Strategic Plan 2015 2020 Annual Strategic Plan 201217

Strategic Plan 2015 -2020, Annual Strategic Plan 2012/17 and Annual Performance Plan 2012/13 Performance Plan 2015/16 and Budget 2015/16 INDEPENDENT POLICE INVESTIGATIVE DIRECTORATE (IPID) 22 April 2015 BRIEFING TO THE PORTFOLIO COMMITTEE ON POLICE

INDEX 1. 2. 3. 4. Overview Budget Programme 1 – Administration Programme 2 – Investigation and Information Management 5. Programme 3 – Legal Services 6. Programme 4 – Compliance Monitoring and Stakeholder Management 7. Conclusion 2

OVERVIEW Presented by The Acting Executive Director Mr IK Kgamanyane 3

OVERVIEW § The National Development Plan (NDP) envisions that in 2030 people living in South Africa feel safe at home, at school and at work and they enjoy community life free of fear. § In line with this vision the strategic outcome oriented goals of the IPID are linked to outcome 3 and 12, as identified and adopted by cabinet in January 2010. §The directorate’s key priority over the medium term is to strengthen its investigative capacity, including by improving the quality of training for investigators and the guidelines, systems and procedures used for investigation and reporting. §No real increase to the budget § Thus strategic priorities were funded through reprioritisations from goods and services to compensation of employees § The envisaged IPID expansion strategy is not funded over the MTEF period § Other unfunded priorities include : § ICT Improvement Plan, § Public awareness programmes (reduced) 4

OVERVIEW CONTINUED The IPID has identified Strategic Priorities for 2015/16. • • Establishment of the National Specialised Investigation Team (Protection Unit); Training and capacity building of investigators; Attain an unqualified Audit; Identification and investigation of systemic corruption cases. 5

PROGRAMMES 2015/16 Programme 1: Administration Programme 2: Investigation and Information Management Programme 3: Legal Services Programme 4: Compliance Monitoring and Stakeholder Management 6

BUDGET ALLOCATIONS 2015/16 ENE BUDGET ALLOCATIONS Presented by Chief Financial Officer Mrs Lindokuhle Ngcongo 7

• Budget overview • Budget Projections: Budgetary Baseline Allocations for the Medium Term Expenditure Framework (2015 – 2017) • Budget Breakdown per Programme: 2015/16 – 2017/2018 • Per Economic Classification: Breakdown of allocation for the financial years – 2014/15 and 2015/16 • Per Programme, per Economic Classification: Allocation breakdown for the financial years: 2014/15 and 2015/16 8 IPID STRATEGIC PLAN 2015/20 AND ANNUAL PERFORMANCE PLAN AND BUDGET 2015/16: Index

Staff requirements • The directorate’s key priority over the medium term is to strengthen its investigative capacity, including by improving the quality of training for investigators and the guidelines, systems and procedures used for investigation and reporting. Strengthening investigative capacity • The Investigation and Information Management programme, where the directorate’s investigative functions are executed, will receive the bulk of the directorate’s medium term budget allocation. Investigation is a labour intensive function, therefore more than 70 percent of the directorate’s medium term spending will be on compensation of employees. • The increase in compensation of employees provides for the National Specialised Investigative Team, which will provide protection and specialised investigations. Skills development • Spending over the medium term is mainly directed towards the development of specialised investigative skills through the establishment and operationalization of the national specialised investigative team. • To improve the quality of training for investigators, the directorate will incorporate training on specialised investigations, such as systemic corruption, into its training manual for investigators. 9 IPID STRATEGIC PLAN 2015/20 AND ANNUAL PERFORMANCE PLAN 2015/16 BUDGET 2015/16: Overview

Expenditure over the MTEF period 1. Expenditure increased from R 153. 5 million in 2011/12 to R 234. 8 million in 2015/16 at an average annual rate of 34. 6 per cent. 2. Over the medium term, expenditure is expected to grow to R 259. 9 million at an average annual rate of 9. 6 per cent due to enhancing capacity in support services and increasing the investigative capacity and access to the directorate’s services. 10 IPID STRATEGIC PLAN 2015/20 AND ANNUAL PERFORMANCE PLAN 2015/16 BUDGET 2015/16: Overview

