Strategic Plan 2002/2005 | Introduction

The advent of democracy in South Africa in 1994 demanded a fundamental reassessment and transformation of the nature and style of policing. The Constitution of the Republic of SA, 1996 (Act No 108 of 1996), prescribes the establishment of a national police service, which is required to be representative, legitimate, impartial, transparent and accountable. In terms of the Constitution the police service must uphold and protect the fundamental rights of all people, and execute its mission in consultation and cooperation with, and in accordance with the needs of the community and Government.

Since 1994 an extensive amalgamation and rationalisation process, supported by a comprehensive transformation process, was undertaken to create the current South African Police Service (SAPS) in accordance with the prescripts of the Constitution. Various crime combating strategies and operations were also launched in an effort to stabilise crime during the process of transformation. Mixed success was achieved. Certain crime categories were stabilised and service delivery improved in certain areas. A stronger focus was also developed over the past four years to address the causal and contributing factors to crime.

A new approach to planning was adopted when the SAPS developed and implemented the first annual policing plan (1996/1997) to establish a more accountable and efficient organisation, whilst maintaining the focus on the combating of identified priority crimes.

Subsequent annual policing plans were more focussed in terms of outlining the policing priorities and organisational focus areas. The need for synergy between -

governmental policies, strategies and plans (such as the National Crime Prevention Strategy);
interdepartmental cooperation and support; and
operational and support functions, with a focus on improved service delivery, internally and externally.

to address needs related to crime, became more evident and urgent.

In January 2000 the Department of Safety and Security initiated and engaged in an extensive strategic planning process. Strategic priorities were reviewed against crime information and crime pattern analyses, and adjusted in line with governmental policy. This resulted in the development and implementation of a Strategic Focus, extending from 2000 to 2003 for the SAPS. The Strategic Focus is linked to the budgetary process in the context of the Medium-Term Expenditure Framework (MTEF). The Public Finance Management Act, and the Treasury Regulations provide clear guidelines as to the approach that is to be taken in respect of the strategic management process within the public sector. These guidelines, in addition to the established Strategic Focus for the SAPS, have formed the basis of the development of this Strategic Plan.

Significant changes have taken place in terms of the programme structure and the allocation of resources for the Department of Safety and Security over the seven-year period from 1997/1998 to 2003/04. Following the 2000 strategic planning process, the budget vote has expanded from three to five programmes in the 2001 Budget. The previous Crime Prevention and Response Services Programme has been divided into the Crime Prevention Programme, the Operational Response Programme and the Protection Services Programme. The change in the programme structure is in line with developments regarding departmental policy, and promotes transparency.

The budget of the Department will have increased by an annual average of 10.2 per cent between 1998/99 and 2004/05, rising from R13,9 billion to R22,9 billion. The fastest growth is seen in Crime Prevention, which grows at an annual average of 10.7 per cent, while the slowest growth is in Protection Services. The effect is a substantial change in the proportions of the budget allocated to different programmes.

Back