off per year
Independent Police Investigative Directorate 25
Annual Performance Plan-2020/21Annual Targets
Estimated
Outcome Outputs Output Indicators Audited/Actual Performance8 MTEF Period10
Performance9
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23
Recommendation Percentage of recommendation reports 83% 94% 93% 90% 90% 90% 90%
Report referred to the South African Police
Service and Municipal Police Services
within 30 days of being signed off per
year
Independent Police Investigative Directorate 26
Annual Performance Plan-2020/215.2.2 Indicators, Annual and Quarterly Targets Output Indicators Annual Target Q1 Q2 Q3 Q4 Number of investigations of death in 180 20 60 120 180 police custody that are decision ready per year Number of investigations of death as 280 40 120 190 280 a result of police action that are decision ready per year Number of investigations of discharge 370 80 180 230 370 of an official firearm by a police officer that are decision ready per year Number of investigations of rape by a 130 20 70 100 130 police officer that are decision ready per year Number of investigations of rape 15 4 8 12 15 while in police custody that are decision ready per year Number of investigations of torture 80 15 50 55 80 that are decision ready per year Number of investigations of assault 2 000 500 1300 1600 2 000 that are decision ready per year Number of investigations of 85 15 40 60 85 corruption that are decision ready per year Number of investigations of other 10 4 8 9 10 criminal and misconduct matters referred to in section 28 (1)(h) of IPID Act that are decision ready per year Number of investigations of offences 25 10 20 22 25 referred to in section 33 of the IPID Act that are decision ready per year Number of approved systemic 3 - - - 3 corruption investigations that are decision ready per year Percentage of dockets referred to the 90% 90% 90% 90% 90% National Prosecuting Authority within 30 days of being signed off per year Percentage of recommendation 90% 90% 90% 90% 90% reports referred to the South African Police Service and Municipal Police Services within 30 days of being signed off per year Independent Police Investigative Directorate 27 Annual Performance Plan-2020/21
5.2.3 Explanation of planned performance over the medium-term period The output indicators are in line with the IPID legislative mandate focusing on specific identified offences as per Section 28 and 33 of the Act. These outputs are clearly designed to contribute to the outcome which is to reduce the level of criminality and misconduct. This will ultimately lead to the police rendering professional services to the citizenry in the country. The crimes on vulnerable groups such as women, children and people living with disability are to receive more priority i.e. death related cases, rape, assault and torture. To ensure that progress is realised in the investigation of these cases proper systems will be put in place for identification and reporting of such cases. Furthermore, the Department will build the necessary capacity through training to ensure that these cases are properly investigated. The fight against corruption remains one of government’s key priorities. This is also expressed in the NDP which in essence suggests that the fight against corruption requires a coordinated effort. IPID will continue to be part of the key stakeholders in the fight against the scourge of corruption such as the Anti-Corruption Task Team, Corruption Watch, the society, public and private institutions, among others. There will be an increased capacity in the area of investigation of corruption with special focus on skills development. Independent Police Investigative Directorate 28 Annual Performance Plan-2020/21
5.2.4 Programme Resource Considerations
Budget allocation for Programme and sub-programmes as per the ENE
Table 24.8 Investigation and Information Management expenditure trends and estimates by subprogramme and economic
classification
Subprogramme Average: Average:
Average Expen- Average Expen-
growth diture/ growth diture/
Adjusted rate Total Medium-term expenditure rate Total
Audited outcome appropriation (%) (%) estimate (%) (%)
R million 2016/17 2017/18 2018/19 2019/20 2016/17 - 2019/20 2020/21 2021/22 2022/23 2019/20 - 2022/23
Investigation Management 16.5 15.9 18.5 19.7 6.0% 9.6% 20.7 21.7 22.5 4.5% 8.9%
Investigation Services 135.4 141.1 170.5 202.6 14.4% 88.5% 200.6 213.0 215.6 2.1% 87.4%
Information Management 3.6 2.7 3.3 4.2 5.6% 1.9% 9.6 10.3 10.7 36.2% 3.7%