Budgetary baseline allocations to the IPID for the Medium Term Expenditure Framework: 2015 -2018 MTEF Baseline – 2015/ 2018 2015/16 2016/17 2017/18 R 234. 8 Million R 246. 1 Million R 259. 9 Million Increase Over MTEF budget allocations 2015/16 2016/17 2017/18 R 100 000 R 11. 3 Million R 13. 8 Million 11 IPID STRATEGIC PLAN 2012/17 AND ANNUAL PERFORMANCE PLAN 2012/13 BUDGET 2015: MTEF Baseline allocations

Strategic Plan 2012/17 and Annual Performance Plan 2012/13

Budget per Programme over the MTEF period Programme 2015/2016/2017/2018 R million 74. 200 78. 600 83. 100 150. 800 157. 400 166. 200 Legal Services 5. 100 5. 200 5. 500 Compliance Monitoring and Stakeholder Management 4. 600 4. 900 5. 000 234. 800 234. 400 259. 900 Administration Investigation & Information Management Total 13 IPID STRATEGIC PLAN 2015/20 AND ANNUAL PERFORMANCE PLAN AND BUDGET 2015/16: Allocations per programme

Breakdown per Programme of the budgetary baseline proposal for the 2015/16 to 2017/18 financial years 2015/16 2016/17 P 4 P 3 P 2 P 1 2017/18 14 IPID STRATEGIC PLAN 2015/20 AND ANNUAL PERFORMANCE PLAN AND BUDGET 2015/16 BUDGET 2015: Breakdown per programme

Budget per Economic Classification over MTEF period ECONOMIC CLASSIFICATION 2015/2016/2017/2018 R million 169. 800 179. 200 188. 700 64. 600 66. 500 70. 800 Transfers 0 0 0 Capital Assets - - - 234. 800 246. 100 259. 900 Compensation of Employees Goods & Services TOTAL 15 IPID STRATEGIC PLAN 2015/20 AND ANNUAL PERFORMANCE PLAN AND BUDGET 2015/16 : Budget per Economic Classification

2014/15 Allocation R million 2015/16 Allocation R million Compensation of Employees 34. 124 46. 216 26% Goods and services 42. 744 27. 663 -35% Departmental Agency (Transfer) 0. 507 0. 366 -28% Machinery and Equipment 0. 963 - -100% 78. 300 74. 200 -6% 2014/15 Allocation R million 2015/16 Allocation R million Compensation of Employees 99. 194 115. 074 16% Goods and services 44. 752 35. 743 -25% Departmental Agency (Transfer) 0. 124 0 -148% Machinery and Equipment 3. 403 - -100% 147. 500 150. 800 2% PROGRAMME 1 Total for Programme 1 PROGRAMME 2 Total for Programme 2 % Increase 16 IPID STRATEGIC PLAN 2015/20 AND ANNUAL PERFORMANCE PLAN 2015/16 BUDGET 2015

PROGRAMME 3 2014/15 2015/16 Allocation R million Allocation R’million Allocation R million Allocation R’million % % Increase Compensation of Employees 4. 702 4. 338 4 338 -8% 0. 8 Goods and services 0. 564 0. 758 26% 7. 3 Departmental Agency (Transfer) 076 -- -100% -100 Machinery and Equipment 013 00 -100% -100 4. 600 -17% 2014/15 ? 2015/16 ? Allocation R million % ? Increase Total for Programme 3 GRAND TOTAL PROGRAMME 4 5. 400 Compensation of Employees 2. 456 4. 208 58% Goods and services 0. 878 0. 410 -114% - - - Machinery and Equipment 0. 219 - -100% Total for Programme 4 3. 553 4. 618 23% Departmental Agency (Transfer) 17 IPID STRATEGIC PLAN 2015/20 AND ANNUAL PERFORMANCE PLAN 2015/16 BUDGET 2015/16

PORTFOLIO COMMITTEE BRIEFING PROGRAMME 1: ADMINISTRATION Presented By Mrs Nomkhosi Netsianda Chief Director Corporate Services 18

