PRESENTATION TO PORTFOLIO COMMITTEE ON POLICE: SAPS DETECTIVE SERVICE 21 MAY 2013

1. 8 PRESENTATION TO PORTFOLIO COMMITTEE ON POLICE: SAPS DETECTIVE SERVICE 21 MAY 2013

2. BACKGROUND • On 5TH September 2012 the Portfolio Committee on Police arranged a Detective Dialogue in support of the year of Detective, supported by the Minister of Police • Flowing from this the Portfolio Committee made 15 recommendations to be addressed by the Civilian Secretariat & SAPS • Against this backdrop the Civilian Secretariat has drafted a Policy Framework for the Detection of Crime within the South African Police Service which will need to be developed into a policy linked to the White Paper • This policy framework should however guide the SAPS in its approach to the Detective Service and the turn around strategy

3. INTRODUCTION • Investigation of crime will not impact positively on crime unless such investigations result in proper detection, successful prosecution and final conviction. The fight against crime thus rests on two critical aspects: improving the rate of detection and ensuring sanctions are meted out that are commensurate with the type of crime that has been committed. • The prosecution and conviction of people involved in crime is not dependent solely on the police and requires the improvement in the criminal justice system as a whole. However, by not just focusing on improving the detection rate of suspects, but also on ensuring that the police improve the nature and quality of investigations, the police can contribute significantly to increasing the overall conviction rate

4. INTRODUCTION • Police investigation and detection practices require greater sophistication and training. In addition, investigations must be properly conducted and the work of prosecutors adequately supported in order to improve conviction rates The improvement of this rate also requires strengthening the link between police investigators and prosecutors. • Continuous focus must therefore be given to the improvement of the capacity and quality of criminal investigations. Improving the capacity of the police to investigate crime requires allocating sufficient resources to detection and developing the skills and techniques of the relevant detective personnel involved. In addition, there is a need to ensure improved management of investigations and information as well as technical support provided.

5. MAPPING OF PROCESS FLOW • Criminal Justice Revamp 7 point plan: • Ministerial 10 point plan: • Vision 2030 • Detective Dialogue

6. BACKGROUND • The amount of money spent on detectives services within SAPS has grew from R3.7 billion in 2003/4 to R13.1 billion in 2012/13 and comprised of 20.9% of the budget vote for 2012/13 • The figures for the number of detectives as of April 2013 excluding DPCI are:

7. BACKGROUND • However not all detectives are docket carrying and the figures include both actual detectives and managers at cluster, province and National level. • Currently the entire detective service makes up approximately 19% of the entire operational component of SAPS • However the number of detectives on the RAG and those on persal are not aligned. On RAG the number of detectives should have been 26 736 for 2011/12 and 28 813 for 2013/14. • The CJS Revamp suggests the number of detectives should be in the region of 33% of the operational structure of SAPS • International comparisons of the ratio between the number of detectives and the total number of cases under investigation suggest that the detective component(s) of the South African police remains understaffed. (This comparison is based not just on the actual number of detectives but also the number of dockets carried.)

8. BACKGROUND • An average of 4 years stats of reported A (common law) and B (statutory) crimes, as well as enquiries registered at all detective units were utilized to determine the average for reported cases per month and enquiries per month. Inquest totals were obtained for two years and an average per month calculated

9. BACKGROUND • Approaches to the skills audit indicates with the rapid increase in the number of detectives since 2002 to date a consequence has been the skills development of detectives with SAPS and people being appointed to the detective service prior to being trained • 2002 detective personnel strength was 9 721 within a police population of 131 263 • 2012 detective strength was 23 701 within a police population of 199 345 • Growth of 6,87% over this above period • To address this SAPS have adopt a three prong approach to training for detectives: • ROC training that occurs for personnel already members of SAPS • ROC training of new recruits who are then deployed to detective service • Short term intervention training for SAPS members already deployed as detectives but who haven’t been trained • SAPS have undertaken a skills audit that focused on generic operational and training needs for detective personnel as part of the turn around strategy.

10. FRAMEWORK FOR DETECTION OF CRIME SIZE OF DETECTION SERVICES: • The ideal number of detectives is a dynamic process influenced by various factors in the internal and external environment. • The calculation of the number of detectives should be based on a number of factors including: • Norms per type of crime • Environmental factors • Contingencies • Crime patterns • The ideal number of detectives excluding specialised units should not be based on the global number of operational staff but rather on the actual local station staff component and then the management (20% per station) • Then the number of detectives outside the local station should not be calculated in the this figure.

