The 1997/1998 policing priorities and objectives for the South African Police Service, is hereby introduced. It reflects those issues that the public perceives to be of major concern to the communities as well as those priorities identified by the Minister for Safety and Security, in consultation with the Secretariat for Safety and Security and the National Commissioner of the South African Police Service. It is envisaged that by concentrating on these issues the South African Police Service (hereafter referred to as the Service) will contribute to the success of 1997/98 as the "Year of Service Delivery". Communities have a significant role to play in the continuing fight against crime in South Africa by developing co-operative partnerships to assist the Service in the implementation of these priorities and objectives.

INTRODUCTION

Vision
Mission
Values
Departmental Priorities and Focus Areas
Policing Priorities
Organizational Focus Areas

POLICING PRIORITIES

PRIORITY 1: Firearms
PRIORITY 2: Criminal Organizations
PRIORITY 3: Crimes against Women and Children
PRIORITY 4: Corruption within the Criminal Justice System
PRIORITY 5: Crime Prevention

ORGANIZATIONAL FOCUS AREAS

FOCUS AREA 1: Improving the Quality of Investigative Services
FOCUS AREA 2: Victim Empowerment
FOCUS AREA 3: Budget and Resource Management
FOCUS AREA 4: Performance Appraisal and Service Monitoring
FOCUS AREA 5: Affirmative Training
FOCUS AREA 6: Communication

IMPLEMENTATION, MONITORING AND EVALUATION OF THE 1997/98 PRIORITIES, OBJECTIVES AND STRATEGIES

Implementation Monitoring and Evaluation

CONCLUSION

The policing priorities and objectives of the Service for the next financial year, from April 1997 to March 1998, should not be regarded as a plan in itself. This document merely provides a list of priorities, focus areas and objectives to set the stage and provide a framework for the development and implementation of various operational and organizational plans and strategies.

These identified priorities and objectives are based on the strong foundation provided by the crime prevention framework of the National Crime Prevention Strategy (hereafter referred to as NCPS) .

As the Minister for Safety and Security (hereafter referred to as the Minister) stated, South Africa has a safety and security system in which the political and civilian leaders and the management of the Service, are aligned towards the same goal of effective and service-orientated policing within a framework of democratic values and accountability. It is now the time to truly make this new system effective by focusing the Service on improving service delivery, particularly at station level where most of our interaction with individuals and communities occurs.

The focus on how communities are served by the Service, is in line with the Government's overall objective of making 1997/98 the "Year of Service Delivery". It not only reflects Ministerial direction provided at the 1997 departmental lekgotla ("Bosberaad"), but is also an acknowledgment of the plea of its stakeholders. The stakeholders consulted during the development of the priorities and objectives included various state departments, specific interest groups, non-governmental organizations and the community.

Underlying these priorities and objectives are the functions of the Service as prescribed by the Constitution:

• to prevent, combat and 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

In addition, the Constitution tasks the National Commissioner to exercise control over and manage the Service in accordance with national legislation and policing policy in order to fulfill its responsibilities effectively, whilst taking into account the requirements of the provinces.

Furthermore, it remains the National Commissioner's duty to ensure that the Service provides and maintains an effective, impartial, accountable, transparent and efficient service.

The manner in which policing is carried out by the Service is further determined by the stated vision, mission and values of the organization.

Vision

The vision of the Service is to create a safe and secure environment for all people in South Africa.

Mission

To achieve the above vision, the main focus or mission of the Service is to:

• prevent any action that may threaten the safety or security of any community;
• investigate any criminal conduct which has threatened the safety or security of any community and bring the perpetrators to justice; and
• participate in endeavours that will address the root causes of crime in all communities.

