RESTRUCTURING SAPS - Dir Maggie Groenewald - WITH SPECIFIC EMPHASIS ON THE IMPACT OF
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RESTRUCTURING SAPS WITH SPECIFIC EMPHASIS ON THE IMPACT OF THE HR PLAN To ensure the effective, efficient and economic utilisation of all Human Resources in the SAPS in order to enhance Service Delivery Dir Maggie Groenewald
INTRODUCTION ¬ MAIN FOCUS OF THE HR PLAN: ¬ To institutionalize the shift from Personnel Administration to Human Resource Management approach; ¬ To ensure greater transparency and more accountability; ¬ Progressive movement of HR capacity to the operational levels to ensure delivery on strategic objectives. ¬ CHALLENGES ¬ Crime factors; ¬ Impact of HIV/AIDS – Service terminations; ¬ Need to enhance the development of HR capacity to ensure a competent workforce; ¬ More effective, efficient, economic utilisation of personnel to enhance Professional Service Delivery.
ESTABLISHMENT 2002 - 2005 ESTABLISHMENT GROWTH 160000 157560 150000 147560 140560 140000 131560 130000 120000 110000 100000 90000 80000 70000 60000 50000 40000 30000 20000 10000 0 2003/4 2005/6 2002/3 2004/5 ESTABLISHMENT
Allocation of personnel per financial year New 2002/2003 2003/2004 2004/2005 Total additions Entry level 7100 9550 8550 25200 Constables Civilians 8900 4010 2450 15360 Total 16000 13560 11000 40560
CONTENT ¬ Benefits of the HR Plan; ¬ Consultation process; ¬ Development process; ¬ Content of the HR Plan; ¬ Monitoring and evaluation; ¬ Linkage : Res. 7/2002 with HR planning process ¬ Implementation of Resolution 7/2002 ¬ Dispute mechanisms ¬ Finalisation of Res. 7/2002 ¬ Conclusion
BENEFITS : HR PLAN IN RESTRUCTURING PROCESS ¬ Framework to ensure the scientific distribution of HR capacity to strategic priorities; ¬ Ensure progressive movement of HR capacity towards ideal staffing and distribution profile; ¬ Enhance workforce capacity on operational levels ¬ Provide forecasting analysis ; ¬ Integration of Equity and HR Planning; ¬ Alignment of training interventions to ensure competent workforce;
CONSULTATION ¬ Designed and developed the HR Plan in consultation with all roleplayers to ensure a integrated approach; ¬ Effective implementation in the broader HR Management environment.
DEVELOPMENT FRAMEWORK ¬ Steps followed in the compilation of the HR Plan: – Capacity vs Strategic Objectives – Capacity vs the 5 Budgetary Programs – Capacity vs Organizational structures – Capacity vs Supply and Demand – Capacity vs Distribution Profile per generic functions – Capacity vs Levels – Capacity vs Health – Capacity vs Succession Planning – Capacity vs Skills – Capacity vs Performance
CONTENT OF THE HR PLAN : SECTION 1 ¬ STRATEGIC ORGRANISATIONAL ALIGNMENT ¬ Integration and Alignment of the HR Plan with: – Strategic Plan – Organisational Structures / Generic Functions – Medium Term Expenditure Framework
CONTENT OF THE HR PLAN : SECTION 2 ¬ HUMAN RESOURCE PLANNING FRAMEWORK 2002 – 2005 – Outlines the holistic approach and direction of the SAPS; – Introduce ideal ratio and distribution percentages per number and level of representation; – To ensure a progressive movement of human resources towards the ideal workforce profile.
