BRIEFING TO THE PORTFOLIO COMMITTEE ON POLICE ...pmg-assets.s3-website-eu-west-1.amazonaws.com/160525Back...•2014/15 & 2015/16 Annual Performance Plans (MTSF period) - Annual Report

BRIEFING TO THE PORTFOLIO COMMITTEE ON POLICE

– BACK TO BASICS APPROACH

SOUTH AFRICAN POLICE SERVICE

CONTENTS

1. Background to and Purpose of the Back to Basics Approach

2. Management Interventions Approach & Methodology

3. Overview of Back to Basics Recovery Plans

4. Impact Analysis, Implementation of Recovery Plans

5. Sustainability of interventions

6. Key Management Interventions during 2016/17

7. Planned Management Interventions Initiatives & Priority

Research Areas, 2016/172

BACKGROUND TO AND

PURPOSE OF THE BACK TO

BASICS APPROACH

4

Premising the Back to Basics Approach

“Personal safety is a human right. It is a necessary condition for human development,

improved quality of life and enhanced productivity. When communities do not feel

safe and live in fear, the country’s economic development and the people’s wellbeing

are affected”.

“In 2030, people living in South Africa feel safe at home, at school and at work, and

they enjoy a community life free of fear. Women walk freely in the streets and children

play safely outside. The police service is well-resourced and professional, staffed by

highly skilled officers who value their work, serve the community, safeguard lives and

property without discrimination, protect the peaceful against violence, and respect the

rights to equality and justice.”

- The National Development Plan, 2030

5

Methodology

In-depth analysis into the

performance of the SAPS

• 2014/15 & 2015/16 Annual Performance Plans (MTSF period) - Annual Report & Quarterly Reports.

• Specific areas of persistent under-performance were identified linked directly to the prevention, combating & investigation of crime as per Section 205(3), thereby jeopardising the SAPS’s likelihood of delivering on the requirements of Outcome 3.

• Specific areas of under-performance within the administration or support environment.

Consultation with management & members of the

organisation

• National Crime Combating Forum.

• National Strategic Planning Sessions.

• National Support Services Forum.

• Detective Service Performance Reviews.

• Management meetings between the Acting National Commissioner & all Commanders in each Province.

• Informal engagements with SAPS members at all levels, including both operational & support personnel.

6

Problem Statement (1)

2014/15

Victims of

Crime Survey:

Perceptions that levels of violent & non-violent crime in country

have increased, with specific concerns regarding Housebreaking,

House Robbery & Theft out of Motor Vehicle.

The under-reporting of crime to the SAPS, indicating that violent

crime was more likely to be reported than property-related crime, but

proposing that the measurement of the extent of crime is important.

A decrease in the number of respondents who felt safe when it was

dark.

The increasing role of illegal drugs in driving up levels of property

crime.

57% of respondents indicating that they were satisfied with the

service provided by the Police in their area.

7

Problem Statement (2)

Persistent

areas of

under-

performance

in the APP

were

identified

within 3

financial

programmes:

Programme 1: Administration, including: management of service

terminations; provision of employee health & wellness; & incidents

leading to civil claims against the SAPS.

Programme 2: Visible Policing, including: reported serious crimes

& crimes against women; recovery of stolen/lost state-owned

firearms & of stolen / robbed vehicles; volume of liquor

confiscated as a result of police actions; national & provincial crime

awareness campaigns conducted.

Programme 3: Detective Service, including: Detection rate:

serious crime, contact crime, crimes dependent on police action,

crimes against women above 18 years & crimes against children

under 18 years; conviction rate: crimes against women above 18

years; percentage trial-ready case dockets: serious crimes, crimes

dependent on police action, crimes against women above 18 years &

crimes against children under 18 years

8

Back to Basics Approach Summarised

The Minister of Police, the Acting National Commissioner & senior management of the SAPS

identified the need for the introduction of a “Back to Basics” approach to policing. This

approach focuses on every member of SAPS reverting to the established regulatory framework,

or simply put, doing the basics of policing, properly & consistently.

MANAGEMENT

INTERVENTIONS APPROACH

& METHODOLOGY

10

Management Interventions ApproachP

urp

ose

: To ensure the professional, knowledge-based management of policing towards achieving the outcomes & impact of the constitutional mandate & objectives of the SAPS.