Values

The realization of both the vision and mission of the Service is based on fundamental values, derived from the Constitution, other laws and the needs of the community, namely:

• to uphold and protect the fundamental rights of all people by impartial, respectful, transparent and accountable conduct at all times and acting in a responsible manner by making controlled use of the powers entrusted to the Service;
• to render a responsible and effective service of a high quality with honesty and intergrity, in a manner which is both accessible and acceptable to all people, and which is continuously evaluated and improved upon;
• to use available resources optimally, cost- effectively and responsibly;
• to develop skills by ensuring equal opportunity for and development of all members; and
• to co-operate with the community, all levels of government and other role players.

These values are further promoted by the following two broad strategic aims:

• To reduce existing levels of crime in order to create a safe and secure environment within communities. Ensuring meaningful participation by community structures in crime prevention measures. This is to be achieved in part by the implementation of community policing and policing in a democratic community-oriented manner.
• To have effective implementation of crime investigation strategies by encouraging co- operation with communities in crime investigative initiatives. In order to bring the perpetrators to justice, an approach based on community co-operation in providing information and evidence on criminal activities will be followed.

Although the foundation for improvement was laid during 1996, a clear need exists to focus the efforts of the Service on the highest priority issues in terms of fighting crime and building organizational capacity. At the same time methods for achieving these objectives with the limited capacity and resources of the Service, needs to be identified.

The following high priority policing issues (focusing on the external environment) were identified by the Minister and addressing them should result in the reduction in those crimes which are of the highest concern to communities, and at the same time also have an effect on the root causes of crime. These priority policing issues are:

1. Crimes involving firearms and the reduction of their availability within the community.
2. The investigation of criminal organisations in order to combat and neutralize their criminal activities.
3. The reduction of crimes against women and children.
4. The reduction of corruption within the criminal justice system.
5. The implementation of integrated and wide- ranging crime prevention strategies specifically by organising and mobilising communities.

It was emphasized by the Minister, that in addition to the above mentioned policing priorities, it is important for the Service to also focus on the internal environment in order to improve service delivery and the quality of outputs. The importance to build the necessary capacity and support systems to ensure that objectives as set out in this document are achieved, resulted in the following organizational focus areas:

1. Improving the quality of investigative services.
2. Focusing on victim empowerment/support by members.
3. Managing the budget and resources in the Service.
4. Establishing a system of performance appraisal and service monitoring.
5. Developing an affirmative training programme.
6. Improving internal and external communication .

To give impact to the Minister's pledge for improved service delivery, a Service Charter will be developed in consultation with the community. This will enable the community to evaluate the service provided. This is also in line with the Minister's stated intention of instituting Performance Arrangements in which expected annual outputs or targets at station, area, provincial and national level, will be specified. This will make it possible, not only to identify weaknesses in performance but also ensuring service delivery, commitment and accountability. Furthermore, performance can be measured and evaluated by way of a continuous monitoring process.

In order to realize the department priorities and focus areas, various objectives for the next twelve months were formulated. Specific broad operational strategies and action plans to ensure implementation will be developed in accordance with the objectives at stataion, area and provincial levels to accommodate different local conditions and needs.

Priority 1:

FIREARMS

The number of illegal firearms available to criminals is unacceptable. The Service will therefore focus its attention on the following objectives to reduce access to firearms by criminals within the community:

• To reduce the supply of illegal firearms by:
• increasing the seizure of illegal and stolen firearms; and the arrest and prosecution for possession of or dealing in illegal firearms.
• To reduce the number of firearms stolen from the Service by improving control and issuing of firearms to members.
• To reduce the flow of illegal weapons into South Africa by:
• increasing the detection of dealing in illegal firearms (especially smuggling);
• seizures at borders;
• and increasing co-operation with foreign police agencies.
• To increase resources and improve technology for the detection of firearms related crimes.
• To improve the enforcement of legislation regarding the safekeeping of legal firearms and increase arrests/confiscations for misue/abuse of legal firearms
• To enhance the administration of licensing procedures by verifying information supplied on applications to identify false, misleading and fraudulent information.