CONTENT OF THE HR PLAN : SECTION 2 ¬ HUMAN RESOURCE PLANNING FRAMEWORK 2002 – 2005 – Majority of HR capacity will be distributed to operational levels and will account for 85% of the establishment; – To ensure the movement of personnel to the ideal distribution profile the following distribution percentages have been approved for 2002 – 2005(Aligned with the Establishment)
IDEAL HR DISTRIBUTION PROFILE (MACRO ENVIRONMENT) ONS 70% I AT ST / E A L AR CIA 7% OVIN PR , LISE AL, .I IA N C PEC ATIO AND S R E 15% E IV S OP CT NIT TE U DE F.S.L (1%) NAL Protection Services (1,7%) TIO NS 8% NA TIO National Logistics (0,8%) UNC F Other National Functions (4,5%) 100%
ALLOCATION PER BUDGETARY PROGRAMMES FOCUS AREA BUDGETARY PROG ALLOCATION ADMINISTRATION ADMINISTRATION 15% CRIME PREVENTION CRIME PREVENTION 60% OPER & RESPONSE PROTECTION & SECURITY DETECTIVE AND DETECTIVE & 25% INTELLIGENCE CRIME INTELLIGENCE 100%
CAPACITY versus SALARY LEVELS IDEAL STAFFING PROFILE (MACRO ENVIRONMENT) POST / SALARY LEVEL SUPPLY 13 – 16 SENIOR MANAGEMENT 0.5% CORE 9 – 12 MIDDLE MANAGEMENT 4% 8 JUNIOR MANAGEMENT 6.5% 1–7 M.T.E.F. PRODUCTION CORE 89% 100%
CONTENT OF THE HR PLAN : SECTION 2 ¬ Forecasting profiles included in the HR Plan : – Demand and Supply – Socio Economic Impact – HIV/AIDS – Succession Planning – Representation – Capacity vs Skills ¬ Proposals in section 2 : – Setting of ideal workforce profile to enhance the workforce capacity on operational levels to promote professional Service Delivery and distribution of personnel to meet strategic objectives
CONTENT OF THE HR PLAN : SECTION 3 ¬ HR Plan for each Financial year : – Human Resource Plan will be developed for each Financial Year benchmarked against the ideal distribution profile in section 2. – Reflects the Human Resource Supply/Demand/Gap analysis and allocation strategies to address personnel shortages for each financial year.
MONITORING AND EVALUATION ¬ Before each recruitment, appointment and promotion drives, current status of human resources will be determined and benchmarked against the set ideal staffing and distribution profiles, before implementation. ¬ Allocation figures in line with the ideal profiles will be submitted to Equity to determine the race and gender compilation to ensure alignment with equity ratio’s.
IMPLEMENTATION MECHANISMS ¬ Human Resource Information Report captured on Persap. ¬ Human Resource Plan captured on Intranet. Updating of the Human Resource Plan on a daily basis informing HR Plans of Provincial & Divisions. ¬ Development of Quattro Pro format, clustering generic functions under focus areas cross reference to utilization patterns. For capturing on Power stats/long term objective BI linked with crime. ¬ Alignment of the Performance Agreements of Provincial and Divisional Commissioners.
LINKAGE WITH RESOLUTION 7/2002 WITH THE HR PLANNING PROCESS ¬ The implementation of the resolution was preceded by consultation with the trade unions on the following: – Strategic plan – HR Plan – Organizational structure – Establishment ¬ Implementation of Resolution 7 in the SA Police Service was informed by the vision of the SA Police Service : – To create a safe and secure environment for all people in South Africa
LINKAGE WITH RESOLUTION 7/2002 WITH THE HR PLANNING PROCESS (continue) ¬ The approach of the implementation was to support the ethos and provisions of section 205(3) of the constitution and the SAPS Act namely: – To prevent crime – To combat crime – To investigate crime – To maintain public order – To protect and secure all citizens in South Africa and their property – To uphold and enforce the law
LINKAGE WITH RESOLUTION 7/2002 WITH THE HR PLANNING PROCESS (continue) ¬ Implementation was further guided by the National Crime Combating Strategy which sets out two important provisions that are captured in Resolution 7/2002: – To improve basic service to all communities – To address representivity in the SA Police Service ¬ The following principles informed the way forward: – Strengthening police capability and capacity to develop partnerships with communities in combating crimes against women and children.
LINKAGE WITH RESOLUTION 7/2002 WITH THE HR PLANNING PROCESS (continue) ¬ Deepening the transformation of the SAPS to improve service delivery and make it more responsive to the needs of the community. ¬ To improve the level of accountability in the structures of SAPS. ¬ Holistic approach to peace, stability and security in order to promote economic growth and development. ¬ Strengthen and deploy most of the human resources to station level. ¬ Address shortages at station and unit level.