Ob

ject

ives

: To establish & maintain a Policing Body of Knowledge supported by research in the SAPS.

To determine non-compliance with the policing regulatory framework & poor policing performance.

To implement timely interventions to prevent or correct non-compliance &/or poor policing performance towards sustainably achieving the constitutional mandate & objectives of the SAPS.

Tan

gib

le O

utc

om

es: Recovery Plans

targeting specific areas of under performance, including:

- Detective Service

- Visible Policing

- Service Terminations.

Enhanced organisational performance.

11

Management Interventions Organisational Structure

National

Commissioner

Deputy National

Commissioner:

Management

Interventions – Lt

Gen Kruser

Regional

Commissioner:

Management

Interventions,

Region A, Lt Gen

Magadlela

(Gauteng, North

West, Limpopo)

Regional

Commissioner:

Management

Interventions

Region B, Lt Gen

Jephta (KwaZulu-

Natal, Mpumalanga,

Free State)

Regional

Commissioner:

Management

Interventions,

Region C, Lt Gen

Mothiba (Northern

Cape, Western

Cape, Eastern Cape)

Divisional

Commissioner:

Research – Lt Gen

Zulu

12

Management Interventions Methodlogy

STEP OUTCOME

Characterise the

SituationReal Problem Statement supported by factual evidence.

Repair ImmediatelyTangible interim solution to prevent the situation getting any

worse than it already is.

Identify Root Causes of

Problem

Set of real root causes that require a real intervention/s to be

permanently resolved.

Manufacture (design)

Intervention

Relevant, reliable and valid intervention/s to address each root

cause and resolve the problem.

Execute and Evaluate

Intervention Plan with critical path for the implementation of

each (physical, financial and human resourced) intervention

with stringent timelines monitored and evaluated by the MI

Core Management.

Setting of Standards

Validated standard/s into a professional practice and validated

experts at the site empowered to prevent the reoccurrence of

the problem and to utilise CRIMES Methodology for the future.

OVERVIEW OF BACK TO

BASICS RECOVERY PLANS,

PRIORITIES AND KEY

ACTIONS

14

Overview : Visible Policing Recovery Plan (1)

OUR PEOPLE

ARE & FEEL

SAFE

Improved Service Delivery (Client

Orientation)

15

Cri

me R

ed

ucti

on • Prioritize the top 20% of Stations responsible for Serious Crime.

• Detailed Crime Threat Analyses to drive targeted interventions.

• Crime intelligence in support of proactive & reactive interventions.

• Deter crime through proactive policing focusing on Information-& Intelligence-based Crime

Prevention

• Focused interventions to address the “Contributors to Crime” – i.e. gang conflict, firearms, drugs,

vehicles

• Intelligence-based reactive interventions to disrupt crimes in progress e.g. CITs

• Victim Support in each serious crime

• “Paint it Blue” - police visibility operations at prioritized high crime areas e.g. Shopping Malls

• Integrated Operations with relevant role players e.g. Metro Police, Traffic

• Analyse & combat the displacement of serious crime across stations, clusters & provinces

• Policing incidents of public disorder

• Optimal utilisation of specialised policing capacities. E.g. Tactical Response Teams


16

Serv

ice D

eli

very

• Consulted Service Delivery Charters

• Improved reaction times (Alpha, Bravo

& Charlie Complaints)

• Quality statement-taking (A1

statements)

• Effective crime scene management

(first responder)

• Implementation of Sector Policing

(where relevant)

Inte

rnal

Fu

ncti

on

ing • Optimize availability & utilisation of

personnel

• Reorganization of the Station Crime

Information Officer & Crime

Information Management Centres

• Combat criminality in SAPS

(including corruption & fraud)

• Effective exhibit management (SAPS

13 Stores)

• Address climate & culture

(Command & Control / Discipline &

Conduct / Employee Health &

Wellness)

• Police safety


17

Overview : Detective Service Recovery Plan (1)Tu

rnaro

un

d t

he p

erf

orm

an

ce

of

the D

ete

cti

ve S

erv

ice 1. Improve & measure the investigation & management of case dockets.

2. Implement measures to continuously update the system to capture actual

performance (avoid annual spike).

3. Conduct docket age analysis (as at 1 November2015) to inform management of

individual case dockets.