PROGRAMME 1 PURPOSE STATEMENTS 19

PROGRAMME 1 PURPOSE STATEMENTS 20

PROGRAMME 1 PURPOSE STATEMENTS 21

PROGRAMME 1 PURPOSE STATEMENTS 22

PROGRAMME 1 PURPOSE STATEMENTS 23

PROGRAMME 1 PURPOSE STATEMENTS 24

PROGRAMME 1 PURPOSE STATEMENTS 25

PROGRAMME 1 STRATEGIC GOALS Strategic Objective DEPARTMENTAL PERFORMANCE OPERATES OPTIMALLY MANAGEMENT Objective statement The IPID has an effective performance management system, including internal controls and external performance reporting procedures, to ensure accountability. Baseline 13 performance reports Strategic Target Number of performance reports produced- 9 (five year target) Strategic Objective CAPACITY BUILDING IS UNDERTAKEN Objective statement The IPID is equitably capacitated to ensure effective and efficient service delivery. Baseline Vacancy rate – 12% Strategic Target Vacancy rate per year less than 10% : (five year target) 26 SYSTEM

PROGRAMME 1 STRATEGIC OBJECTIVES The following table outlines the output targets for the budget year and over the MTEF period for each strategic objective specified for this programme in the Strategic Plan. Medium-term targets Strategic Objective Indicator Capacity building is undertaken Vacancy rate per year Performance management system Number of Performance reports produced 2015/16 2016/17 2017/18 < 10% 9 9 9 27

PROGRAMME 1 PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2015 Medium-term targets Programme Performance Indicator 2015/16 2016/17 2017/18 Number of financial expenditure reports submitted 12 12 12 Number of asset verifications conducted 4 4 4 < 10% Percentage of females employed by the department at senior management level 50% 50% Percentage of staff complement consisting of people with disabilities 2% 2% 2% Percentage of trained officials 50% 50% 12 12 12 1 1 1 9 9 9 Percentage vacancy rate per year Number of candidates enrolled on learnership programme Number of reviews of Organisational Structure conducted per year Number of monitoring and evaluation reports produced on the attainment of strategic objectives 28

PROGRAMME 1 QUARTERLY TARGETS FOR 2015 Programme Performance Indicator Reporting period Annual target Quarterly targets 1 st 2 nd 3 rd 4 th 12 3 3 Quarterly 4 1 1 Percentage vacancy rate per year Annually < 10% - - - < 10% Percentage of females employed by the directorate at senior management level Annually 50% - - - 50% Percentage of staff complement consisting of people with disabilities Annually 2% - - - 2% Percentage of trained officials Annually 50% - - - 50% Annually 12 - - - 12 Annually 1 - - - 1 Quarterly 9 2 2 2 3 Number of financial expenditure reports submitted Number of asset verifications conducted Number of candidates enrolled on learnership programme Number of reviews of Organisational Structure Number of monitoring and evaluation reports produced on the attainment of strategic objectives 29

PROGRAMME 2: INVESTIGATIONS AND INFORMATION MANAGEMENT Presented By Mr Matthews Sesoko Chief Director: Investigations and Information Management 30

INTRODUCTION §In order for IPID to constructively contribute towards the stated goals in chapter 12 of the NDP and the IPID ultimate outcome of “a police service that is trusted by the community and operates in line with the Constitution”, the IPID has structured Programme 2 in a way that it can impact positively on the stated government priorities. § To this end, Programme 2 has revised its strategy on the investigation of cases, to improve performance and enhance the quality of its investigations. The focus for 2015/16 financial year is to ensure quality investigations that are decision ready. Hence a move away from 90 days completion targets. The outputs in this strategic plan will go a long way in supporting the NDP imperatives. §The Directorate has been engaging with the SAPS/MPS and the Secretary for Police to improve on SAPS and MPS compliance with regard to their obligations on recommendations made by IPID. There will be focus in this MTEF period to increase the number of cases where there is prosecution of cases both in criminal and disciplinary cases. 31

PURPOSE AND SUB PROGRAMMES FOR PROGRAMME 2 32

PURPOSE AND SUB PROGRAMMES FOR PROGRAMME 2 33

CASE MANAGEMENT SYSTEM OUTPUT (STRATEGIC OBJECTIVE) INDICATORS REPORTING PERIOD Medium-term targets 2015/16 2016/17 CASE MANAGEMENT SYSTEM 1 A system for the registration, allocation, tracking, management and reporting of investigations, the generation of reliable 2 statistical information and the provision of general business intelligence 2017/18 Percentage of cases registered and allocated within 72 hours of receipt of written notification Quarterly 90% (4937) 91% (4992) 92% (5047) Number of statistical reports generated on the number and type of cases investigated, recommendations made and the outcomes thereof Monthly, Quarterly, Bi-annually and Annually 18 18 18 34

