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 GroenewaldINTRODUCTION ¬ 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
ESTABLISHMENTAllocation 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 PerformanceCONTENT 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 FrameworkCONTENT 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 objectivesCONTENT 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 AfricaLINKAGE 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 lawLINKAGE 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 deliveryIMPLEMENTATION (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 CommitteeIMPLEMENTATION (Cont.)
¬ Phase 1 :
– Pro forma Skills Inventories completed by all
employees
– Provincial /Divisional Commissioners placedIMPLEMENTATION (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 excessIMPLEMENTATION (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 approvedIMPLEMENTATION (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 : ±R50,350mIMPLEMENTATION (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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