Presented by Mr Bernet Chokoe

09th International SPMA Conference

26-27 October 2016, University of Pretoria

Introduction

Constitutional and Legislative Framework

Background information

Organisational Development

Reasons for change in 2014

Reasons for change in 2015

Division Inspectorate before

The establishment of the entity: Management Intervention (MI)

Impact of restructuring

Conclusion

The South African Police Service (SAPS) is legally and duty-boundby Chapter 11 of the Constitution of South Africa, 1996, to providea professional service to the inhabitants of South Africa.

Its core function are to prevent, combat and investigate crime,maintain public order, to protect and secure the inhabitants of theRepublic and their property, and to uphold and enforce the law.

The SAPS requires a capable and effective human resource toimplement the National Development Plan (NDP), 2030.

According to NDP, the SAPS have to ensure that everyone in SouthAfrica is safe and feel safe.

To be able to achieve the above, the SAPS need to be well-resourced, professional, staffed by highly skilled officers who valuetheir work and serve the community with pride.

Chapter 10, Section 195(1) (b) of the Constitution, 1996, the SAPSis required to promote the efficient, effective and economic use ofresources.

Section 38(1) (B) and 45(B) of the Public Financial ManagementAct, 1999 requires among other things that “the accounting officerand each official” in the SAPS use financial and other resources ofthe SAPS in an effective, efficient, economical and transparentmanner.

Section 11 of the SAPS Act (Act 68 of 1995) stipulates that theNational Commissioner is responsible to:

Determine the fixed establishment of the SAPS and the number andgrading of posts,

Determine the distribution of the numerical strength of the SAPSand Organise or reorganise the Service at national level into variouscomponents, unit or groups.

Regulation 20(2) of SAPS Employment Regulations, 2008 prescribes that the

National Commissioner must:

Determine the organisational structure of the Service in terms of its core and

support functions, and

Define the posts necessary to perform the relevant functions while remaining

within the current budget and medium-term expenditure framework of the

Service, and the posts so defined, constitute the fixed establishment of the

Service.

National Instruction 7 of 2015 Organisational Development

Standing Order (General) 6,

Standing Order (General) 101

Standing Order (General) 225

The South African Police Service as one of the key stakeholders in the security cluster in South Africa have undergone many structural changes in the past twenty years.

In 2010, Bheki Cele introduced the new rank structures and the COO post was established at the level of DNC.

There were five deputy national commissioners: operational services, crime detection, physical resource management, human resource management and a chief operations officer.

In 2014 the Chief Operations Officer post was abolished and the number of deputy national police commissioners reduced to three by various mergers: policing, resource management and corporate services.

In 2015, Acting National Commissioner made a structural changesat management level, there are five DNC,s for Policing, CrimeDetection, HRM, Asset & Legal Management, and ManagementIntervention.

These was the third restructuring in five years from 2010, underthen National Police Commissioner Bheki Cele, and the 2014changes introduced by Phiyega.

The paper provides a synopsis of the changes that impact on thefunctions of the organisation with specific reference to the entity:Management Intervention.

Data is collected and analysed from the literature reviews which

comprise books, paper, articles, and official documentation of the

SAPS, white papers and acts.

Organisation development (OD) is a component reportingdirectly to the National Commissioner.

Organisation development (OD) is the study of successfulorganisational change and performance.

OD focus on aligning organisations with their rapidly changingand complex environments through organisational learning,knowledge management and transformation of organisationalnorms and values.

Restructuring: significant modification made to the operationsand structure of a institution.

Organisational design also known as organisational structurerefers to the formal arrangement of positions into work units ordepartments and their interrelationship within a business.

Restructuring is based on revised SAPS draft MTEF strategy 2015-2019.

Restructuring police services to increase effectiveness in providing safe communities

Current SAPS structure top heavy reconfirmation by DPSA.

Reducing silo structural arrangements and bolstering integration of functions

Streamlining National, Provincial and Local roles and responsibilities in managing the SAPS

Enhancing localised operational leadership

The restructuring was based on the revised SAPS Draft Medium Term Expenditure Framework (MTEF) strategy 2015 - 2019.

Structure was “too expensive Split policing (into two divisions) Split merged divisions by removing crime intelligence from

direct accountability to the national commissioner Establishing a new management intervention structure to

deal with problems at provincial and station levels. Establishment of the Back to Basics Approach to Policing Streamline the work of the police so that they can have

maximum impact, especially in core operational responsibilities such as policing and crime detection.

The Division: Inspectorate was under the command and control of the Divisional Commissioner who was responsible for the effective and efficient management of the Division, subject to the command and control of the National Commissioner.

The Inspectorate was mandated to perform inspections and evaluations, report deficiencies, and provide suitable recommendations and remedial actions to the National Commissioner or any person within the South African Police Service.

The mandate was executed in terms of the Standing Order (General) 6, as derived from the authority vested in the National Commissioner in terms of Section 11 of the SAPS Act, 1995 (Act No. 68 of 1995)

MI is led by the DNC

It consist of three Regional Commissioners (RC) and

Executive Head of Research and all are Lieutenant Generals.

Each RC is managing 3 provinces

Each province have a Deputy Provincial Commissioner for MI

The purpose of MI is to ensure the professional knowledge based management of policing interventions towards achieving the outcomes and impact of the constitutional objectives of the SAPS in support of creating an environment where all people in South Africa are and feel safe.

The services of MI amongst other things include:

Management of Interventions in the SAPS.

Management of complaints against the police.

Research and development in the SAPS.

Changes of leadership within a short period of time

Expert capacity

Employees of PSA appointed to posts of the SAPS Act

Lack of transparency

Financial implications

The success of any organisation depends on the quality

of human resource.

This presentation conceptualised OD and restructuring.

The reasons for structural change has been highlighted.

.

Thank you