4. Assess docket allocation methodology (for the 1st & 2nd Quarters of 15/16) to match

case complexity with detective experience / expertise.

5. Verify wanted / cancelled suspects list, including purifying addresses of wanted

suspects, tracing & arrest.

6. Verify the manner of closure of case dockets as undetected & withdrawn to

determine whether dockets were correctly closed / further investigation is required.

7. Determine timelines for investigating categories of crime (standard resolution rate

per crime type).

8. Effective management of crime scenes.

18

Overview : Detective Service Recovery Plan (2)Tu

rnaro

un

d t

he p

erf

orm

an

ce

of

the D

ete

cti

ve S

erv

ice 9. Effective management of exhibits.

10. Optimize the utilization of forensic evidence & leads.

11. Ensure the taking of buccal samples (all persons arrested) by authorized

persons.

12. Develop a system solution to determine case docket links based on forensics-

based leads, e.g. 1 suspect linked to 10 distributed dockets.

13. Effective management of bail applications to improve performance.

14. Track & trace Dismissed Appeals.

15. Reintroduce a Uniform Investigation capability to reduce the workload on

Detectives.

16. Addressing / activating relevant stakeholders that Detectives require within the

investigation value chain.

17. Operationalise the Organised Crime Threat Analysis (OCTA).

19

1 Tembisa Gauteng Province Top 40

2 Kameeldrift Gauteng Province Top 40

3 Randfontein Gauteng Province Top 40

4 Jeppe Gauteng Province Top 40

5 Linden Gauteng Province Top 40

6 Atteridgeville Gauteng Province Top 40

7 Soshanguve Gauteng Province Top 40

8 Ratanda Gauteng Province Top 40

9 Springs Gauteng Province Top 40

10 Protea Glen Gauteng Province Top 40

11 Olievenhoutbosch Gauteng Province Top 40

12 Vosloorus Gauteng Province Top 40

13 Garsfontein Gauteng Province Top 40

14 Lenasia Gauteng Province Top 40

15 Pretoria West Gauteng Province Top 40

Breakdown of Identified 63 Priority Stations (1)

16 Dobsonville Gauteng Province Top 40

17 Yeoville Gauteng Province Top 40

18 Hercules Gauteng Province Top 40

19 Durban Central KwaZulu-Natal Top 40

20 Umlazi KwaZulu-Natal Top 40

21 Empangeni KwaZulu-Natal Top 40

22 Chatsworth KwaZulu-Natal Top 40

23 Plessislaer KwaZulu-Natal Top 40

24 Inanda KwaZulu-Natal Top 40

25Greenwood

ParkKwaZulu-Natal Top 40

26 Mariannhill KwaZulu-Natal Top 40

27 Thohoyandou Limpopo Top 40

28 Ermelo Mpumalanga Top 40

29 Vosman Mpumalanga Top 40

30 Klipgat North West Top 40

20

Breakdown of Identified 63 Priority Stations (2)

31 Stellenbosch Western Cape Top 40

32 Nyanga Western Cape Top 40

33 Milnerton Western Cape Top 40

34 Mfuleni Western Cape Top 40

35 Paarl Western Cape Top 40

36 George Western Cape Top 40

37 Woodstock Western Cape Top 40

38 Brackenfell Western Cape Top 40

39 Kraaifontein Western Cape Top 40

40 Mthatha Eastern Cape Top 40

41 Sandton Gauteng Province Top 30

42 Roodepoort Gauteng Province Top 30

43 Honeydew Gauteng Province Top 30

44 Sunnyside Gauteng Prov Top 30

45 Park Road Free State Top 30

46 Pretoria Central Gauteng Province Top 30

47 Temba Gauteng Province Top 30

48 Hillbrow Gauteng Province Top 30

49 Midrand Gauteng Province Top 30

50 JHB Central Gauteng Province Top 30

51 Brooklyn Gauteng Province Top 30

52 Phoenix Kwazulu Natal Top 30

53 Pinetown Kwazulu Natal Top 30

54 Polokwane Limpopo Top 30

55 Witbank Mpumalanga Top 30

56 Rustenburg North West Top 30

57 Bellville Western Cape Top 30

58 Cape Town Central Western Cape Top 30

59 Mitchells Plain Western Cape Top 30

60 Parow Western Cape Top 30

61 Worcester Western Cape Top 30

62 Gugulethu Western CapeService

Delivery

63 Melmoth KwaZulu Natal Service

Delivery

21

Overview : Service Terminations Recovery PlanTo

tu

rnaro

un

d t

he

man

ag

em

en

t o

f se

rvic

e

term

inati

on

s

• Finalisation of pending service terminations, 1991 to 2015.

