South African Institute of Security Business Plan 2013 - 2014

South African Institute of Security
Business Plan 2013 - 2014
Revision No.: 00
South African Institute of Security
Business Plan 2013 - 2014
1.0. Introduction
The purpose of our Business Plan is to give practical expression to the achievement of the
Aim/Vision and Objectives of the South African Institute of Security (SAIS). Central to this
Business Plan are a number of Key Performance Areas (KPAs), which are selected by the
Institute’s Board of Governors as priority areas of focus for each year.
The success of the Board of Governors is largely determined to the extent that the Key
Performance Indicators of each KPA are achieved and is an indicator of the commitment of
the individual Governors to the profession with we serve.
Integral to the Business Plan is the Institute’s Budget, which provides detail about the
projected financial resources available for the achievement of our Business Plan.
2.0. Business Plan Drivers
The South African Institute of Security’s Aim/Vision and Objectives, as articulated in our
Constitution, are the overall drivers for our Business Plan.
Our Aim/Vision is to promote individual professional competence and to support the
maintenance and enhancement of this competence by security practitioners and aspiring
professionals.
The Objectives of SAIS are to:

“[P]romot[e] security training, education and development within the Private Security
Industry and to act as the professional training body of the Security Industry Alliance.

Promote, implement, monitor and enforce its Code of Ethics.

Encourage and actively promote the advancement of professionalism in the security
industry, through effective and appropriate education, training, and development.

Improve and enhance the credibility, reputation and ethos of its membership by
upholding high standards of professionalism.

Use every endeavour to actively promote and improve the standards of security risk
management in all fields of human activity.

Promote a career structure for the security industry through recognition of appropriate
professional security qualifications.

Liaise with business, industry, commerce, government departments, public bodies,
professions, academic institutions and other associations to promote the furtherance
of its objectives.

Actively support the publishing of information in furtherance of the activities of the
Institute and the security profession.

Encourage the development of leaders who will take security to levels of excellence and
enhance its reputation and raise the profile of the Institute and the security
profession.
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
[S]upport SASSETA in the programme evaluation of training material for the Private
Security Industry.

[P]romote within the Private Security Industry security Skills Development. Education
and development, and security tertiary education.

Inspire trust among the public at large through raising issues with proactive and
innovative perspectives that focus on the needs of the public for safety and security.

Identify and attract credible serious-minded and independent persons who will give
the Institute the opportunity to interact, build, and nurture valuable professional
social contacts that will propagate its objectives, formulate solutions and participate in
the great debates of the day.

Actively support the relevant statutory authorities’ activities to minimise legal noncompliance in the security education, training and development field.
The specific Key Performance Areas (KPAs) of our Business Plan flow from our Objectives.
These KPAs are determined by specific issues which are relevant, or which will require
addressing during the forthcoming year.
The theme for this Business Plan is to be “Transformation to Professionalism”. The broad
focus area will be to transform the South African Institute of Security along a path to
position it as a professional body for the security professional in South Africa.
For the period to 30 June 2014, the Board of Governors has identified the following KPAs as
areas warranting specific attention (in no particular order of precedence):

Corporate Governance – The key focus here is to ensure that the institute is
constituted and operated in accordance with the requirements of good corporate
governance. This will require an assessment of the extent to which the Board meets
the appropriate requirements of the King III Code on Good Corporate Governance
(which is applicable to all organisations, including ours), and to develop and
implement an action plan to ensure compliance with those areas where it does not
comply. Of importance to the Institute are the findings of the Ministerial Committee of
Enquiry into the affairs of Cricket South Africa (“CSA”), Chaired by Judge Nicholson.
Commonly known as the Nicholson Enquiry, certain key findings were made in respect
of governance within organisations.

Education, Training and Professional Development – This area is the raison d’être
of the Institute, and this year’s focus areas include the establishment and
implementation of our Continuing Professional Development Programme (CPDP) and
initiating and driving the process, through the Security Industry Alliance (SIA), for the
establishment of a Professional Body for the South African security industry.

Professional Accreditation – The purpose here is to be in a position to assess the
security competence of members and accredit them with the appropriate designation
in accordance with the Institute’s Constitution.

Membership Development – Healthy membership levels are key to the existence of
the Institute, not only to ensure financial stability, but also to promote and support
the activities of the Institute. However, a focus also needs to be on the qualitative
aspects of membership.