The operational strategy for the Priority: Firearms, forms part of the broader strategy directed against criminal organizations. In this regard it is aimed at reducing the circulation, supply and possession of unlicensed firearms by improving the detection and apprehension of persons involved in the smuggling of and dealing in illegal firearms. This strategy will also concentrate on special efforts to ensure the lawful and proper use of licensed firearms and confiscation thereof when misused. These strategies aimed at unlicensed and licensed firearms will comprise various projects to be implemented by means of a project management approach.

Priority 2:

CRIMINAL Organizations

Organised crime, as perpetrated by such groupings as transnational syndicates, criminal gangs, hit squads and organizations threatening public order and the internal security of the state, jeopardizes the fundamental nature of the South African society and has substantially increased over the past few years. Reducing the activities of crime syndicates will have a major impact on the many criminal activities these organizations participate in, eg. smuggling, motor vehicle hijacking, dealing in illegal drugs and/or firearms, money laundering, counterfeiting, etc. A further focus to combat criminal organizations will be through the enforcement of new legislation regarding the profits of criminal organizations. By focusing not only on the individuals within such organizations but also on their operations, the Service hopes to significantly neutralize and reduce their criminal activities. The specific objectives are:

• To identify and neutralize syndicates, criminal gangs and hit-squads by increased infiltration and penetration of such organizations.
• To increase the number of arrests and prosecutions for conspiracy to commit serious crimes.
• To increase arrests and prosecutions for extortion and conspiracy to extort.
• To establish "Reaction Forces" to assist in the combating of crimes initiated or committed by criminal organisations.
• To improve the policing of gang-related crimes in particular by increasing and instituting special and targeted crime prevention operations in gang-ridden areas.
• To enforce and utilize the legislation regarding the proceeds of crime.
• To encourage and protect witnesses.
• To increase the number of rewards and fees paid for information leading to successful prosecutions, whilst improving the integrity of the administration of these systems.
• To improve co-ordination between intelligence services.
• To increase co-operation with, and improve the information flow between, this Service and foreign police agencies.
• To increase internal co-ordination between special units through joint planning and operations.
• To increase the involvement, and co- operation of other departments, in the investigation of crime.
• To improve technology for investigative purposes (eg. integrated databases and centralized information).
• To review the firearm licences of alleged gang members involved in criminal activities.

For the Priority: Criminal Organizations, the operational strategy will aim specifically at identifying and neutralizing criminal organizations.

This strategy will have an impact on the following crimes and crime tendencies which are currently affected by the activities of criminal organizations:

• armed robbery (including bank robbery)
• political violence
• sabotage and acts of terrorism
• illicit drugs
• illegal firearms
• vehicle-related crimes
• taxi-related violence
• stock theft
• fraud
• countrefiet currency and contraband attacks on farms

The broad approach in this strategy will be to focus on individuals (heads and members of criminal organizations) as well as the environment in which they operate. The assumption being that by targeting their activities, it will be increasingly difficult for them to operate.

Operationally, the Service will concentrate on identifying and infiltrating criminal organizations, syndicates and gangs. Responding to specific incidents of crime, this strategy will utilize certain specific methods of:

• prevention (eg. regular roadblocks and patrols);
• response (eg. a rapid response capability "Reaction forces"); and
• investigation (eg. specialized investigation units, interviewing and tracing teams).

These activities will be supported by extensive intelligence and border safety networks. Regular special operations, as well as combined operations with other departments and..agencies, will be launched as part of this strategy. The co-ordination and co-operation with specific sectors of the community, business, industry and other interest groups will rely on partnership programmes. On an international level, partnerships to deal with cross border/transnational organised crime will be instituted via the channels of Interpol and the Southern African Regional Police Chiefs Co- operation Organization (SARPCCO).

Priority 3:

CRIMES AGAINST WOMEN AND CHILDREN

One of the greatest threats to the future of this country is the continuing humiliation of women and children through acts of violence and abuse. Furthermore, women and children, the most vulnerable members of society, need particular attention and protection. This should be achieved through a process of victim empowerment/support, by making the criminal justice system more user friendly, accessible and effective. Rape, domestic violence and child abuse require special attention because of their prevalence and negative effects and impact on the rights of women and children.