• Compliance with the service terminations process flow.

• Manage dependencies external to Service Terminations.

• Capacitated and Capable Service Terminations.

IMPACT ANALYSIS,

IMPLEMENTATION OF

RECOVERY PLANS

23

Visible Policing Recovery Plan - Number of 17 Community

Reported Crimes at 63 Selected Stations for 2015/16

95412

97524

94278

90000

91000

92000

93000

94000

95000

96000

97000

98000

2nd Qtr 3rd Qtr 4rd Qtr

Total of 63 Stations

24

Visible Policing Recovery Plan - Crimes Dependant on

Police Action Reported at 63 Selected Stations during the

2015/2016 year.

17302

17558

17423

17150

17200

17250

17300

17350

17400

17450

17500

17550

17600

2nd Qtr 3rd Qtr 4th Qtr

Total of 63 Stations

25

Detective Service Recovery Plan - Performance Overview

of 4 Quarters of 2015/16

PERFORMANCE INDICATOR QUARTER 1 QUARTER 2 QUARTER 3

QUARTER 4

(provisional

information)

Serio

us

Crim

e

Detection Rate (41.05%) 25% 26.30% 46.39% 37.01%

Trial ready Rate (69%) 66.90% 67.09% 73.04% 79.40%

Conviction Rate (87.65%) 88.29% 88.12% 92.5% 88.26%

Co

nta

ct

Crim

e

Detection Rate (58.95%) 33.54% 35.38% 53.5% 53.18%

Trial ready Rate (65.40%) 67.30% 67.60% 74.95% 78.56%

Conviction Rate (79.77%) 79.79% 78.91% 79.81% 80.12%

Crim

es D

ep

on

Po

lice

Actio

n

Detection rate (99.5%) 98.71% 98.74% 99.71% 99.73%

Trial ready Rate (65%) 56.29% 57.19% 67.8% 70.40%

Conviction Rate (97.15%) 97.33% 97.06% 97.27% 97.28%

Crim

es

Ag

ain

st

Wo

men

Detection rate (75.42%) 52.07% 53.97% 60.22% (incl. atts) 60.76% (incl. atts)

Trial ready Rate (68.17%) 62.88% 64.31% 74.42% (incl. atts.) 78.23% (incl. atts.)

Conviction Rate (82.69%) 82.18% 82.38% 83.14% (incl. atts.) 83.75% (incl. atts.)

Crim

es

Ag

ain

st

Ch

ildre

n

Detection rate (70%) 41.19% 43.76% 64.17% (incl. atts.) 64.59% (incl. atts)

Trial ready Rate (66.68%) 60.23% 60.16% 69.74% (incl. atts.) 73.15% (incl. atts.)

Conviction Rate (75.26%) 78,94% 76,32% 79.94% (incl. atts.) 80.09% (incl. atts.)

26

Detective Service Recovery Plan - Docket Age Analysis

(Number of Dockets Open Older than 1 Year – November

2015 to April 20166

46

06

41

55

0

14

97

83

84

29

0

42

92

8

34

83

5

20

95

5

38

81

4

12

54

17

59

95

9

37

30

3

12

65

20

54

49

9

40

03

2

34

34

6

20

65

3

36

08

8

10

80

89

57

03

8

32

18

1

11

69

76

47

88

5

38

33

3

32

71

0

18

94

5

34

00

2

10

26

83

57

42

9

31

16

2

11

60

60

44

92

4

38

22

6

31

99

4

18

97

2

25

40

4

99

96

4

48

58

1

30

68

9

10

84

23

39

52

6

36

88

9

29

64

7

18

28

7

20

05

7

93

54

1

0

20000

40000

60000

80000

100000

120000

140000

160000

EC FS GP KZN LIM MP NW NC WC

Nov '15 Dec '15 Jan '16 Feb '16 Apr '16

27

Detective Service Recovery Plan - Docket Age

Analysis, 63 Priority Stations

ProvinceDocket registration

periodNumber of dockets

Number of case

dockets updated

during intervention

(Nov 2015 to March

2016)