Total 155.5 159.7 192.3 226.5 13.4% 100.0% 231.0 245.0 248.9 3.2% 100.0%
Change to 2019 – 9.8 10.6 5.8
Budget estimate
Economic classification
Current payments 155.2 159.4 175.8 222.6 12.8% 97.1% 228.6 242.4 246.2 3.4% 98.8%
Compensation of employees 113.4 113.9 122.0 163.3 12.9% 69.8% 165.0 175.2 176.4 2.6% 71.5%
Goods and services1 41.8 45.5 53.8 59.3 12.4% 27.3% 63.6 67.2 69.7 5.6% 27.3%
of which:
Computer services 5.2 3.4 3.2 2.7 -19.7% 2.0% 2.9 3.2 3.3 7.0% 1.3%
Legal services 0.3 3.8 5.2 5.1 164.4% 2.0% 5.4 5.3 5.5 2.9% 2.2%
Fleet services (including 3.9 4.4 6.6 5.8 13.6% 2.8% 8.9 9.4 9.8 19.3% 3.6%
government motor transport)
Operating leases 3.5 12.0 11.7 10.8 44.9% 5.2% 7.8 8.3 8.7 -6.9% 3.7%
Property payments 5.7 8.1 11.2 12.6 30.2% 5.1% 17.0 18.7 19.4 15.7% 7.1%
Travel and subsistence 15.8 8.4 10.1 9.6 -15.2% 6.0% 11.6 12.6 12.8 10.0% 4.9%
Transfers and subsidies1 0.1 0.3 0.4 0.2 43.5% 0.1% 0.1 0.1 0.1 -21.8% 0.1%
Departmental agencies and 0.0 0.0 0.1 0.1 94.3% – 0.1 0.1 0.1 2.9% –
accounts
Households 0.1 0.3 0.3 0.1 26.4% 0.1% – – – -100.0% –
Payments for capital assets 0.2 – 16.0 3.7 186.9% 2.7% 2.3 2.5 2.6 -11.4% 1.2%
Machinery and equipment 0.2 – 16.0 3.7 186.9% 2.7% 2.3 2.5 2.6 -11.4% 1.2%
Payments for financial assets 0.1 – 0.0 – -100.0% – – – – – –
Total 155.5 159.7 192.3 226.5 13.4% 100.0% 231.0 245.0 248.9 3.2% 100.0%
Proportion of total programme 64.3% 62.5% 61.1% 67.3% – – 64.9% 64.9% 63.3% – –
expenditure to vote
expenditure
Details of transfers and subsidies
Households
Social benefits
Current 0.0 0.3 0.2 0.1 47.8% 0.1% – – – -100.0% –
Employee social benefits 0.0 0.3 0.2 0.1 47.8% 0.1% – – – -100.0% –
Independent Police Investigative Directorate 29
Annual Performance Plan-2020/215.3 Programme 3: Legal and Investigation Advisory Services
Purpose: Manage and facilitate the provision of investigation advisory services. Provide legal, civil
and labour litigation services.
The programme consists of the following three sub-programmes:
a) Legal Support and Administration manages the Directorate’s legal obligations by developing
and maintaining systems, procedures and standards to assist, guide and direct legal support
within the Directorate.
b) Litigation Advisory Services coordinates civil and labour litigation. Other key activities and
outputs include drafting and reviewing contracts and service level agreements.
c) Investigation Advisory Services provides support during and after investigations, provides legal
guidance to investigators and also facilitates the granting of policing powers.
Independent Police Investigative Directorate 30
Annual Performance Plan-2020/215.3.1 Outcomes, Outputs, Performance Indicators and Targets
Annual Targets
Estimated MTEF Period
Outcome Outputs Output Indicators Audited/Actual Performance
Performance
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23
Department’s Documented Percentage of legal advice 100% 100% 100% 90% 95% 95% 95%
legal interests legal advice provided to investigators within
protected 2 working days of receipt per
year
Documented Percentage of legal advice 71% 10% 88% 70% 70% 70% 70%
legal advice provided to the Department
within 30 working days of
receipt per year
Appointment Percentage of litigation matters New New New New 100% 100% 100%
letter of State referred with instructions to the indicator indicator indicator indicator
Attorney state attorney within 10 working
days of receipt per year
Signed Percentage of contracts and Merged 71% 94% 70% 90% 90% 90%
contracts service level agreements with
finalised within 30 working another
days of request per year indicator
Independent Police Investigative Directorate 31
Annual Performance Plan-2020/215.3.2 Indicators, Annual and Quarterly Targets
Annual
Outputs Q1 Q2 Q3 Q4
Target
Percentage of legal advice 95% 95% 95% 95% 95%
provided to investigators
within 2 working days of
receipt per year
Percentage of legal advice 70% 70% 70% 70% 70%
provided to the Department
within 30 working days of
receipt per year
Percentage of litigation 100% 100% 100% 100% 100%
matters referred with
instructions to the state
attorney within 10 working
days of receipt per year
Percentage of contracts and 90% 90% 90% 90% 90%
service level agreements
finalised within 30 working
days of request per year
5.3.3 Explanation of planned performance over the medium term period
The provision of quality legal advice will ensure that the investigation does not infringe human
rights of alleged suspect and the complainant; also protecting the Department’s interests. It will
also minimize queries from the prosecuting authority.