DECISION READY CASES FINALISED OUTPUT (STRATEGIC OBJECTIVE) DECISION READY CASES FINALISED INDICATORS REPORTING PERIOD 1 Percentage of all decision ready investigations finalised Annually 2 Percentage of investigations of deaths in custody cases that are decision ready (finalised) Quarterly Investigation of 3 cases in line with the provisions of the IPID Act, IPID 4 Regulations and Executive Director’s guidelines 5 6 Percentage of investigations of deaths as a result of police action cases that are decision ready (finalised) Quarterly Medium-term targets 2015/16 2016/17 2017/18 58% (5252) 60% (5433) 62% (5614) 60% (337) 62% (348) 64% (360) 50% (418) 52% (438) 54% (459) Percentage of investigations of discharge of an official firearm cases by a police officer that are decision ready (finalised) Quarterly Percentage of investigations of rape cases by a police officer that are decision ready (finalised) Quarterly 62% (153) 65% (161) 66% (164) Percentage of investigations of rape cases while in police custody that are decision ready (finalised) Quarterly 62% (17) 58% (1278) 60% (1322) 65% (18) 35 62% (1366) 66% (19)

DECISION READY CASES FINALISED OUTPUT (STRATEGIC OBJECTIVE) DECISION READY CASES FINALISED INDICATORS REPORTING PERIOD Medium-term targets 2015/16 2016/17 2017/18 7 Percentage of investigations of torture cases that are decision ready (finalised) Quarterly 50% (52) 51% (53) 52% (54) 8 Percentage of investigations of assault cases that are decision ready (finalised) Quarterly 50% (4787) 51% (4883) 52% (4978) 9 Percentage investigations of corruption cases that are decision ready (finalised) Quarterly 50% (110) 51% (125) 52% (130) Percentage of investigations of other criminal 10 and misconduct matters referred to in section 28(1)(h) and 35 (1)(b) of the IPID Act that are decision ready (finalised) Quarterly 50% (148) 51% (151) 52% (154) 11 Number of systemic corruption cases identified and referred for approval Annually 9 9 9 Percentage of approved systemic 12 investigations that are decision ready (finalised) Annually 2 3 4 13 Percentage reduction of backlog cases (excluding cases of systemic corruption) Annually 50% 60% 70% 36

RECOMMENDATION REPORTS GENERATED AND REFERRED OUTPUT (STRATEGIC OBJECTIVE) INDICATORS Percentage increase of criminal 1 recommendations to prosecute that are placed on a court roll RECOMMENDATION Percentage increase of disciplinary recommendations REPORTS 2 where disciplinary processes are GENERATED AND initiated REFERRED Percentage of criminal Recommendation reports referred to the National reports to NPA, 3 Prosecuting Authority within 30 SAPS and MPS days of recommendation report being signed off regarding criminal Percentage of disciplinary and/or disciplinary recommendation reports steps to be taken. referred to the South African 4 Police Service and/or Municipal Police Services within 30 days of recommendation report being signed off REPORTING PERIOD Medium-term targets 2015/16 2016/17 2017/18 10% (1045) 10% (1150) 10% (1264) 10% (519) 10% (571) 10% (628) Quarterly 80% (1176) 80% (1294) 80% (1423) Quarterly 80% (707) 80% (778) 80% (856) Annually 37

PROGRAMME 3 Programme 3: Legal Services Presented By Ms Marianne Moroasui Chief Director Legal Services 38

PROGRAMME 3 PURPOSE STATEMENTS Purpose : To provide overall legal advice, guidance and support, manage the legal obligations and ensure Constitutional, Legislative as well as Regulatory compliance by the Department. This Programme provides support to the Directorate as a whole and to investigators in particular. The Programme consists of the following Sub-programmes: Legal Support and Administration The Programme oversees and manages the Directorate’s Constitutional, legal and Statutory obligations and compliance. Develops and maintains Legal Services systems, norms and standards that enable it to advice, guide and support all the Programmes of the Department. Oversees the implementation and management of the Legal Services’ strategic objectives. Litigation Advisory Services The Sub-programme is responsible for the coordination and management of civil, labour and arbitration litigation matters. Review of the Department’s policies to ensures compliance with legislation and custodian departments’ policies. Negotiates and draft contracts, memoranda of understanding and service level agreements. Provides legal advice, guidance and support to the Department and conduct legal training to investigators. Investigation Advisory Services The Sub-programme is responsible to provide legal support during and after the completion of investigations. Provides legal advice, guidance and support to investigators. Conducts backlog cases interventions. Ensures compliance with the law and the conferment of policing powers to investigators. 39