Percentage of case

docket updated

Eastern Cape 1996 to 2016 2 582 85 3%

Free State 1990 to 2016 4 039 102 3%

Gauteng 1989 to 2016 37 564 1921 5%

KwaZulu-Natal 1991 to 2016 9 095 684 8%

Limpopo 1999 to 2016 3 818 183 5%

Mpumalanga 1998 to 2016 5 554 264 5%

North West 2001 to 2016 2 565 100 4%

Western Cape 1985 to 2016 31 668 1 256 4%

TOTAL 96 885 4 595 4.7%

28

Detective Service Recovery Plan - Taking of Buccal

Samples from Section 8 Arrestees – Cumulative Totals per

Quarter for 2015/16

952

7145

19746

47236

QTR 1 QTR 2 QTR 3 QTR 4

650%

Increase

176%

Increase

139%

Increase

Total Target: 459 153

Ave End Year: 10.2%

Note at end of April it has

improved to 20.2 %

29

• A Project Plan has been put in place involving Stakeholders to

ensure that the data integrity process is aligned.

• Stakeholders involved in the intervention, which was led by

Management Interventions include:

– Legal Services;

– Technology Management Services;

– Human Resource Management.

• The backlog has already been reduced by 1 933 applications.

Service Terminations Recovery Plan – Reduction in

Backlog of Pending Service Termination Applications,

December 2015 to May 2016

KEY MANAGEMENT

INTERVENTIONS DURING

2016/17

31

Current status of engagements

with Provinces

• All nine provinces have been visited and briefed by Lt Gen Kruser and the Core Management on the mandate, purpose and functions of MI in the SAPS.

• Briefing sessions included the Cluster Commanders and Station Commanders of all stations prioritized for interventions.

• All Provinces welcomed the approach and acknowledged the potential benefits to service delivery and performance.

• All regional and provincial teams have been trained in the application of the Compliance Assessment Tool (CAT).

• The CAT is available immediately after a station diagnosis has been completed (previous inspection report took approximately three months to generate).

2016/17 Management Intervention

Priority Stations

• 270 Stations, 30 Stations per Province

Key Management Interventions: 2016/17 (1)

32

Special Task Force (STF)

• Scope of Intervention:

• Dysfunctions in the Special Task Force

• Processes and delegations

• Successes to date:

• Consultation conducted by the core management of Management Interventions , with the National Management of the STF, the Division ORS management and all STF personnel in the Western Cape, Gauteng and KwaZulu-Natal.

• Members agreed to the need for standards and the attaining thereof to be directly linked to the scarce skills allowances.

• Identified management dysfunctions and lack of adequate and suitable resources are being addressed.

• Positive trust in SAPS management has been restored.

K9 Units


• Dysfunctions in the operational functioning and breeding of dogs

• Insufficient dogs and resources for handlers.


• Two tenders for dogs and equipment were published and awarded.

• A drive for donations has been initiated.

• The detailed intervention plan for the provisioning of dogs by breeding, donations and/or procurement is under development.

• Internal stakeholders (Vispol, SCM, HRD and HRM) are engaged in the drafting of a detailed project to address the shortages.


33

Operational Command Centres


• Establishment of Operational Command Centres at Provinces, Clusters and Stations.


• The following Operational Command Centres (OCCs) are being developed:

• Gauteng;

• Mount Road Cluster; and

• Umlazi Station.

• The OCC at Mount Road Cluster is fully operational for Operation Lockdown and includes the following functionalities:

• Radio Control Centre;

• Real time visual display of priority areas;

• Geographic Information Systems (GIS);

• CCTV Cameras linked to the PE Metro;

• Automated Vehicle Logging (AVL) full utilization;

• Parades of Operational Personnel;

• Operational Planning and deployments; and

• OCC includes offices for the National Prosecuting Authority (NPA), responsible for gang criminality case dockets.


34

Management

Intervention:

Umlazi Police

Station, KwaZulu-

Natal

• Nature / Scope of intervention:

• Improvement of performance and compliance related matters.


