TRC Final Report

Volume 1

Chapter 11

Part OtherDepts

Subsection 5

■ METHODS OF WORK AND CRITERIA

14 A code of conduct was drafted as a basis upon which the behaviour of staff could be evaluated. In general, members maintained high levels of discipline and conducted themselves in a committed and dedicated fashion.

15 For official identification purposes, all investigators had to have some form of authentic identification when accessing documents and information from other agencies or institutions. Investigators also had a duty to produce identification to any witnesses they approached. There were, however, delays in the issuing of identity cards by the Safety and Security Committee.

16 Where required, members of the Investigation Unit received ‘top secret’ security clearance from the NIA.

17 The Investigation Unit adopted guidelines requiring that investigations show at least one of the following:

a a high level of authorisation

b involvement of particular institutions or organisations

c a systematic pattern of abuse or particular forms of abuse

d an international element (for example, cross-border raids)

e the possibility of an organised counter-response (for example, an attempt to conceal information or undermine an investigation).

18 The planning of all investigations involved staff from the regional office concerned as well as the national office.

Workshops and training

19 At the outset, it was firmly believed that the Unit would be able to identify and appoint investigators with the skills to begin investigations without training. This approach was a response to the major time constraints imposed on the Commission. Regrettably, identification of skilled investigators was not always possible, and as a consequence, regional units had to conduct individual training sessions for investigators and corroborative assistants to meet the standards required.

20 National and regional workshops, arranged by the national director, identified the focus and type of investigative work to be done.

21 Strategic planning workshops were held in each of the regions with the objective of developing a framework to govern the work of the Unit. These workshops resulted in a much broader picture of the objectives in the regions, the strengths and weaknesses of the teams, and the major issues and priorities. The workshops also served as initial orientation and training exercises for newly appointed staff.

22 Time and workloads prevented any extensive training. Since the Unit (together with the rest of the Commission) was organised to function in a computer-assisted environment, the lack of computer skills proved problematic. However, on-the-job coaching and training and more formal training sessions improved computer skills levels dramatically.

23 As far as investigative skills were concerned, the Unit attempted to ensure that the more experienced investigators interacted with their less experienced colleagues, so that skills would develop through practice.

■ FUNCTIONS AND RESPONSIBILITIES

24 The Act envisaged the establishment of an investigation unit as one of four critical components of the Commission. It was, however, silent on the specific functions to be performed by the Unit and on its relationship to the three standing committees.

25 Chapter 6 of the Act established the legislative framework within which investigative activities of the Commission were to be carried out. This chapter defined the fact-finding process of the Commission and provided a useful starting point for examining the process the Commission would use to make its findings and recommendations.

26 The role and functions of the Investigation Unit were developed and refined during the first year of operation. Between March and August 1996, the Investigation Unit grew to a staff of approximately fifty people. In this period, its function was largely to service wave after wave of public hearings held by the Commission throughout the country.

27 Between September 1996 and February 1997, the Investigation Unit reformulated its approach and reorganised itself in keeping with the general recognition within the Commission of the need to focus resources not only on public hearings, but also on processing the large numbers of statements received. And again, once the amnesty application deadline date had passed and the extent of work in amnesty matters became apparent, the Investigation Unit adapted and organised itself to serve these new needs.