Finance – A strong financial position permits to Institute to play its appropriate role of
supporting the development of the security profession and industry through its
Business Plan.
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
International Liaison – Benchmarking one’s own processes and activities is
important for any organisation to improve. Therefore, SAIS will seek to build mutuallybeneficial relationships internationally with like-minded organisations, for the benefit
of our members and potentially of security professionals world-wide.
These KPAs are detailed further, by way of Key Performance Indicators (KPIs), in the next
section of our Business Plan. Forms of measurement, the allocation of deadlines and
responsibilities are attached to each KPI, to ensure that, overall, the Business Plan is
properly managed by the Institute’s Board of Governors under the Chairman’s direction.
No Business Plan is cast in stone and given that the business environment is dynamic, it is
possible that circumstances may result in changes to this Business Plan to better reflect the
needs of the Institute and those it represents.
3.0. Key Performance Areas
Key Performance Area A: Responsible Corporate Governance
Team Leader: Bruce Robertson
Objective:To improve the manner in which the Institute, as a professionally-inspired volunteer
organisation, approaches the challenges of good corporate governance.
Key Performance Indicator
A.1 Register the Institute
Company (NPC).
as
a
statutory
Non-profit
Measure
Deadline
Responsibility
Registration
Certificate
30 June 2014
Bruce Robertson
A.2 Conduct a compliance audit to the requirements of the
King III Code for Good Corporate Governance within
the SAIS context, and establish and implement an
action plan to ensure compliance with the appropriate
elements of King III.
1. Corporate
Governance Audit
2. Completed Action
Plan
A.3 Monitor & review the achievement of the Business
Plan’s supporting KPAs and KPIs.
Minuted Review at
Board Meetings
1. 18 October 2013
2. 20 June 2014
Each Board Meeting
Bruce Robertson
Bruce Robertson
Key Performance Area B: Education, Training & Professional Development
Team Leader: Gert Pretorius
Objective: To actively support education, training and professional development in the security
profession and industry.
Key Performance Indicator
Measure
Deadline
Responsibility
B.1 Establish, and execute a Continuing Professional
Development
(CPD)
Programme
for
security
professionals.
Implemented CPDP
20 June 2014
Gert Pretorius
1. 4 September 2013
B.2 Establish and execute a Programme of CPD Activities
for members.
1. CPD Activity
Programme
established.
2. CPD Activity
Programme
implemented
B.3. Play a leading role to assist the Security Industry
Alliance (SIA) with the establishment of Professional
Body for the South African security industry.
1. Memo. of Intent
2. Registration of
Professional Body
1. 18 October 2013
2. 20 June 2014
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2. 20 June 2014
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Bruce Robertson
Mike Verster
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Key Performance Area C: Professional Accreditation
Team Leader: Dave Dodge
Objective: Assess the security competence of members and accredit them with the appropriate
designation in accordance with the Constitution.
Key Performance Indicator
Measure
Deadline
Responsibility
C.1. Establish an Accreditation process for new members
that takes into account of all available evidence in
respect of their skills, knowledge and experience within
the security discipline.
Process developed (%
accreditation based
upon Qualifications
v. without
qualifications)
18 October 2013
Dave Dodge
C.2. Establish an automatic review process for accreditation
Process developed (%
that takes account of changes in the individual’s skills,
of upgrades and CPD
knowledge and experience and the achievement of the
completion)
required amount of CPD activities.
18 October 2013
Dave Dodge
C.3. Monitor the levels of accreditation across the
Analysis of
membership, with specific reference to age, gender and
membership
ethnicity, and formally report to the Board of
accreditation with
Governors on the achievements in respect of
reference to age,
transformation.
gender and ethnicity
18 October 2013
Dave Dodge
Key Performance Area D: Membership Development
Team Leader: John Kole
Objective: To increase SAIS Membership qualitatively and quantitatively
Key Performance Indicator
Measure
Deadline
Responsibility
D.1. Develop a membership recruitment pack.
Membership Pack –
hard copy and
electronic versions
4 September 2013
Rosemary Cowan
D.2. Maximise membership retention.
95% of begin 2012
membership
18 October 2013.
Rosemary Cowan
Number of successful
D.3. Identify, headhunt and recruit potential high profile
recruitments
members from ranks of the security profession and
(minimum 80%) from
industry.
agreed “target” list.
Target list –
18 October 2013
Review at Board
Meeting
Graham Wright
Number of successful
recruitments (10%
net improvement on
June 2013
membership
Review at Board
Meetings
John Kole
D.3. Actively target and recruit present and past “security
management” students at SA’s academic and training
institutions,
with
a
focus
on
“previously
disadvantaged” students (women inclusive).
Key Performance Area E: Finance
Team Leader: Peter Jephson
Objective: To provide adequate financial resources in support of the Institute's Business Plan.
Key Performance Indicator
Measure
Deadline
Responsibility
E.1. Establish and manage a budget to support the 20132014 Business Plan.
Agreed Budget
1. 4 September 2013
2. Review at Board
Meetings
Peter Jephson
E.2. Identify, plan and execute an annual fundraising plan
to support the 2013-2014 Business Plan.
Agreed Fundraising
Programme
1. 4 September 2013
2. Review at Board
Meetings
Peter Jephson
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Key Performance Area F: International Liaison
Team Leader: Errol Peace
Objective: To build mutually-beneficial relationships internationally.
Key Performance Indicator
Measure
Deadline
F.1. Establish, maintain and strengthen relationships with
organisations around the world, which have similar
objectives to the Institute, to the mutual benefit of the
respective organisations.
1. Develop Cooperation Plan.
2. Agreed MOUs.
1. 4 September 2013
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Responsibility
2. Review at Board
Meetings
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Errol Peace
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