• 20 vehicles not fitted with AVL now fitted and 11 vehicles returned

from SAPS Garage.

• Station Operational Room established.

• Printers and computers not linked to SAPS mainframe now linked

and 55 Detective laptops linked to mainframe.

• 700 known suspects identified for tracing and 7 high jacking

syndicates identified by CI, previously not addressed.

• All dockets drawn and inspected.

• 767 firearm competency and renewal licenses at the station never

delivered or collected by applicants addressed.

• Buccal sample training arranged.

• Auditing of SAPS 13 completed, ammunition not disposed of in SAPS

13 Store addressed.

• All station sectors now established.

• Dysfunctional Detective Service Centre now fully functional.

• CPF to be revived.

• Station was paying for telephone lines not utilized, lines withdrawn.

• Letters issued to 14 disciplinary investigators who are not complying

with SAPS Regulation 12.


UMLAZI CAT.pdf

35

Operation

Lockdown: Port

Elizabeth


• Operation Lockdown is aimed at stabilizing affected areas and

combatting gang-related violence and criminal activity.


• On Thursday 24 March 2016, Operation Lockdown was formally

launched by the Minister of Police, Mr Nkosinathi Nhleko and the

Acting National Commissioner of the South African Police Service,

Lieutenant General Khomotso Phahlane in the Port Elizabeth

Northern suburbs of Gelvandale and Bethelsdorp aimed at activities

such as drug dealing, intimidation, violent crime and the proliferation

of unlicensed firearms.

• A fully functional joint operational centre was established, which

gave SAPS the opportunity to launch proactive, intelligence-driven

operations and create a rapid reaction capability.

• Detectives and DPCI members were assigned to the operation and

immediately set about establishing a cooperative working

relationship with the National Prosecuting Authority.

• Part of the proactive approach was the introduction of visible sector

patrols by uniformed police officers, on foot and in vehicles.

• This has improved public confidence resulting in an increase in

information on gang-related criminal activity.

• There is tangible progress in the establishment of a multifaceted

approach in partnership with the Nelson Mandela Bay Metropolitan

Municipality (NMBMM).


36

Operation

Lockdown:

Successes

• Arrests (from 11 March to 22 May 2016) Total = 285,

including for :

• Murder – 3

• Attempted Murder – 27

• Possession of Drugs – 102

• Possession of unlicensed firearms – 22

• Possession of stolen m/v – 6

• Driving under the influence of alcohol/drugs – 43

• Robbery (common) – 7

• Items seized include:

• Mandrax (815 tablets, 70 half tablets, 38 quarters)

• Dagga (including bankies/loose and plants)

• Tik (1133 packets/lollies)

• Cocaine (18 grams + 27 packets)

• Firearms (33)

• Ammunition (431 rounds)

• Vehicles (12)

• Cellular phones (32)

• Cash – R508 850.40

• Knives – 109


37

Operation

Lockdown:

Successes Cont.

• Convictions / sentences since 11 March 2016:

• Convictions and sentencing achieved in 24 cases;

• 26 accused convicted and sentenced in these cases;

• 199 years of imprisonment handed down in five of these cases

(4 Gelvandale and 1 Kabega Park);

• Charges resulting in imprisonment include murder, attempted

murder, house robbery, kidnapping, possession of unlicensed

firearms and ammunition;

• Other charges for which fines/imprisonment, correctional

supervision, suspended sentences handed down include

unlawful possession of ammunition, possession of drugs

(dagga, mandrax, heroin); and

• Some of the arrests were made prior to this period, but

conviction and sentencing by team (detectives/NPA) achieved

during period.


PLANNED MANAGEMENT

INTERVENTIONS INITIATIVES

AND PRIORITY RESEARCH

AREAS – 2016/17

39

Management Interventions Initiatives and Priority

Research Areas – 2016/17

Planned Management Interventions initiatives for

2016/17:

• The Research capability has validated the need and functioning of SAPS Management Interventions;

• Establishment of SAPS Compliance Board; and

• Development of Good Governance Proposal.

Research priorities for

2016/17:

• Development of the SAPS Research Agenda;

• Development SAPS Policing Models;

• Validation of SAPS Subject-matter Expert; and

• Development of the Policing Body of Knowledge (POLBOK) for the SAPS;

THANK YOU

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