PROGRAMME 3 STRATEGIC GOALS AND STRATEGIC OBJECTIVES Strategic Objective statement Baseline Strategic Target Strategic Objective INVESTIGATION ADVISORY SERVICES UNDERTAKEN Legal advice and guidance provided to investigators during and after the completion of investigations and the processing of policing powers applications. 90% of oral and written legal advice provided to investigators within 24 hours and 48 hours respectively Percentage of legal advice provided to investigators - 90% (five year target) LEGAL AND LITIGATION SERVICES PROVIDED Management of the Department’s legal obligations and provide legal advice, guidance and support. 66% of legal opinions provided Percentage of legal opinion provided to the Department – 90% (five year target) Indicator 2015/16 Medium-term targets 2016/17 2017/18 Legal and litigation services Percentage of legal opinions provided to the Department are provided 90% Investigation advisory services Percentage of legal advice are undertaken provided to investigators 90%

PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2015 Programme Performance Indicator Percentage of contracts and service level agreements finalised within 30 working days of request Percentage of written legal opinions provided to the directorate within 21 working days of request Percentage of arbitration, civil and labour litigation matters attended Percentage of oral legal advice provided to investigators within 24 hours of request Percentage of written legal advice provided to investigators within 48 hours Percentage of applications for policing powers processed within 5 days of request Percentage of policies reviewed for legal compliance within 21 working days of request Number of practice notes and directives (bulletin) issued Percentage of PAIA requests processes and finalised within 30 days Number of interventions conducted on backlog cases Number of legal workshops conducted Medium-term targets 2015/16 2016/17 2017/18 90% 90% 90% 100% 100% 90% 90% 4 16 16 100% 9 9 9 12 12 12 41

PROGRAMME PERFORMANCE INDICATORS AND QUARTERLY TARGETS FOR 2015 Quarterly targets Programme Performance Indicator Percentage of contracts and service level agreements finalised within 30 working days of request Percentage of legal opinions provided to the directorate within 21 working days of request Numbers of arbitration, civil and labour litigation matters attended Percentage of oral and written legal advice provided to investigators within 24 hours and 48 hours of request, respectively Percentage of applications for policing powers processed within 5 days of request Percentage of policies reviewed for legal compliance within 21 working days of request Number of practice notes and directives (bulletin) issued Percentage of PAIA requests processed and finalised within 30 days Number of interventions conducted on backlog cases Number of legal workshops conducted Reporting Annual period target 1 st 2 nd 3 rd 4 th Quarterly 90% of 48 90% 90% Quarterly 90% of 85 90% 90% Quarterly 100% 100% 100% Quarterly 90% 90% 90% Quarterly 4 1 1 Quarterly 100% 100% Quarterly 9 2 2 2 3 Quarterly 12 3 3 42

PROGRAMME 4 Programme 4: Compliance Monitoring and Stakeholder Management Presented By Ms Mariaan Geerdts Acting Chief Director Compliance Monitoring and Stakeholder Management 43

PROGRAMME 4 PURPOSE STATEMENTS Purpose To safeguard the principles of corporative governance and stakeholder management through on-going monitoring and evaluation of the quality of recommendations made to the South African Police Service and Municipal Police Services. In addition, also report on the police service’s compliance with reporting obligations in terms of the Independent Police Investigative Directorate Act No. 1 of 2011. The programme consist of the following subprogrammes: 1. Compliance Monitoring The sub-programme monitoring and evaluates the quality of recommendations made and responsiveness received from the South African Police Service, Municipal Police Services and National Prosecuting Authority in compliance with the reporting obligations in terms of the Act. 2. Stakeholder Management The sub-programme managers relations and liaison with the Department’s key stakeholder, such as the South African Police Service, Municipal Police Services, Civilian Secretariat for Police, National Prosecuting Authority, Special Investigating Unit, Public Protector of South Africa, State Security Agency and Civil society organisations in line with the requirements of the Act. 44

