INDEPENDENT COMPLAINTS

DIRECTORATE

Portfolio Committee for Safety and Security

09 March 2005

Introduction

Adv KD McKenzie

Executive Director

PROGRAMME 1 : ADMINISTRATION

Mr EG Valoyi

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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

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STAFF COMPLEMENT

Office Total P1 P2 P3 VacanciesH/O 70 39 11 16 4

Gauteng 18 2 10 6 0

KZN 16 2 10 4 0

Eastern Cape 13 2 7 4 0

Northern Cape 8 1 3 4 0

North West 12 2 6 4 0

Limpopo 12 2 6 4 0

Mpumalanga 10 1 4 2 3

Free State 10 1 3 4 2

Western Cape 17 2 10 5 0

Total 186 55 75 56 6

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Misconduct Cases

Nature Office Status

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

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Grievances

Nature Office Status

Inappropriate

gestures

W/C Being handled

Not appointed to a DD post

KZN Being handled

8

Bursary Administration

Bursary holders

42

Passed

27

Failed

7

(repeating on their own)

Withdrawals

2

(refunding)

Terminated

6

(refunding)

9

Training & DevelopmentCourses 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 11 15

Level 13 19

Level 14 1

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Examples of Courses

Project Management

Supervision

Balanced Scorecard

Project Management

Labour Relations

Strategic Thinking

Minutes Taking

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STRATEGY- 2005/2006Staff Compliment

Office Total P1 P2 P3 Add. Posts

H/O 77 45 11 21 7

Gauteng 19 2 11 6 1

KZN 17 2 11 4 1

Eastern Cape

14 2 8 4 1

Northern Cape

10 1 5 4 2

North West 14 2 8 4 2

Limpopo 13 2 7 4 1

Mpumalanga 11 1 6 4 1

Free State 11 1 6 4 1

Western Cape

17 2 10 5 0

Total 203 60 83 60 17

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Key results areas

Sub-programme Indicator Target

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

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Key results areas (Cont.)Sub-programme

Indicator Target

Supply Chain Management

Full compliance, implementation and roll-out

June 2005

Internal Audit Review of strategic and operational risks

October 2005

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Service Delivery Improvement Plan (SDIP)

Objective Service standard Indicators

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.

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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

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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

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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

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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

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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

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Indicators /Targets for 2004/05Outcomes Indicators Targets

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

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Indicators /Targets for 2004/05Outcomes Indicators Targets

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

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Indicators /Targets for 2005/06Outcomes Indicators Targets

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

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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

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OVERVIEW: NATIONALLY

CATEGORY 2002/03 2003/04 % CHANGE

Deaths 528 714 35.2

Offences 1 002 1 473 47.0

Misconduct 2 913 3 716 27.6

TOTAL 4 443 5 903 32.9

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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

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PROACTIVE OVERSIGHT PLANS FOR 2005/2006

• Establishment of fully- fledged Research Unit- Appointment of Senior Researchers from 1 April 2005- 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

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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

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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

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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

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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

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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