INDEPENDENT COMPLAINTS DIRECTORATE Portfolio Committee for Safety and Security 09 March 2005

Introduction Adv KD McKenzie Executive Director

PROGRAMME 1 : ADMINISTRATION Mr EG Valoyi

4 OBJECTIVE To provide for the overall organization of the Department Activities Financial Management Human Resource Management Internal Auditing Security Management Supply Chain Management Auxiliary Services

5 STAFF COMPLEMENT OfficeTotalP1P2P3Vacancies H/O Gauteng KZN Eastern Cape Northern Cape81340 North West Limpopo Mpumalanga Free State Western Cape Total

6 Misconduct Cases NatureOfficeStatus Failure to attend crime scenes N/C (1) FS ( 1) Disciplinary hearing in progress Misuse of government vehicles Mpumalanga (1) W/C (2) GP (1) Disciplinary hearing in progress Bringing the Department into disrepute W/C ( 1)Disciplinary hearing in progress

7 Grievances NatureOfficeStatus Inappropriate gestures W/CBeing handled Not appointed to a DD post KZNBeing handled

8 Bursary Administration Bursary holders 42 Passed 27 Failed 7 (repeating on their own) Withdrawals 2 (refunding) Terminated 6 (refunding)

9 Training & Development Courses attended according to levels Level 3 7 Level 5 1 Level 6 2 Level 7 21 Level 8 5 Level 9 16 Level 10 3 Level Level Level 14 1

10 Examples of Courses Project Management Supervision Balanced Scorecard Project Management Labour Relations Strategic Thinking Minutes Taking

11 STRATEGY- 2005/2006 Staff Compliment OfficeTotalP1P2P3Add. Posts H/O Gauteng KZN Eastern Cape Northern Cape North West Limpopo Mpumalanga Free State Western Cape Total

12 Key results areas Sub-programmeIndicatorTarget Human Resource Management Ten percent (10%) Implementation of every employee’s development plan. November 2005 Financial Management Efficient management of the budget and planned expenditure. Monthly Risks minimized through the development of policies in order to ensure corporate governance. November 2005

13 Key results areas (Cont.) Sub- programme IndicatorTarget Supply Chain Management Full compliance, implementation and roll-out June 2005 Internal AuditReview of strategic and operational risks October 2005

14 Service Delivery Improvement Plan (SDIP) ObjectiveService standardIndicators Retention of competent staff to deliver quality services. Timeous rewarding of good performance. Conducting of team building session Internal Promotions where employees qualify Continuous Training. Less than 1% annual staff turnover Contribution to the National Youth Development Strategy. Implementation of Internship/Learnership 10% of staff to be on the Programme at any given moment. Promoting Labour Peace in the Department. Adherence to the grievance procedures Consistency in the Application of Policies 0% grievances and disputes rate.

15 Challenges Full implementation and roll-out of the Supply Chain Management The full implementation of the Human Resource Development Plan (HRDP) Continued reduction of vacancy rate. It has dropped from 9.6% to 3.2%

Programme 2: Investigation of Complaints Mr T Tshabalala

17 Programme Investigation The objective of the Programme is the investigation of: –Deaths in police custody and as a result of police action –Criminal offences including allegations of corruption –Complaints of misconduct or service delivery

18 Strategic objectives for 2005/06 The effect of implementation of vision 2005 strategy: –More cases being actually investigated –Independent and impartial assessment of the allegations –Speedy finalisation of misconduct cases –Effective control of the investigations –Increased public confidence in complaints handling mechanism –Increase in expenditure Travelling Subsistence

19 Strategic objective Integrity Strengthening –Integrity / reputation of ICD Training –To remain at the cutting edge of our business, skilling of investigators on an ongoing basis is crucial –Effective planning, management of resources, forensic investigation and technology –Improve Service Delivery

20 Challenges Rapidly growing policing agencies Vast areas to conduct operations Dynamics of investigation the police Policing the entire province from 1 operational base Additional funds – appoint 1 investigator in each of 3 provinces – for each of the years in the MTEF cycle