PROGRAMME 4 STRATEGIC GOALS Strategic Objective statement COMPLIANCE MONITORING OF RESPONSES TO RECOMMENDATIONS Regular monitoring of responsiveness of the SAPS, MPS and NPA to the IPID recommendations as well as reporting on SAPS/MPS compliance with reporting obligations in terms of the IPID Act. Baseline Strategic Target New Indicator Number of submitted reports on the responsiveness of SAPS/MPS/NPA on IPID recommendations per year – 4 (five year target) Strategic Objective QUALITY ASSURANCE OF RECOMMENDATION REPORTS Objective statement Ensure monitoring and evaluation of the quality of IPID recommendations to: SAPS and MPS regarding possible disciplinary steps; and NPA regarding possible criminal prosecution. Baseline New Indicator Strategic Target Number of reports on the evaluation of the quality of IPID recommendations – 4 (five year target) 45

PROGRAMME 4 STRATEGIC GOALS Strategic Objective statement Baseline Strategic Target STAKEHOLDER MANAGEMENT Regular engagements with key stakeholders, including the SAPS, MPS, Civilian Secretariat for Police, and other relevant Government and Civil Society Organisations. Number of formal engagements conducted at National level with key stakeholders annually - 12 Number of formal engagements conducted at Provincial level with key stakeholders annually – 118 Number of formal engagements conducted with key stakeholders annually – 120 (five year target) Strategic Objective PUBLIC AWARENESS CAMPAIGNS Objective statement Ensure increased community participation in crime prevention and safety initiatives; and organize campaigns that increase public awareness of the provisions of the IPID Act, the directorate’s functions and the utilisation of its services. Baseline Number of Community Outreach events conducted per year - 337 Strategic Target Number of Community Outreach events conducted per year - 216 (five year target) 46

STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2015 Strategic Objective INDICATOR MEDIUM-TERM TARGETS 2015/16 2016/17 2017/18 RECOMMENDATION REPORTS ARE QUALITY ASSURED Number of reports on the evaluation of the quality of IPID recommendations per year 4 4 4 COMPLIANCE MONITORING OR RESPONSES TO RECOMMENDATIONS Number of submitted reports on the responsiveness of SAPS/MPS/NPA on IPID recommendations per year 4 4 4 PUBLIC AWARENESS CAMPAIGNS ARE UNDERTAKEN Number of community outreach events conducted per year 216 216 STAKEHOLDER MANAGEMENT IS UNDERTAKEN Number of formal engagements conducted with key stakeholders per year 120 120 47

PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2015 Medium-term targets Programme Performance Indicator 2015/16 2016/17 2017/18 4 4 4 Number of community outreach events conducted per year 216 216 Number of media statements and public engagements undertaken per year 40 40 45 Number of responses to media enquiries released per year 150 180 300 Number of formal engagements on National level held with key stakeholders per year 12 12 12 108 108 54 54 54 Number of reports on the evaluation of the quality of IPID recommendations per year Number of reports on the responsiveness of SAPS/MPS/NPA on IPID Recommendations per year Number of formal engagements conducted at Provincial level with key stakeholders per year Number of Local Community Policing Forum meetings attended per year 48

PROGRAMME PERFORMANCE INDICATORS AND QUARTERLY TARGETS FOR 2015 REPORTING PERIOD ANNUAL TARGET Number of reports on the evaluation of the quality of IPID recommendations per year Quarterly Number of reports on the responsiveness of SAPS/MPS/NPA on IPID Recommendations per year Programme Performance Indicator QUARTERLY TARGETS 1 st 2 nd 3 rd 4 th 4 1 1 Quarterly 4 1 1 Number of community outreach events conducted per year Quarterly 216 27 54 81 54 Number of media statements and public engagements undertaken per year Quarterly 40 10 10 Number of responses to media enquiries released annually Quarterly 150 37 38 38 37 Number of formal engagements on National level held with key stakeholders per year Quarterly 12 3 3 Number of formal engagements conducted at Provincial level with key stakeholders per year Quarterly 108 27 27 Number of Local Community Policing Forum meetings attended per year Quarterly 54 13 14 14 13 49

CONCLUSION § § § Commitment to fulfil our mandate Redefining focus on investigations (decision ready cases) Enhance quality of investigations Integrity of investigations Increase in number of cases prosecuted Systemic Corruption will be driven from the national office by NSIT 50