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This portfolio committee presentation discusses the population dynamics of Northern Cape and the impact of the committee's special report. It highlights staff shortages, restructuring plans, disparities in traveling expenditure, accessibility issues, decentralization and centralization of powers, job evaluation transparency, training opportunities, staff retention, community outreach challenges, policing powers, and discrepancies between provincial offices. It also addresses the relationship between ICD and SAPS.
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PORTFOLIO COMMITTEE 9 NOVEMBER 2007 ICD KIMBERLEY NORTHERN CAPE Presented by Mr. Dan Morema
POPULATION DYNAMICS Northern Cape consists of 1 072 092 people of (whom 161 597 are from North West cross boundary areas), contributing 2.26% to the total population of South Africa. Male and female are almost equally distributed, with 531 139 male and 540 953 female. Northern Cape is the largest covering 29.7% of the total land area of South Africa. It is estimated that 2.16 people per square kilometre in the province thus making it a sparsely population province.
IMPACT OF COMMITTEE’S 2005 SPECIAL REPORT 1.1 Staff shortage Programme 2 is staffed with five investigators which comprise of 1 x Assistant Director, 1 x Principal Investigator and 3 x Senior Investigators. Due to distance factor and limited budget (R3,6 million which is the smallest in comparison with other provinces) we are not in a position to attend all reported criminal cases against SAPS members. Programme one is staffed with only one Admin Officer plus one Intern.
1.2 Restructuring The ICD intends merging programme 2 and 3 which will translate to 8 investigators. The main challenge is to equip programme 3 staff with the necessary investigative skills and experience which will take a longer period. The implementation of restructuring is expected to take place on the 01/12/2007.
1.3 Disparities in travelling expenditure Kimberley office has been allocated the lowest budget due to its small population in comparison with other provinces. The fact that Kimberley is situated on the border of Free State and North West makes it impossible to attend to all criminals cases against SAPS members, even in local police stations like Galeshewe(326 members) and Kimberley (401 members). The total police population in the province is approximately 6000 members.We are unable to take over all cases that fall within our mandate. We do prioritise cases on the basis of their seriousness.
1.4 Accessibility Remote areas are not fully catered for by ICD as we have only one office and have to prioritise cases received for investigation. Apart from Kimberley, more cases are generated in Upington in comparison with Springbok and De Aar. We are currently spending more on travelling expenses. The establishment of satellite office in Upington will cut down travel expenses drastically since Upington appears to be centrally located in comparison with Kimberley.
1.5 Decentralization of powers Provincial Heads have been delegated the following powers: • To make appointment of staff up to level 8 • Provincial Heads can approve expenditure up to R15 000 which used to be R5000 in the past • Most of the Provincial Heads are represented in various committees established at Head Office
1.6 Centralization of powers The powers with regard to the following areas remain centralised: • The budget controller does not fully consider the inputs from provinces when allocating budget to provinces. She unilaterally does the budget breakdown and allocation without the involvement of provincial Heads. • Logis is not yet implemented in most provincial offices as they are still under staffed. The office should have a minimum of 3 staff members in the admin component before Logis could be introduced.
1.7 Job evaluation Job evaluation process is not as transparent as it is suppose to be. HRM acquired the services of a consultant to conduct job evaluation for investigators but the original outcome thereof is not made available to provinces. The outcome of Job evaluation in their original form should be communicated to the Provincial Head by HRM.
1.8 Training opportunities The ICD is currently doing more in terms of providing training opportunities for its staff. In the beginning of every financial year, staff members are given the opportunity to select courses they require to attend during the course of the Financial year.
1.9 Retention of staff Despite the recent upgrade of all investigator posts, the ICD is still battling to attract highly skilled individuals. LLB degree is no longer a requirement for entry level posts such as Case Analyst.
1.10 Community outreach It remain a serious challenge to reach out to communities in rural remote areas when we have to make arrangements for such gatherings. We also incur high travel expenditure due to the vastness of the province.
1.11 Policing powers There are still delays involved in conferring powers to ICD investigators. Conferrment of policing power seem to be in the hands of the National Commissioner instead of the Minister which appear to be contrary to the law that established ICD.
1.12 Discrepancies between provincial offices In the past some Provincial Heads were appointed at Deputy Director level while others were at functioning at Director level. With effect from 01/07/2006 all Provincial Heads are appointed and functioning at Director level.
1.13 Relationship with SAPS The ability of ICD to discharge its mandate in accordance with National Instructions/ Domestic Violence 116/1998 is hampered by failure by the police implement recommendations emanating from ICD domestic violence audits/inspections. The police are still not applying for exemption to ICD as required by the Act/National instruction on domestic violence. There general non-compliance with the Act.
TOTAL NUMBER OF FILES AS FROM 01 APRIL 2007 - SEPTEMBER CURRENT FINANCIAL YEAR = 256 BACKLOG FILES = 108 TOTAL NUMBER = 364 TOTAL NUMBER OF FINALISED FILES CURRENT = 144 BACKLOG = 86 TOTAL = 230 PERCENTAGE = 63.18%
