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CIVILIAN SECRETARIAT FOR POLICE

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CIVILIAN SECRETARIAT FOR POLICE

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  1. CIVILIAN SECRETARIATFOR POLICE PRESENTATION TO THE PORTFOLIO COMMITTEE ON POLICE: ANNUAL PERFORMANCE PLAN 04th JULY 2014

  2. VISION, MISSION AND STRATEGIC OVERVIEW • VISION: A transformed and accountable Police Service that reflects the values of our developmental State • MISSION: To provide efficient and effective civilian oversight of the police and to enhance the role of the Minister of Police • STRATEGIC GOALS OF THE CSP: • Ensuring the Minister is well advised and supported by the Civilian Secretariat and a service-delivery orientated police service that is accountable • Quality and evidence based strategic research, policy advise and legislative support to the Minister of Police • Deepen public participation in the fight against crime • Enhance accountability and transformation of the SAPS

  3. INTRODUCTION • Civilian Secretariat became designated department on the 1st April 2014 • Civilian Secretariat for Police Budget Programme structure was reviewed & reformed • Systems put in place to function as independent department, i.e. payroll, time & attendance, financial management, risk management, etc • Provincial Departments of Safety aligning their performance objectives with the Civilian Secretariat for Police Service Act • Review of Sector Indicators will be consulted by provincial departments • Process of reviewing provincial departments of safety Budget Programme Structures started

  4. KEY 2014/15 POLICIES, LEGISLATIONS & PRIORITIES • General Policies and Priorities: • National Development Plan • Outcome 3: All People are and feel safe • Outcome 12: An efficient, effective and development – orientated Public Service and an empowered, fair and inclusive Citizenship • Criminal Justice Revamp • Internal Polices and legislation: • The White Paper on the Police • The White Paper on Safety and Security • Review of the South African Police Service Amendment Bill (Align SAPS Act with White paper on the Police and Constitution)

  5. STRATEGIC OUTCOMES • A Secretariat that provides strategic direction and has effective administrative management systems and supports the Minister of Police in fulfilling his constitutional mandate • A Secretariat that effectively manages the provision of HR management and HR development management • The provision and integration of communication services within the Secretariat • Efficient and effective use of resources in a compliant manner • A partnership strategy that mobilizes role-players and stakeholders in strengthening collaboration in crime prevention • Strengthened cooperation with other government departments • Communities mobilisation in crime prevention activities • Strengthened collaboration between government and the private/ academic sector • Clearly developed policies around major policing issues • Effective research programme on policing • Effective policing legislation able to be implemented by SAPS • Improved performance of SAPS through engagement with the Secretariat on budgeting and planning processes • A transformed professional police by monitoring and evaluating the conduct of SAPS • Improved implementation of policy and legislation by SAPS through regular monitoring by Secretariat • Credible evaluations of SAPS projects and plans

  6. OVERVIEW OF STAFFING • The staff establishment of the Secretariat was signed off by the Minister of Police and the Minister of Public Service and Administration at the end of 11 April 2012. • The staff establishment has grown to 114 staff members. All Executive management posts have been filled.

  7. secretariat budget

  8. programme 1: ADMINISTRATION

  9. programme 1: ADMINISTRATION

  10. Sub-programme: department MANAGEMENT

  11. Sub-programme: CORPORATE SERVICES

  12. sub-programme: finance administration

  13. sub-programme: INTERNAL AUDIT

  14. RISKS & MITIGATION OF RISKS • Risks • Security and facilities management • Training not aligned to the strategic objectives of the Secretariat • Insufficient HR capacity to meet the growing needs of the Secretariat • Budget of Corporate Services • Vetting of Corporate Services • Mitigation of Risks • Speedy appointment of competent security and facilities management experts • Training linked to skills audit and competency identification • Appointment of identified HR experts as recommended in the new proposed structure • Possible shared services to alleviated budget issues

  15. PROGRAMME: INTERSECTORAL COORDINATION & STRATEGIC PARTNERSHIPS

  16. INTERSECTORAL COORDINATION & STRATEGIC PARTNERSHIPS: budget

  17. SUB-PROGRAMME:INTERGOVERMENTAL, CIVIL SOCIETY & PUBLIC-PRIVATE PARTNERSHIPS

  18. SUB-PROGRAMME: COMMUNITY OUTREACH

  19. RISKS & MITIGATION • Risks • Lack of participation of stakeholders on joint policy implementation programmes • Readiness of municipalities to implement CSF policy • Lack of participation of other cluster departments on CSF policy implementation • Some provincial JCPS clusters and DevComs not functional, impacting on CSF policy implementation • Mitigation of Risks • Submit water tight and comprehensive explanatory memorandum to Heads of Departments and Organisation to motivate for stakeholder participation • SALGA to continue facilitating municipal engagements on CSF policy implementation • Obtain various HODs support to participate in JCPS cluster programmes on CSFs

  20. PROGRAMME:LEGISLATION & POLICY DEVELOPMENT

  21. LEGISLATION & POLICY DEVELOPMENT: budget

  22. SUB-PROGRAMME: POLICY DEVELOPMENT & RESEARCH

  23. RISKS & MITIGATION OF RISKS • Risks • Inter-dependency on external role-players across departments and clusters on coordination, joint planning and delivery • Short timeframes for delivery of policies and projects due to cross cutting nature of work • Not effectively utilising civil society to maximise impact • Mitigation of risks • Establish joint indicators to be incorporated into Governments MTEF cycle and get buy-in of relevant clusters • Proper development of realistic milestones and target dates and sequencing of project coordination • Broaden networks across civil society and academia to enhance quality of research and policies

  24. SUB-PROGRAMME: Legislation

  25. RISKS & MITIGATION • Risks • • Skills gap • • Reliance on finalization of policy impacting on legislative Bills • Mitigation of Risk • • Training programmes to address skills gap • • Engage in peer review sessions • • Ensure access to necessary legal material in place • • Revision of legislation programme and rationalization of programme

  26. PROGRAMME: CIVILIAN OVERSIGHT, MONITORING & EVALUATION

  27. CIVILIAN OVERSIGHT, Monitoring & evaluation: budget

  28. SUB-PROGRAMME: POLICE PERFORMANCE, CONDUCT & COMPLIANCE MONITORING

  29. SUB-PROGRAMME: POLICY & PROGRAMME EVALUATIONS

  30. SUB-PROGRAMME: INFORMATION MANAGEMENT

  31. RISKS & MITIGATION OF RISKS • Risks • Access to data from SAPS • Lack of common understanding on Secretariat’s mandate by SAPS • Mitigation of Risks • Sessions with relevant SAPS top management to discuss access to data • Sessions with SAPS top management to discuss legislative obligations of these entities

  32. Thank YouEnkosiDankie