Independent Police Investigative Directorate 32
Annual Performance Plan-2020/215.3.4 Programme Resource Considerations
Budget allocation for Programme and sub-programmes as per the ENE
Table 24.10 Legal and Investigation Advisory Services expenditure trends and estimates by subprogramme and economic
classification
Subprogramme Average: Average:
Average Expen- Average Expen-
growth diture/ growth diture/
Adjusted rate Total Medium-term expenditure rate Total
Audited outcome appropriation (%) (%) estimate (%) (%)
R million 2016/17 2017/18 2018/19 2019/20 2016/17 - 2019/20 2020/21 2021/22 2022/23 2019/20 - 2022/23
Legal Support and 1.8 2.4 1.7 2.1 4.7% 34.0% 2.5 2.6 2.8 10.3% 34.8%
Administration
Litigation Advisory Services 1.9 1.5 2.2 1.6 -5.0% 30.3% 2.0 2.1 2.3 11.9% 27.7%
Investigation Advisory Services 1.5 0.9 4.0 2.1 11.4% 35.7% 2.5 2.8 3.5 18.8% 37.5%
Total 5.2 4.7 7.9 5.8 3.6% 100.0% 6.9 7.5 8.6 13.9% 100.0%
Change to 2019 – (1.1) (1.1) (0.3)
Budget estimate
Table 24.10 Legal and Investigation Advisory Services expenditure trends and estimates by subprogramme and economic
classification
Economic classification Average: Average:
Average Expen- Average Expen-
growth diture/ growth diture/
Adjusted rate Total Medium-term expenditure rate Total
Audited outcome appropriation (%) (%) estimate (%) (%)
R million 2016/17 2017/18 2018/19 2019/20 2016/17 - 2019/20 2020/21 2021/22 2022/23 2019/20 - 2022/23
Current payments 5.0 4.5 7.6 5.8 5.2% 96.4% 6.9 7.5 8.6 14.2% 99.9%
Compensation of employees 3.6 3.1 7.2 5.2 12.9% 81.1% 6.3 6.8 7.9 14.8% 90.8%
Goods and services1 1.3 1.3 0.4 0.6 -25.0% 15.3% 0.7 0.7 0.7 8.0% 9.1%
of which:
Administrative fees 0.0 0.0 0.0 0.0 0.9% 0.1% 0.0 0.0 0.0 20.0% 0.2%
Communication 0.1 0.1 0.1 0.1 -5.8% 1.2% 0.1 0.1 0.1 9.4% 1.2%
Consumable supplies 0.0 0.0 0.0 0.0 -12.0% 0.1% 0.0 0.0 0.0 19.6% 0.1%
Consumables: Stationery, – 0.0 0.0 0.1 – 0.6% 0.1 0.1 0.1 20.6% 1.3%
printing and office supplies
Travel and subsistence 0.4 0.1 0.2 0.3 -7.8% 4.5% 0.4 0.4 0.4 8.0% 5.3%
Training and development – 0.0 0.1 0.1 – 0.9% 0.1 0.1 0.1 -5.6% 1.0%
Transfers and subsidies1 0.3 0.3 0.3 0.0 -46.4% 3.6% – – – -100.0% 0.1%
Households 0.3 0.3 0.3 0.0 -46.4% 3.6% – – – -100.0% 0.1%
Total 5.2 4.7 7.9 5.8 3.6% 100.0% 6.9 7.5 8.6 13.9% 100.0%
Proportion of total programme 2.2% 1.9% 2.5% 1.7% – – 1.9% 2.0% 2.2% – –
expenditure to vote
expenditure
1. Estimates of National Expenditure data tables can be downloaded from www.treasury.gov.za. These tables contain detailed
information by goods and services, and transfers
Independent Police Investigative Directorate 33
Annual Performance Plan-2020/215.4 Programme 4: Compliance Monitoring and Stakeholder Management
Purpose: Monitor and evaluate the relevance and appropriateness of recommendations made to
the South African Police Service and Municipal Police Services in terms of the Independent Police
Investigative Directorate Act, 2011.
