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Action Learning Programme

Action learning: Project Khaedu team Cyril Monyela; Clement Madale; Violet Mahlangu; M.E Lamola; Avharrei Maphiri . Action Learning Programme. Project Khaedu SAPS Thohoyandou - preliminary findings. 7 April 2006. Key message and Executive Summary.

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Action Learning Programme

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  1. Action learning: Project Khaedu teamCyril Monyela; Clement Madale; Violet Mahlangu; M.ELamola; Avharrei Maphiri Action Learning Programme Project Khaedu SAPS Thohoyandou - preliminary findings 7 April 2006

  2. Key message and Executive Summary Thohoyandou is a large, well managed police system with high relative staff morale (except detectives), a declining crime rate, good docket management and evidence of good overall discipline and cleanliness. However, the station suffers from the legacy of SAPS structures and resource misallocation with a very top heavy structure and resources allocated to largely ‘service’ functions and not crime fighting. This is reflected in the views of the citizens interviewed. The station must also work to change the strong perception of endemic corruption. With better allocation of resources, more use of civilians and better delegation of authority the station could improve further on both its actual performance and perceived capability amongst the pubic

  3. Overall uniformed staff morale is high… Very Good Poor

  4. …with low levels of absenteeism for sick, and staff taking an average of of 12 days leave instead of 22 Percentage of working days lost

  5. But the detectives are less happy Very Good Poor

  6. Which possibly explains the relatively high vacancy rate “Compared to the CSC people we have to work unholy hours for the same pay” “Top management are not interested in our needs”

  7. Overall crime rates have declined or are stable in 7 key categories

  8. Docket management appears well in control compared to a similar Presidential station Average dockets open per detective on force

  9. Good discipline and cleanliness evidenced at Thohoyandou… • Smartly uniformed staff • Daily parades • Clean grounds and offices • Signage is excellent • Very good use of a separate structure for certification function outside of the main station – a best practice

  10. Good signage and use of separate certification structure..

  11. ..but this deteriorates at the satellite and sector level

  12. ..where offices are cramped and signage poor

  13. Complications However, the station suffers from the legacy of SAPS structures and resource misallocation with a very top heavy structure and resources allocated to largely ‘service’ functions and not crime fighting. This is reflected in the views of the citizens interviewed. The station must also work to change the strong perception of endemic corruption.

  14. The Thohoyandou station suffers from a bad case of the overall SAPS staffing legacy – too many generals not enough soldiers… • Director • Senior Superintendent • Superintendent • Middle Management • Inspectors • Sergeants • Constables 1 3 10 26 271 2 2

  15. …Versus a typical international police structure • Director • Senior Management • Middle Management • Inspectors • Sergeants • Constables 1 5 17 45 75 150

  16. Only 132 out of 349 staff are engaged in visible/response policing, many are tied to Community Service Centers and satellites… Staff Assigned

  17. …particularly as they have no allocated vehicles Vehicles

  18. Use of civilians in essentially clerical roles is very limited – Overall… Staff

  19. …but particularly in areas such as Community Service Centers Staff

  20. Customers are unhappy with response times, professionalism and ability to solve crimes but are happy with access and general skills Very Good Poor

  21. However, SAPS Thohoyandou is battling with a strong perception of corruption Percentage of respondents ‘Are SAPS in Thohoyandou corrupt Yes/No’

  22. Suggestions With better allocation of resources, more use of civilians and better delegation of authority the station could improve further on both its actual performance and perceived capability amongst the pubic

  23. Suggested Actions • Employ more civilian staff in the CSCs – one per satellite and 2-3 per shift at Thohoyandou • This should free up 30-45 extra officers for more aggressive foot patrolling in the town, townships and village. • Improve the service conditions of detectives, particularly relative to equivalent uniformed staff – consider creation of a ‘detectives club’ and improve overall communications with top management • Require all uniformed staff – of any rank or function – to conduct periodic foot and vehicle patrols • Steadily address the imbalance in ranks to increase the number of constables • Develop an anticorruption ‘integrity programme’ to ensure that the perception is not a reality • Develop a more aggressive communications campaign to show citizens the relative success in crime reduction • Delegate larger budget components to the Station management to provide greater flexibility in use of resources

  24. THANK YOU

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