Strategic Plan 2004/2007 | Goals, Targets and Programmes
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Strategic Plan 2004-2007 Index
Goals and targets, including programmes for attaining the
goals and targets
The following Operational Priorities have been
identified in order to address the ongoing activities of
organized crime syndicates in the RSA, the proliferation of
firearms within the Republic and the impact this has on the
incidence of serious and violent crime and the consistent
incidence of crimes targeting women and children as victims:
- Organized Crime
- Serious and Violent Crime
- Crimes against Women and Children
- Improving Basic Service Delivery
The following Organizational Priorities have been
identified in order to address the management of all resources
in the SAPS:
- Human Resources Management
- Budget and Resources Management
Each priority has implications of functions to be performed;
and operational plans, performance agreements and PEP documents
are the means of ensuring that these functions are performed
within the various departmental programmes and objectives.
Quarterly reporting, built into the process, facilitates
effective performance monitoring, performance evaluation, and
provides for corrective action, if necessary. In order to
enhance individual performance, an incentive and reward system
was introduced in order to motivate personnel for the aim of
enhancing service delivery.
The priorities, together with outputs, service delivery
indicators and targets are described within the respective
financial programmes in the table below as planning information
for 2004/2005. It is important to note that sec11 (2)(a) of the
South African Police Service Act, 1995 requires from the
National Commissioner to develop a plan, setting out the
priorities and objectives of policing for the following
financial year. The Planning Information for 2004/2005 serves as
the Annual Plan of the National Commissioner in this regard.
Planning Information 2004 - 2005
|
Key Departmental Programme 1 : Administration |
|
Key Departmental Objective : To provide for the development
of departmental policy and management of the department,
including administrative support |
| Subprogramme |
Priorities |
Output |
Measure/Indicator |
Target |
| Minister |
Human Resources
Management |
|
|
|
| Deputy Minister |
Optimizing
Personnel Utilization |
Human resources
provided in terms of the HR Plan for 2004/2005 |
Maintaining a
minimum workforce in terms of the HR Plan |
Maintain a
minimum workforce of 85% of the total workforce |
| Management
Services |
Developing
Human Resources |
Needs-based
training provided |
Training
provided in terms of the Workplace Skills Plan |
70% training
provided in terms of the Workplace Skills Plan |
|
Corporate Services |
Implementing Employment Equity |
Employment
equity managed closer to the national targets with every
recruitment drive |
Improve
the employment equity targets with every recruitment
drive |
Increase
Employment Equity beyond 75/25 in i.t.o. race, 73/27
i.t.o. gender |
|
Institutionalizing Performance Management |
The
utilization of the Performance Management Systems
ensured |
% of
employees using the performance management systems |
80% of
employees utilized the performance systems correctly
i.t.o. the instructions |
|
Institutionalizing Professional Service Ethos |
The
incidence of employees found guilty of misconduct and
disciplinary actions taken against members reduced |
Number of
incidences of employees found guilty of misconduct and
disciplinary actions taken in relation to numbers of
incidences of the previous year |
Target to
be benchmarked this year |
|
Institutionalizing Employee Assistance Service |
Reduce
numbers of employees considered for ill health |
Number of
employees considered for ill health |
Target to
be benchmarked this year |
|
Institutionalizing Legal Advice and Support |
Provide
advice and support on request |
% of
requests where appropriate advice and support were
provided |
Target to
be benchmarked this year |
|
Budget and Resources Management |
| Optimising
the balance between personnel and operational
expenditure. |
Return on
Investment |
Personnel
and resource expenditure vs operational expenditure |
Maintain
expenditure ratio at 75/25% for personnel/operational
expenditure |
| Optimising
the application of physical resources. |
|
|
|
| Improve
basic Service Delivery |
|
|
|
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Key Departmental Programme 2: Visible Policing |
|
Key Departmental Objective To discourage the occurrence of
all crimes through the provision of a proactive and
responsive policing service that will prevent the priority
crimes rate from increasing in 2004/2005 |
| Subprogramme |
Priorities |
Output |
Measure/Indicator |
Target |
|
Crime Prevention |
Organized
Crime |
Visible crime
deterrence |
Extent of
proactive partnerships (public & private) |
Established at
the 145 priority stations by 2004/05 |
| To address
organized crime through the provisioning of a proactive and
responsive policing service relating to |
|
|
|
| • criminal
organizations involved in crimes relating to drugs,
firearms, vehicles, human trafficking, human organ
trafficking, prostitution, endangered species, precious
metals and stones; |
|
Extent of
proactive actions Firearms recovered relative to firearms
stolen |
Undertaken in
145 priority stations by 2004/05 75% recovery rate |
| • corruption;
and |
|
Vehicles
recovered relative to vehicles stolen |
46% recovery
rate |
| • commercial
crime |
|
Value of drugs
seized |
Maintain or
increase in 2004/2005 |
| Serious and
Violent Crime |
|
|
|
| To address
serious and violent crime by providing the provisioning of a
proactive and responsive policing service relating to - |
|
|
|
| • the
proliferation of firearms, and the impact this has on the
incidence of murder, armed robbery, farm attacks, heists and
vehicle hijackings; |
|
Extent of
sector policing |
Fully
integrated with stations as well as the Presidential
stations by 2004/2005 |
| •
crime-combating strategies developed for identified
high-crime areas; |
|
The priority
crimes rate (per 100,000 of the population) for: |
|
| • intergroup
violence, taxi and train violence, gang violence and faction
fighting; |
|
• Contact
crimes |
Reduced by 7%
annually |
| • urban
terrorism and crimes against the State; |
|
• Property and
commercial crimes |
No increase in
2004/2005 |
| • the policing
of major events |
|
• Crimes
dependent on police action for detection |
Increase in
2004/2005 |
| Crimes
against Women and Children |
|
|
|
| To address
crime against women and children by providing a proactive
and responsive policing service relating to- |
|
Percentage of
customers who are satisfied with the service provided by the
SAPS |
To be
benchmarked |
| • rape |
|
|
|
| • domestic
violence |
|
|
|
| • assault; and |
|
Number of :
escapes from custody; attacks on police officials, killing
of police officials |
Decrease in
2004/2005 |
| • child abuse |
|
|
|
| Improve
Basic Service Delivery |
|
|
|
| Border
Police |
Organized Crime
• drugs, firearms, vehicles, human trafficking, human organ
trafficking, prostitution, endangered species, precious
metals and stones;
• corruption; and
• commercial crime. |
Deterrence of
illegal activities at ports of entry and exit |
Number of
illegal firearms recovered at ports of entry and exit
Number of stolen vehicles recovered at ports of entry and
exit
Value of drugs seized at ports of entry and exit |
Maintain or
increase in 2004/2005
Maintain or increase in 2004/2005
Maintain or increase in 2004/2005 |
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