Strategic Plan 2002/2005 | Strategic Direction Of The SAPS

Key departmental objectives

The point of departure adopted in determining the key departmental objectives and programmes was based on the objects of the Police Service as provided by section 205 of the Constitution of the Republic of South Africa, 1996, which determines the powers, functions and duties of the Police. The objects of the police service are -

• to prevent crime;

• to combat crime;

• to investigate crime;

• to maintain public order;

• to protect and secure the inhabitants of the Republic, and their property; and

• to uphold and enforce the law.

Apart from the Constitution, the South African Police Service Act 1995 (Act No 68 of 1995), numerous other Acts, and the common law also provide for the powers, functions and duties of the Police. Specific National Orders ensure that these powers, functions and duties are exercised in a uniform and efficient manner.

There are numerous statutory provisions which provide for the powers, functions and duties of the Police, which do not directly relate to the objects of the South African Police Service as set out in section 205 (3) of the Constitution, 1996. These include the administration of specific Acts such as the Arms and Ammunition Act, 1969 (Act No 75 of 1969) the Second-hand Goods Act, 1955 (Act No 23 of 1955) and the Explosives Act, 1956 (Act No 26 of 1956). Also included are administrative powers, functions and duties in terms of legislation that is administered by other departments, for example, section 70 of the Land Bank Act, 1944 (Act No 13 of 1941), section 4 of the Performing Animal Protection Act, 1935 (Act No 24 of 1935), and the Municipal Police Service Act.

The information gathered from analyzing the different Acts and laws is set out in the table below as key departmental objectives, functions and outcomes. Key departmental objectives serve as a basis for alignment with the existing Programme Structure as set out in the Medium-Term Expenditure Framework.

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Key Strategic Focus Areas

2.2.1 A National Security Policy was developed in order for the SAPS to fulfil its mandate as described above. The policy is aimed at integrating crime prevention and crime combating activities with socio-economic upliftment. To implement this Policy three phases were identified: A short-term stabilization phase (2000 - 2003), a medium-term normalization phase (2000-2005), and a long-term socio-economic development phase (2000-2020). The first two phases are the primary responsibility of the SAPS in cooperation with other role-players, but in the socio-economic development phase the SAPS plays only a supporting and advisory role to departments in the Social Cluster

2.2.2 The National Security Policy is being co-ordinated by the Justice Crime Prevention and Security (JCPS) Cluster. The main objective of the JCPS is to focus their endeavours and resources jointly in addressing the incidence of crime, public disorder, inefficiency in the justice system, and all aspects of society that impact negatively on development.

2.2.3 In order to realise this, the JCPS Cluster have identified several strategic interventions which are categorised under the following themes -

• The transformation of the criminal justice system

• A joint crime prevention and crime combating strategy

• Security

The table below illustrates how the SAPS and other Departments jointly contribute in achieving and implementing these strategic interventions.

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Linked to the National Security Policy, the SAPS developed key strategic priorities and strategies to address the high levels of crime and violence.

The Department has set four key operational priorities for the medium-term. The first of these is to combat organized crime, focusing on crimes relating to drugs, firearms trafficking, vehicle theft and hijacking, corrupt public officials, and organized commercial crime. The second priority revolves around South Africa’s unacceptably high levels of serious and violent crime. The Department has developed strategies to -

• counter the proliferation of firearms, as this fuels high levels of violent crime;

• improve safety and security in high-crime areas;

• combat specific crime generators such as taxi and gang violence, and faction fighting; and

• maintain security at major public events.

The third priority focuses on developing strategies to reduce the incidence of crimes against women and children, while also improving the investigation and prosecution of these crimes. The fourth priority is to improve service delivery at local level.

The Department has also identified two key organisational priorities for the medium-term. The first organisational priority is budget and resource management which focuses on optimising the balance between personnel and operational expenditure, as well as optimising the application of physical resources. The second priority, human resource management, focuses on -

• optimizing the utilization of personnel;

• developing and implementing policies concerning human resources;

• developing human resources;

• implementing the policy of affirmative action;

• institutionalizing performance management;

• institutionalizing an ethos of professional service; and

• developing and implementing an Employee Assistance Programme.

The Strategic Plan follows a multidisciplinary approach that directs managerial, human, and logistical resources to all areas where crime is disproportionately high. The Department has identified approximately 145 areas accounting for more than 50 per cent of serious crimes committed.

Resource Requirements

In 1998/99, Administration accounted for 27,2 per cent of the total budget, Crime prevention 45,5 per cent and Detective services and crime intelligence 19,2 per cent. As a result of structural change to the budget and reprioritisation, these proportions reach 27,6 per cent, 44,6 per cent and 20,0 per cent respectively by 2004/05. The budget proportion spent on Operational response services and Protection services will remain unchanged over time.

These changes are consistent with policy developments and priority areas.

The management of the Department took a decision to maintain a 78/22 split between personnel and non-personnel spending of the budget. To this end, the relative share of personnel will decline significantly from 81,5 per cent in 1998/99 to 77,0 per cent in 2004/05. This decline shifts additional resources for spending on inventories, equipment and land and buildings. For the seven years under review, capital spending will grow by an annual average of nearly 10 per cent.

These developments will be supported through the allocation of additional amounts of R892,6 million for 2002/03 and R1 741,3 million for 2003/04 relative to the 2001 Budget. These will be used to facilitate:

• Adjusting for the effects of inflation and related cost increases, as well as for the carry-through costs of promotions

• The recruitment of additional police personnel for sector policing

• The continued modernisation of the vehicle fleet

• Inter-departmental IT modernisation projects managed through IJS structures

• The maintenance, upgrade and building of police facilities

• The securing of the World Summit on Sustainable Development to be held in 2002.

The medium-term expenditure allocations per programme are as follow:

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