The challenge in dealing with the increasing number of crimes against women and children is two-fold. Firstly informing vulnerable groups of their rights and secondly enhancing the quality of service provided to victims.

While the NCPS will begin to address the longer- term root causes, the Service will primarily focus on ensuring better care for women and children when reporting crimeagainstthem. The specific objectives are:

• To increase arrests and prosecutions for sexual and violent crimes against women and children
• To support and encourage victims/witness to report such crimes
  
• To improve service to victims by
• providing specialized training to members to ensure victim empowerment/support; and
• better crime prevention and investigation skills.
• To increase resources allocated to the policing of crimes against women and children .
• To establish a policy on policing domestic violence and improve the enforcement of the relevant legislation.

It is envisaged that as a result of these objectives, the rendering of services to women and children will be improved in terms of the reporting and successful investigation of crime. It is anticipated that this should result in the enhancement of confidence in the Service and encouraging a greater willingness on the part of women and children to report crime.

To ensure the successful implementation of this approach, the Service will introduce:

• additional training for members with regard to victim empowerment (i.e. how to treat and support a victim, how and when to refer a victim for eg. assistance, counselling and detraumatization);
• improve the overall gender sensitivity of investigators (i.e. to ensure that victims are treated with the necessary empathy, dignity and sensitivity);
• establishing specialized units in prioritized areas to deal with family violence, child abuse and sexual offences (Family Violence, Child Abuse and Sexual Offences Units (FCS)); and
• providing facilities for privacy during statement taking and identification parades by installing one-way glass, where possible, at stations undergoing renovation works.

Partnerships will be established at station level with the relevant community role players in co-operation with Community Policing Forums (CPFs), to assist in the implementation these objectives.

Priority 4:

CORRUPTION WITHIN THE CRIMINAL JUSTICE SYSTEM

The current level of corruption (eg. misappropriation of financial resources, corrupt practices, accepting of bribes, etc.) within the overall criminal justice system is the factor most negatively influencing efforts to substantially improve safety and security in South Africa. Corruption in all its forms, seriously undermines not only public confidence in the Government and the Public Service but also in government-driven crime prevention strategies.

Moreover, corruption exists not just in the Service but also within other Departments and is particularly damaging in respect of the efficient and effective functioning of the criminal justice system. At the beginning of 1997 the Service was given authority to investigate corruption in the following departments of the criminal justice system i.e. South African Police Service, Justice, and Correctional Services. In order to use this authority in the most effective manner, the Service will focus on the following anti-corruption objectives:

• To reduce the incidence of corruption within the criminal justice system by increasing detection, apprehension and/or dismissal of offenders by encouraging, supporting and rewarding the reporting thereof.
• To encourage, empower and protect witness(especially members) and make use of the witness protection programme.
• To reduce corruption in the Service by the development of a Code of Conduct and mechanisms for the exposure and reporting of corruption by fellow members, thus enhancing prevention.
• To promote awareness of the manifestation and consequences of corruption within the Service
• To improve organizational procedures and systems within the Service to increase the risks and reduce the opportunities for corruption, by increasing the number of proactive audits and conducting strategic analysis of dockets.
• To increase resources for the anti-corruption units; enhance screening procedure for recruits and ensure that the role and responsibility of managers in controlling corruption is specified in job descriptions.

The operational strategy for this priority has the objective of focusing on corrupt practices amongst members and other role players within the criminal justice system. In line with this, policing efforts will be focused on increasing the risk for persons engaged in corrupt practices. Operationally, the focus will be drawn to prevention, investigation, policy development and management endeavours in dealing with corruption. Special efforts will be made to curb opportunities for corruption by developing proper control and auditing procedures and measures, developing a Code of Conduct for all members, and instituting procedures and mechanisms to enable members to report breaches of such a code by fellow members.

