RESTRUCTURING SAPS - Dir Maggie Groenewald - WITH SPECIFIC EMPHASIS ON THE IMPACT OF

 
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.
You can also read