IMPLEMENTATION OF PSCBC RESOLUTION 72002 IN THE SA POLICE SERVICE

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IMPLEMENTATION OF PSCBC RESOLUTION
7/2002 IN THE SA POLICE SERVICE
2
background

• 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

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Background (Cont)

• The approach of the implementation was to support
  the ethos and provisions of section 205(3) of the
  SAPS Act and the strategic principles of the SA
  Police Service
• To prevent crime
• To combat crime
• To investigate crime
• To maintain public order
• To protect and secure the inhabitants of the
  Republic and their property
• To uphold and enforce the law

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Background (Cont)

• 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

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Background (Cont)

• The following principles informed the way
  forward
• Strengthening police capability and capacity to
  develop partnerships with communities in
  combating crimes against women and children.
• 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.

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Background (Cont)

• Strengthen and deploy most of the human resources
  to station level.
• Addressed shortages at station and unit level.
• Cut tail to teeth ratios, shifted 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).

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INTRODUCTION

• Resolution 7/2002 was signed by the majority of
  parties on 13 June 2002.
• Minister for Safety and Security promulgated an
  amendment to the SA Police Service Employment
  Regulations in order to give effect to the
  transformation and restructuring of the SA Police
  Service on 14 June 2002.

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INTRODUCTION (Cont)

• Resolution 7 and the said Regulations provided
  for a twelve month period in which to complete
  the restructuring process. Resolution 7 provided
  for a three month extension if the processes are
  not completed within the 12 month period.

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IMPLEMENTATION Preparatory Steps

• SAPS developed a strategic plan, an
  organizational structure, post structure, human
  resource plan as well as an implementation plan.
• The Strategic Plan, HR Plan and Implementation
  Plan were developed through meaningful
  consultation with organised labour.

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IMPLEMENTATION (Cont)Enabling Mechanisms

• A Departmental Task Team (DTT) was formed,
  comprising of 7 employer representatives and 7
  union representatives. This body had to oversee
  the implementation process.
• Due to the high number of employees that had to
  be matched and placed, it was decided to have
  matching and placement committees at both area
  and provincial level, with a national matching
  and placement committee at Head Office to deal
  with national issues.
• Monitoring committees (comprising of both
  management and labour) were created at provincial
  and divisional level. These bodies were an
  extension of the DTT.

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IMPLEMENTATION (Cont)

• All employees had to complete a pro forma skills
  inventory.
• Matching and placement were based on the skills
  inventory as well as the needs of the
  organisation and representivity in the various
  units / components of SAPS.
• SMS employees were matched and placed by a
  committee under the chairmanship of the National
  Commissioner.

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IMPLEMENTATION (Cont)

• Employees on levels 1 12 were matched and
  placed in the various provinces/divisions. In
  those instances where employees could not be
  matched and placed in their respective
  provinces/divisions, the National Matching and
  Placement Committee placed employees across
  provinces/divisions.

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OUTCOME

• In total a number of 131 434 employees were
  matched and placed.
• 6 employees in the SMS were declared in excess
• - 5 employees applied for the severance package
  and exit the organisation
• - 1 excess SMS employee left in the Service.
• No excess employees on levels 1 12. All
  employees accommodated on the fixed
  establishment.

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PLACEMENTS

• Approximately 90 of all employees were matched
  and placed in their pre-Resolution 7 posts.
• Approximately 12 500 employees were re-deployed
  to other posts but it did not entail a physical
  relocation.
• Approximately 2000 employees were redeployed and
  it also entailed a physical relocation.

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PHYSICAL RELOCATION PER PROVINCE
Total 2015 Cost R25,000 pp Total R50,3m
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DISPUTES

• A total of 1693 disputes were lodged in SAPS.
  Divisional/Provincial committees were able to
  resolve 1229 of the disputes. A total of 464
  disputes were referred to a national panel.
  Another 30 disputes were resolved at this level.
• A total of 227 disputes were lodged with the
  Safety and Security Sectoral Bargaining Council
  (SSSBC) for conciliation/arbitration.
• SAPU has declared a dispute with regard to the
  implementation/administration of the dispute
  process. Once this dispute is resolved the
  individual disputes will be placed for
  adjudication.

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RESOLUTION 7 DISPUTES LODGED WITH SSSBC
BY 19 DECEMBER 2003PROVINCES
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CHALLENGES Media Campaign

• An intense media campaign was launched against
  the SAPS in the height of the implementation
  process. It is suspected that a few individuals
  have fuelled the campaign in order to personally
  gain from the process.
• A communication strategy was developed and
  all employees were appraised of the position.
  National directives articles in the SAPS Journal
  as well as flyers in the salary advices were
  utilised to this end.

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CHALLENGES (Cont) ORGANISED LABOUR

• The two admitted unions in SAPS, namely
  Popcru and SAPU had divergent views on the
  implementation of the Resolution in SAPS. Popcru
  was of the view that Resolution 7 provides an
  opportunity to address representivity on a large
  scale and to declare employees in excess who do
  not conform with the representivity demands.
  SAPU on the other hand had an approach of
  maintaining the status quo to a large degree.
• This phenomenon created a fair amount of tension
  as the Department had to implement the Resolution
  whilst the social partners had divergent views on
  the matter.

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CHALLENGES (Cont) SOLIDARITY

• The trade union Solidarity launched an interdict
  against the DPSA to have a moratorium placed on
  the implementation of the Resolution in the
  public service
• The case has not yet been heard as Solidarity has
  asked for a postponement

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CHALLENGES (Cont) COURT INTERDICT LODGED BY SAPU

• SAPS issued an instruction that all employees
  must take up their posts by no later than 31
  December 2003. The rationale for the instruction
  was based on service delivery needs. SAPU
  brought an urgent interdict in the Labour Court
  to have the instruction set aside. The Labour
  Court dismissed the application with costs.

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CONCLUSION

• SAPS implemented the Resolution within the
  specified time-frames (between June 2002
  September 2003). The only outstanding matter is
  the resolution of disputes.
• It is believed that SAPS is geared towards
  improved service delivery after the
  implementation of Resolution 7 as resources are
  now not only more equally distributed but also in
  accordance with the demographics of the people
  that SAPS serves.
• Thank you