LINKAGE WITH RESOLUTION 7/2002 WITH THE HR PLANNING PROCESS (continue) ¬ Cut tail to teeth ratios, shift capacity from provincial and area level to unit and station level. ¬ Function purification to release more functionally qualified office bound members for operational duties. ¬ Fostering integrated approach within the CJ cluster via the IDTT. ¬ Enhancing service delivery by acquiring skills and technology application (AFIS).
IMPLEMENTATION : RESOLUTION 7/2002 ¬ The following gains will flow from implementation of Resolution 7: – Building capacity at station level – Addressing shortages – Seriously addressing representivity in specific units – Cross pollination of skills – Define key competencies required, skills and training needs – Address inefficiencies and in competencies in performance especially at Management level – Distribute human resources to meet operational requirements – Improving service delivery
IMPLEMENTATION (Cont.) ¬ Establishment of committees: – Departmental Task Team (DTT) – National Matching and Placement Committee (NMPC) – Provincial/Divisional/Area/Component Matching and Placement Committee – Provincial/Divisional Monitoring Committee
IMPLEMENTATION (Cont.) ¬ Phase 1 : – Pro forma Skills Inventories completed by all employees – Provincial /Divisional Commissioners placed
IMPLEMENTATION (Cont.) ¬SMS employees placed by NATCOM Committee: – Total of 538 employees in the SMS echelon – 451 employees placed in their current posts – 81 employees redeployed – 6 employees declared in excess • 5 severance packages approved • 1 employee in excess
IMPLEMENTATION (Cont.) 600 538 500 451 400 300 200 81 100 6 5 1 0 Total SMS SMS Placed SMS SMS Severance SMS In Redeployed declared In package Excess Excess approved Total SMS Placed SMS Redeployed SMS In Excess Severance package approved
IMPLEMENTATION (Cont.) LEVEL 1-12 PLACEMENTS – Placements done at Area/Component levels – Forwarded to Provincial/Divisional level. – Total amount of employees not placed : 201 – National interventions were undertake resulting in the down management of 201 employees not placed : 48 – Physical redeployments: Provinces : 2313 National : 16 ------- Total 2329 Cost involved : ±R50,350m
IMPLEMENTATION (Cont.) ¬ Phase 2 : – Placement of unplaced employees continues to be considered by National Matching and Placement Committee (cross provincial/divisional placements). – List of vacancies on excess employees has been submit to IDTT/DPSA
DISPUTE MECHANISMS ¬ Employees considered for redeployment: given opportunity to make representations. ¬ Employees not satisfied with final placement : - Lodge dispute simultaneously with matching and placement committee and monitoring committees Committees consider disputes. - Outcome not satisfactory: Lodge dispute with DTT. - Unsuccessful: Lodge dispute with IDTT. - Not settled: Conciliation / arbitration through SSSBC/PSCBC.
DISPUTE MECHANISMS (cont) ¬ Representations received: 3922 (as at 30/4) ¬ Disputes received: 1402 (as at 30/5) ¬ Disputes resolved: ±550 ¬ Disputes unresolved/in process: 852 ¬ Disputes referred to DTT (as at 23/6) : 204
FINALIZATION OF RESOLUTION 7 OF 2002 ¬ Major part of the process was finalized by end of 30 June 2003. ¬ Vast majority of employees will be accommodated in Department. ¬ Financial expenditure: In process of negotiations with treasury. ¬ Once workforce redeployment commences it will engender a positive mindset. Period July to September 2003 implementation of physical redeployment to be effected.
CONCLUSION ¬ There is nothing more difficult to carry out or more doubtful or more challenging to manage than to introduce a new order of doing things. ¬ The development and the implementation of the first HR Plan for SAPS and the successful implementation of Resolution 7 of 2002, in a large Department like the SA Police Service was not only difficult and or challenging. ¬ It introduced a new order of doing things that will result in the enhancement of professional service delivery and will create a safe and secure South Africa for all.
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