11. FRAMEWORK FOR DETECTION OF CRIME Recruitment and training • A key component of improving the detection services in SAPS is recruitment of the right kind of person and the training of such a person • Both the Minister’s 10 point plan and Vision 2030 speak to selecting for professionalism and excellence and selection against minimum standards and to the training required for specialised detection areas. • Most countries select detectives from police officers already experienced in policing and with a specific number of years served • Recruitment at point of entry should be discouraged and reconsidered and a minimum number of years approach adopted. • Training in detection is a crucial aspect of improving the detection of crime and must occur prior to the actual appointment of a detective.

12. FRAMEWORK FOR DETECTION OF CRIME Recruitment and training • Professionalising the detection of crime requires that the deployment prior to training must be reconsidered. • A number of countries separate the training from the selection and the officer applying to be a detective should undergo training and then separate selection process after passing the training • The separate selection process post training allows for the establishment of minimum criteria and standards for appointment to be addressed and for the result of the training to be both relevant and consider as part of this process • The recruitment process should also provide for a probationary period before final confirmation whereby quarterly evaluation reports can be accessed.

13. FRAMEWORK FOR DECTION OF CRIME Recruitment and training • Where a person is found unsuitable through this assessment process measures should be in place that allow the person to be exited from the detective services • There should be regular refresher training that occurs on a prescribed cycle and which are monitored by the Division and reported on. • The use of retired detectives should be considered as an available resource to SAPS. • The actual qualification obtained must be of a professional standard and in line SETA approaches to government training standards. • There should be active marketing of the detective services to attract personnel to detective services as a career of choice.

14. FRAMEWORK FOR DETECTION OF CRIME Recruitment and training • Crime scene management not only affects the detective service but also the first responded and training in crime scene management needs to be given to all operational members (currently only addressing new recruits). • Trained detectives to be placed on standby or at cluster level to provide continuous service

15. FRAMEWORK FOR DECTION OF CRIME Career Pathing • Many personnel in SAPS either become detectives because it is the only promotion available to them or they leave the detective environment because the only career opportunities that exist for them are outside of the detective environment • Detectives perform a different type of service and do not necessarily have the same work hours as other SAPS officials • Based on the above there must a separate dispensation developed for the detective service that takes this into consideration • Internationally the use of vertical growth opportunities is used as opposed to just horizontal progress. • There must also be a clear retention strategy that address the detective service. (This was also highlighted in the CJS Review).

16. FRAMEWORK FOR DETECTION OF CRIME Management and leadership • The mentorship programme for detectives needs to be formalized & include in the strategy . • There is a need to ensure that there is a standardised approach to management of the detective environment and this be formalised through SAPS SOPs. • This should take into consideration the management tools currently available within the SAPS environment including: • Tracking of dockets and investigative process • Quality check • Crime stats etc • Co-ordinating structures should be utilised to enhance command, control & communication • Accountability measures should be introduced • The two stream approach with regard to the establishment of a leadership[ school should be considered

17. FRAMEWORK FOR DETECTION OF CRIME Management and leadership • The management of the detective functions needs constant intervention and enhancement to guide and improve deployment and performance. • The role of detective management must be clearly defined and linked to a clear set of objectives, targets and performance indicators. These performance indicators must essentially provide the framework and basis for regular assessment and monitoring. • Inspection of dockets by detective management during the investigation should not only ensure accountability but also assist in guiding the investigation process. • Improving overall performance also requires that detective management monitor cases that are struck off court rolls in order to identify weaknesses in the investigative process. • Clearance rates should also be monitored alongside conviction rates to allow for a thorough assessment of the quality of dockets finalised

18. MODERNIZATION Intelligence-led Policing • Explore alternatives to the traditional reactive model of investigating crime • Identify problems experienced by detectives in processing and utilization of crime information in the investigation of crime • Fully utilise crime information products • Ensure clear processes on recruitment & management of informers Langauge • Language Challenges posed by varying languages, such as statement taking, to be overcome by exploring model used during FIFA 2010 SWC • Embassies & universities should be consulted to establish a database of personnel that can assist

19. MODERNIZATION Technology • The use of technology to aid the investigation and detection processes to be researched and included into the detective SOP • Resource plans developed should be aligned to operational needs of the division and to be sustained – medium to long term • Data exchange agreements to be signed • E docket to be clarified and then a project plan submitted

20. PARTNERSHIPS • Any strategy aimed at improving the investigation and detection process should be strongly reliant on establishing partnerships that will add value to the process • The policy will address mechanisms to establish partnerships and ensure that access will be available to all detectives requesting assistance

21. THANK YOU