Briefing by the South African Police Service to the

Portfolio Committee on Police

Restructuring of the South African Police Service

19 SEPTEMBER 2013

Agenda

Introduction

Reasons for change

Regulatory framework

Current SAPS Structure

New Structure

Looking Ahead

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• Constitution and the flux of social change in the past two decades have changed the SA picture significantly

• There is escalation in the volume and seriousness of crime and corresponding population growth

• There are growing threats to public order.

• The police problems have gone on multiplying

• The force has expanded considerably to handle a wide variety of situations.

• Enlarged duties, responsibilities and objectives have been assigned to the police

• We expect the police to become a more effective and efficient service than it has been so far.

• It is in this background that we continue to examine the need for re-appraisal of the policing needs and restructuring of the existing system

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• 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

• Reputational and integrity management as future SAPS philosophy.

• Responding to the articulated internal sentiment of a service that is “restructuring fatigued”

• Gaining competitive advantage through people

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• Section 195(1) of the Constitution of the RSA requires the SAPS to promote the efficient, effective and economic use of resources.

• Section 38(1) (B) and 45(B) of the PFMA requires among other things that “The Accounting Officer and each official” in the SAPS use financial and other resources of the SAPS in an effective, efficient, economical and transparent manner.

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

– determine the fixed establishment of the SAPS and the number and grading of posts,

– determine the distribution of the numerical strength of the SAPS and

– organise or reorganise the Service at national level into various components, unit or groups.

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• SAPS Employment Regulations, 2008

– Regulation 20(2) prescribes that the National Commissioner must:

• determine the Organizational structure of the Service in terms of its core and support functions.

• 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.

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• EXECUTIVE LEVEL

– National Commissioner

– 5 DNC’s : to be rationalized.

– 1 DNC Directorate for Priority Crime Investigations (HAWKS)

– Executive Legal Officer

– Merged Crime Intelligence and Protection Services

• 13 Divisional Commissioners

• 9 Provincial Commissioners

• 54 Deputy Provincial Commissioners ( 6 per Province)

• 176 Cluster Commanders

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NATIONAL COMMISSIONER

POLICING PHYSICAL RESOURCE MANAGEMENT

CORPORATE SERVICES

PROVINCES

Office of the Natcom • Presidential

Protection Services • Crime Intelligence • Corporate

Communication • Internal Audit • SAPS Education Trust • SAPS Research

Institute

Operational Services • Visible Policing • Operational Response

Services • Inspectorate • Detective Services • Forensic Services

• Protection and

Security Services Directorate for Priority Crime Investigation

Finance, Procurement & Technology Service • Finance and

Administration Services

• Supply Chain

Management

• Technology Management Services

• Facilities Management

and Operational Infrastructure

Support Services • Human Resource

Management • Human Resource

Development • Strategy, Research &

M&E • Auxiliary Services • Integrity Management • Legal Services

Regional Policing • Western Cape • Northern Cape • Eastern Cape • North West • Mpumalanga • KwaZulu- Natal • Free State • Gauteng • Limpopo

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Operationally aligned functions are vertically integrated for

better and efficient operational coordination and output

Crime intelligence to be separated from Protection Services

and Security & opportunity to fill vacated areas

Development of new functions to respond to respond to

emerging service trends and demands

REDUCTION

INTERGRATION

INNOVATION

RENEWAL

Deputy National Commissioners are reduced by 50% from 6 to 3

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• Deputy National Commissioners reduced from 6 to 3 • Establish Research Institute • Crime Intelligence and Protection Services now separated as two

divisions. • Executive managers not yet placed are consulted for suitable

placement. • New Divisions/Establishments;

– Strategy, Research and M&E – Facility Management – Research Institute

• Vacated Posts: – Human Resource Development

– Financial Management

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• Provincial alignment – Structures at the top

– Functional purification

– Unbundling roles and responsibilities

• Other Work in Progress structures – Integrity Unit – focusing on internal corruption and other related

malpractices

– Re-determination Clusters: Roles and Responsibilities

– Improving Front line Service Delivery at Police stations

– Appointment of Deputy Station Commander

– Redefined Roles and responsibilities of Clusters and Station commanders

– Spatial analysis on Police Service points: GIS Access

– Develop(Review) Cluster management tool and Mandate.

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• STREAMLINE HEAD OFFICE STRUCTURES

– Refine delegations and co-operative governance

– Emphasise committee structures

• Vertically and horizontal integrated service offerings with better output synergies

• PROVINCIAL IMPACT

– Redeployment of resources to clusters and stations where possible

– Implement principles of Fixed establishment

THANK YOU

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