The programme consists of the following two sub-programmes:
a) Compliance Monitoring monitors and evaluates the quality of recommendations made and
responses received on such recommendations from the South African Police Service, Municipal
Police Services and National Prosecuting Authority in compliance with the reporting obligations
in terms of the IPID Act, 2011.
b) Stakeholder Management manages relations and liaises with the Directorate’s key stakeholders
such as the South African Police Service, Municipal Police Services, Civilian Secretariat for
Police, National Prosecuting Authority, the Special Investigating Unit, the Public Protector of
South Africa, the State Security Agency and civil society organisations, in line with the
requirements of the IPID Act.
Independent Police Investigative Directorate 34
Annual Performance Plan-2020/215.4.1 Outcomes, Outputs, Performance Indicators and Targets
Annual Targets
Estimated
Outcome Outputs Output Indicator Audited/Actual performance MTEF Period
Performance
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23
Improved Community Number of community outreach 98 127 80 40 40 40 40
awareness on IPID’s outreach events events conducted per year
services
Reduced level of Stakeholder Number of formal 134 186 128 136 136 136 136
police criminality engagements engagements held with key
and misconduct stakeholders per year
Stakeholder Number of station lecture 82 - - - 56 56 56
engagements awareness trainings per year
Analysis feedback Number of recommendations New New 1 000 1 100 1 100 1 100 1 100
referred to the SAPS and MPS indicator indicator
that are analysed per year
Analysis feedback Number of criminal referrals New New 748 748 1 500 1 500 1 500
forwarded to the NPA that are indicator indicator
analysed per year
Analysis feedback Percentage of responses from New New 50% 70% 60% 60% 60%
the SAPS and MPS that are indicator indicator
analysed per year
Analysis feedback Percentage of responses from New New 50% 70% 50% 50% 50%
the NPA that are analysed per indicator indicator
year
Inspection report Number of case docket New New New 5 5 5 5
inspections conducted per year indicator indicator indicator
Independent Police Investigative Directorate 35
Annual Performance Plan-2020/215.4.2 Indicators, Annual and Quarterly Targets Output indicators Annual Target Q1 Q2 Q3 Q4 Number of community outreach 40 10 20 30 40 events conducted per year Number of formal engagements 136 34 68 102 136 held with key stakeholders per year Number of station lecture 56 14 14 14 14 awareness trainings per year Number of recommendations 1100 275 550 825 1100 referred to the SAPS and MPS that are analysed per year Number of criminal referrals 1500 375 750 375 1500 forwarded to the NPA that are analysed per year Percentage of responses from the 60% 60% 60% 60% 60% SAPS and MPS that are analysed per year Percentage of responses from the 50% 50% 50% 50% 50% NPA that are analysed per year Number of case docket inspections 5 - 2 2 1 conducted per year 5.4.3 Explanation of planned performance over the medium term period Community outreach programmes are intended to create awareness to the citizens in respect of IPID’s mandate and its services. The plan is to access the most vulnerable parts of the communities, which will include women, children and people living with disabilities. This will contribute towards ensuring that people are and feel safe. The Programme will strengthen partnerships with other departments to achieve the set target. Formal engagements with stakeholders will include among others, conducting station lectures. This will create an awareness among members of the SAPS and MPS thus improving the level of professionalism in the police environment. The analysis of responses from the SAPS/MPS and NPA is aimed at ensuring that justice is not compromised. In instances where the outcome is unsatisfactory, management will take action to engage the relevant stakeholder to appeal the response received. The intention of analysing the recommendation reports and criminal referrals is to identify quality gaps and challenges that may adversely have an effect on the implementation of recommendations by the stakeholders. The inspection of dockets will provide assurance to management, oversight institutions and complainants on the integrity of the investigations conducted by IPID. Independent Police Investigative Directorate 36 Annual Performance Plan-2020/21
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