21 Indicators /Targets for 2004/05 OutcomesIndicatorsTargets Reduced levels of criminality in the SAPS and the MPS Maximum number of days taken to finalise investigation of deaths 180 days Maximum number of days taken to finalise investigation of criminal offences, corruption cases and misconduct 90 days

22 Indicators /Targets for 2004/05 OutcomesIndicatorsTargets Percentage of investigation reports finalised within 30 days 80% - deaths 80% - criminal offences 50% - corruption 80% - misconduct Service delivery improvement Time within which progress must be forwarded to complainants Every 30 days

23 Indicators /Targets for 2005/06 OutcomesIndicatorsTargets Time within which to attend Class I scenes Within 2 hours of notification Attendance of crime scenes At least 90% of all reported scenes Updated database Time within which new information must be updated in database Within 24 hours of receipt Time within which statements must be updated in database Within 7 days

24 Summary Shift in focus necessary –Full execution of mandate –Address stakeholder concerns –Fully fledged investigative body –Remaining at the cutting-edge of the business we’re in, both internationally and continentally –Service Delivery Improvement

Programme 3: Information Management & Research Mr S Mahlangu

26 OVERVIEW: NATIONALLY CATEGORY2002/032003/04% CHANGE Deaths Offences Misconduct TOTAL

27 Output 2004/2005 Majority of new cases captured and processed within 24 hrs Analysis of deaths related cases scrutinized much better by SAPS/ICD committee Improvement on feed-back to clients Finalization of monitored files expedited Database system improved tremendously ICD marketing drive run smoothly ICD interventions on Domestic Violence cases improved Research activities hampered by staffing constraints

28 PROACTIVE OVERSIGHT PLANS FOR 2005/2006 Establishment of fully- fledged Research Unit - Appointment of Senior Researchers from 1 April Researchers to consist of 1*DD and 3*ASD’s - Enlistment of Reference Group made up to experts - Continuation of partnership with Open Society Foundation Intended research recommendations to focus on: - SAPS policy improvement - SAPS operations and systems - ICD operational efficiency and effectiveness

29 ADDITIONAL PROACTIVE OVERSIGHT PLANS Conducting of cell inspections - Identify conditions prone to escalating custody deaths - Deployment and training of ICD Monitors for purpose of cell inspections - Production of cell inspection instrument - Better co-ordination of cell inspections Conducting station audits - To check compliance with DVA - Deployment of monitors - Better co-ordination of station audits - Production of station audit instrument

30 IMPORTANCE OF PROACTIVE OVERSIGHT Research contributes to police practice and policy reform Pattern analysis result in practical reform and concomitant larger reduction of misconduct Provides basis for lessons in terms of police practice Important tool in improving training of police

31 ADDITIONAL VALUE OF PROACTIVE OVERSIGHT Research findings provide basis for policy discussions/ conferences Complainant surveys provide quality control in the complaint handling process Allows for measurement of public awareness of ICD role/effective Cell inspections contribute towards better custody management Station audits improve the implementation of DVA

32 PROSPECTS OF SUCCESSFUL PROACTIVE OVERSIGHT PROGRAMME Appointment of skilled researchers to make an impact SAPS/ ICD relationship likely to strengthen even further ICD has the advantage placed by handling and analysis of individual complaints The necessary systems and infrastructure is already in place Deployment of Monitors to facilitate cell inspections and station audits

33 IMS Priorities Case Management System upgrade Call Centre –Central management of all complaints –Better feedback to complainants –Integration with other systems Electronic Document Management System –Pilot with 10 users –In line with government strategy towards a paperless government –Better document management / security of information Remote connectivity for Investigators and other staff –Taking of statements and printing in the field Marketing of ICD in remote communities –Partnership with Business Against Crime and other stakeholders –Collaboration around marketing activities

Conclusion Adv KD McKenzie