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

This article discusses the implementation of Resolution 7/2002 in the South African Police Service (SAPS) and its impact on creating a safe and secure environment for all people in South Africa. It highlights the strategic principles, enabling mechanisms, and outcomes of the implementation process.

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

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  1. 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

  3. 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

  4. 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

  5. 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.

  6. 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).

  7. 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.

  8. 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.

  9. 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.

  10. 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.

  11. 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.

  12. 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.

  13. 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.

  14. 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.

  15. PHYSICAL RELOCATION PER PROVINCE Total : 2015 Cost : R25,000 pp Total : R50,3m

  16. 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.

  17. RESOLUTION 7 DISPUTES LODGED WITH SSSBC BY 19 DECEMBER 2003PROVINCES

  18. 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.

  19. 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.

  20. 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

  21. 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.

  22. 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

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