Priority 5:

CRIME PREVENTION

The most important element of effective policing is the ability to prevent a crime from actually occurring. This includes activities such as the proactive patrolling of anticipated crime hot-spots, and enhancing communities' awareness of how they can assist to prevent crime from occurring. Crime prevention is not only aimed at reducing crimes but also seeks to reduce the fear of crime and improve the general feeling and perception of safety and security amongst the population. A significant factor in crime prevention is the mobilization of communities in wide-ranging and co-ordinated partnership initiatives to deal with the incidence of crime at a local level. By definition, this priority, must therefore be tailored to meet local needs in specific police station areas.

Accountability for the implementation of crime prevention strategies at station level will be ensured by means of regular progress reports.

To build the right capacity at area and station level the Services' strategy for crime prevention is also aimed at identifying ten pilot areas, where there are particularly high levels of crime, that will be given hands-on support from both the national and provincial levels in the following objectives:

• To institutionalize and operationalise crime prevention as an organizational goal.
• To establish organizational capacity to enchance station level partnerships.
• To develop effective station level partnership.
• To develop and implement programmes around local priority crimes in order to reduce their incidence and prevalence.
• To establish or improve crime information analysis at station level in order to enhance prevention.
• To implement regular reviews at area level of station performance.
• To provide national assistance to the ten pilot areas regarding the development of local crime prevention strategies and the training of members.

In addition to the ten identified pilot areas, all stations must become more proactive in the fight against crime. Although other areas will not receive full hands-on support from national level, each province will be required to assist all its areas to identify the priority crimes for each police station and to develop action plans of how these crimes will be addressed. They must establish appropriate monitoring systems so that stations can be held accountable for performance and results in their own areas.

The operational strategy for the Priority: Crime Prevention, will broadly aim to increase the awareness, focus and integration of the crime prevention activities of the SAPS, specifically at station level. It is intended that this approach will concentrate on both the networks of criminal organizations as well as local crime problems identified by the communities themselves.

Station areas will be divided into smaller areas for crime prevention management purposes, also referred to as Sector Policing. Members will be appointed to manage all crime prevention activities in each policing sector. Crime problems in each policing sector will be continuously identified and analyzed in co-operation with the community and suitable crime prevention steps will be implemented to address such problems. Community crime profiles for each station area or policing sector shall be developed and utilized for co-ordinated planning purposes. Visible policing will also be enhanced by means of stepped up foot, horse, bicycle, motorcycle and vehicle patrols. The implementation of operational paternership will be done in co-operation with visible policing activities in order to increase the overall crime prevention capacity of the Service. regular special operations based on crime intelligence and information should be conducted.

FOCUS AREA 1: IMPROVING THE QUALITY OF INVESTIGATIVE SERVICES

The first and second focus areas are directly linked to the improvement of the quality and standard of service rendered to communities and victims of crime. Together they cover the crucial aspects for ensuring customer satisfaction and a more client- orientated policing approach to combating crime.

Objectives

• To improve the quality of investigations by:
• increasing the case detection rate;
• reducing the ratio of cases rejected by prosecutors or courts;
• limiting the number of escapes from the Services' custody; and
• decreasing the number of suspects in priority crime cases being released on bail.
• To improve the capacity and skills of investigators.
• To improve case management and feedback to victims/witnesses.

FOCUS AREA 2: VICTIM EMPOWERMENT

• To introduce a victim-centric approach to investigation by developing guidelines for:
• the treatment and handling of victims/ witnesses;
• the training of members regarding their role in and responsibilities to victim empowerment/support;
• and the monitoring of feedback to victims/ witnesses .
• To participate in community and non- governmental (NGO) initiatives for victim empowerment/support.
• To reduce the number of suicides and the incidence of family violence and stressrelated behaviour within the Service by developing and expanding support to members exposed to trauma.

FOCUS AREA 3: BUDGET AND RESOURCE MANAGEMENT

Objectives

• To develop and implement a Human Resource Management plan to improve the utilization and morale of members.
• To improve the budgeting process by aligning and linking it with the planning process of the Service.
• To improve cost-effectiveness through the optimal deployment and utilization of physical and financial resources and by developing a culture of saving within the organization .
• To reduce resources (human, physical and financial) at National and Provincial Head Offices for redistribution to areas and stations.
• To develop an integrated information management system to enhance management (planning, implementation and evaluation) of operations, services and strategies.
• To establish a project management environment within the Service.

FOCUS AREA 4: PERFORMANCE APPRAISAL AND SERVICE MONITORING

• To develop a culture of service rendering and performance management through:
• the development of a Code of Conduct;
• performance arrangements for key posts;
• the identification of exceptional performers;
• and the sharing of best practices.
• To develop a performance appraisal system and incentive scheme.
• To monitor and evaluate service delivery by undertaking customer satisfaction, victimization and crime surveys.
• To finalise service standards, develop service charters at local level and formulate performance targets at station, area, provincial and national levels.To maintain and improve complaints procedures.

FOCUS AREA 5: AFFIRMATIVE TRAINING

Although fundamental changes are required to the overall training curriculum and approach, the short- term requirements should provide for members who have not yet received basic skills training.

Objectives

• To prioritise training in line with departmental priorities and focus areas.
• To ensure that all members have a broad band of relevant essential skills.
• To develop a fast-track development and training programme for identified members of previously disadvantaged groups.

FOCUS AREA 6: COMMUNICATION

The current approach towards communication does not adequately address the needs of members or of the community. Therefore, communication must become more focused to ensure the two-way flow of information and an increased emphasis on verbal communication at all levels within the Service. In order to build this capability, existing channels as well as the development of new communication mechanisms and approaches, should be emphasized .

Objectives

• To improve internal communication in order to enhance co-ordination and effectiveness by developing and implementing an internal communication policy, strategy and guidelines.
• To improve external communication for local, provincial, national and international audiences by developing and implementing a co-ordinated external communication policy, strategy and guidelines.

Implementation

The implementation of the 1997/98 priorities and objectives will be managed through a co-ordinated and integrated management approach at all levels.

Devolving responsibility for the formulation and setting of targets for each objective to relevant functionaries will ensure ownership for the implementation of the priorities and focus areas as outlined for 1997/98 at all levels within the Service.

Monitoring and evaluation

The process of evaluating and monitoring the overall policing performance as well as to ensure that the specific targets for the objectives are achieved, shall be done:

• By the Minister, assisted by the Secretariat for Safety and Security and Members of the Executive Council (MEC) at National and Provincial level.
• By Parliament via the Portfolio Committee.
• By the National Commissioner assisted by the Management Forum, the Divisional and Provincial Inspection Teams, the Service Evaluation Component, the Project- and Monitoring Centres.
• By Community Police Forums at station level and Community Police Boards at area and provincial level.
• By the media, other interested parties, stakeholders and the general community.

The Department for Safety and Security have identified five policing priorities and six organizational focus areas to improve service delivery and the utilization of resources to combat and prevent crime more effectively.

All the above priorities and focus areas will be reinforced by co-ordinated and integrated national and provincial support and action plans to ensure the achievement of locally set targets based on the practical situation at each level.

Acknowledgment of the complexity and diversity of the South African society requires the development of a multi-dimensional and co- ordinated approach to ensure that the set objectives as mentioned above, are achieved within the 1997/98 financial year.

This will be done by the implementation of comprehensive operational strategies. These strategies not only provide for active participation by the community but also emphasize inter- departmental co-operation to ensure that issues relating to crime, as identified by the NCPS, which is beyond the scope of the role and responsibilities of the Service, is effectively addressed.

The quality of partnerships and co-operation between the community, NGOs, other departments and the Service will ultimately determine the degree to which the levels of crime will decrease. Thus also being the measure to assess the realization of the vision of the Service: to create a safe and secure environment for all people in South Africa.