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Briefing to the Portfolio Committee:
Panel of Experts and Transformation Task Team
SOUTH AFRICAN POLICE SERVICE
2
Table of Content
Back-to-Basics approach
Public Order Police - Progress.
Demilitarisation of the South African Police Service;
Professionalisation of the South African Police Service (SAPS);
Recruitment &Selection;
Human Resource Development;
Employee Health & Wellness;
Promoting Ethical Conduct & Integrity;
Discipline & Consequence Management;
Performance Management & Accountability.
1Implementation of the Back-to-
Basics Approach
SAPS Act
Constitution
[S 195]
4
What Informs the SAPS’s Strategic
Direction?
Constitution
[S 205(3)]
JCPS
Cluster
MTSF
NDP
SAPS Strategic Direction: Back-to-
Basics
Ministerial
Priorities
Legislative
Framework
Policy
Framework
Collaborative, consultative approach
to policing
Targeted, informed deployment
of resources
Crime intelligence in support of
proactive & reactive policing
Efficient utilisation of resources in
support of the investigation of crime
Thorough & responsive investigation
of every crime
Enhanced Police VisibilityUn
co
mp
rom
ising
co
mp
lian
ce w
ith th
e
fun
dam
en
tal p
rincip
les o
f po
licin
g
Tra
nsfo
rmatio
n o
f SA
PS
, inclu
din
g
dem
ilitarisa
tion
, pro
fessio
nalism
,
inte
grity
, &d
iscip
line
Back-to-Basics Approach Summarised
The Acting National Commissioner & Senior Management of the SAPS identified the
need for the introduction of a “Back to Basics” approach to policing. This approach
focuses on every member of SAPS reverting to the established regulatory framework, or
simply put, “doing right things right, every time”.
ALL P
EO
PLE A
RE &
FEEL S
AFE
Red
uced
levels o
f serio
us c
rime, in
cre
ase
d
dete
ctio
n ra
te, im
pro
ved
perc
ep
tion
s of sa
fety
Back to
Basics
Approach
Cu
lture
of p
erfo
rman
ce m
an
ag
em
en
t &
acco
un
tab
ility
5
6
Back-to-Basics Approach Contextualised
SAPS Strategic Direction
9 B
ack
to
Basi
cs
Pri
ori
ties
Thorough & responsive investigation of
every crime
Efficient utilisation of resources in
support of the investigation of crime
Enhanced Police visibility
Crime intelligence in support of
proactive & reactive intelligence
Targeted, informed deployment of
resources
Collaborative, consultative approach to
policing
Public acknowledgement of an increased physical
presence of the SAPS, including personnel, vehicles &
infrastructure.
Effective & efficient application of the case docket
management process in respect of every reported
crime & regular feedback to complainants.
All available investigative aids & resources optimally
utilised in the investigation of crime.
Actionable crime intelligence used proactively &
reactively in the prevention & investigation of crime.
All operational resources deployed in accordance with
proper crime analyses & / or crime intelligence,
targeting vulnerable areas.
Systematic & comprehensive involvement of all
relevant stakeholders in all aspects of policing.
Transformation of SAPS
(Professionalization, Demilitarisation,
Integrity & Discipline)
Uncompromising compliance with the
fundamental principles of policing
Culture of performance management &
accountability
Public perceptions indicate that the SAPS & its
personnel are professional & accountable.
Adherence to the rules that govern the (organisational
control framework) “Doing the right things right, every
time”.
Linking actual performance to planned performance &
ensuring corrective action where required.
2Public Order Policing -
Progress
8
A work study was commissioned on 4 February 2013 to investigate the
enhancement of the Public Order Policing capacity. The report suggests, among
various other aspects, an enhancement of the capacity by means of:
Enhancing the National structure of Public Order Policing within the Division
Operational Response Services (ORS);
Establishing of Public Order Policing Mobile Units;
Enhancing the existing Public Order Policing Units;
Re-establishing of dormant Public Order Policing;
Establishing of additional Public Order Policing Units;
Establishing of dedicated Investigating Officers;
Establishing of dedicated Information Gatherers;
Establishing of dedicated Legal Officers; &
Establishing of dedicated DPCI Investigators.
Background
9
Vision:
Towards creating a demilitarised, professional and well-resourced Public Order Policing capacity
within the South African Police Service capable of addressing the 21st Century Policing demands.
Strategic Approach:
Vision and Strategic Approach
10
The current Public Order Policing strength as of July 2017 is 5343.
A total of 1258 posts were granted and filled during the 2016/2017 financial year:
In terms of the 2017/2018 financial year, an additional 905 posts will be ring-fenced
towards this environment.
Pillar 1: Re-capacitation
Lateral
Advertisements
New Trainees Video Operators Re-enlistments PSA Entry Level
610 580 48 18 2
Of the 580 new trainees, 185 represents the Military Skills Development Services (MSDS)
11
Pillar 2: Skills Development (1)
The following training programmes are available for Public Order Policing
(POPs) & are continuously offered to all POP Unit members, Visible
Policing members & Metropolitan Police Service members, based on
the identified need, which is determined annually:
- Crowd Management for Platoon Members (Basic).
- Crowd Management for Platoon Commanders.
- Crowd Management Refresher Course (Periodically).
- Dangerous Weapons Act 15 of 2013.
- First Line Operational Manager Course.
12
Pillar 2: Skills Development (2)
- RG-12 Nyala Operators Course.
- 40mm Grenade Launcher Course.
- Water Canon Operator Course.
- First Responder To Crowd Gathering Workshop (SAPS Visible Policing members &
Metropolitan Police members).
- Operational Commanders Training (Commanders & Planners).
- First Aid: levels 1-3.
- Video Operator’s Course.
- Information Management & Analysis Course.
13
Pillar 2: Public Order Policing Training
Reviewed
The following Public Order Policing-related training programmes have
being reviewed in order to address identified operational challenges:
- Crowd Management for Platoon Commanders: To address Command & Control
issues.
- GR-12 Nyala Operators Course: To increase capacity for specialised driving skills
of hard top vehicles.
- POP’s Operational Commanders Training: To align training modules to current &
ever changing public disorder situation.
- Crowd Conflict Management: To emphasise tactical negotiating skills during
Public Disorder situations.
14
Pillar 2: Public Order Police Training
Presented during 2016/2017 (1)
Course Description
Breakdown of Members Trained per Province
EC FS GP KZN LIM MP NC NW WC HO Total
Crowd Management for
Platoon Commanders1 1 3 1 1 1 2 3 13
Crowd Management for
Platoon Members LP Review1213 192 1321 1210 542 483 698 127 1879 354 8 019
Crowd Management
Refresher Course103 111 19 124 357
Operational Commanders
Training2 2 2 2 2 2 2 6 2 2 24
Crowd Conflict
Management Pilot
Programme
2 2 3 1 2 1 2 2 2 2 19
Operational Planning &
Data Capturing8 20 28
First Responder to Crowd
Gathering Workshop209 319 103 71 982 42 44 1 770
Dangerous Weapons Act 15
Of 2013229 102 1 929 80 842 245 220 46 41 2 735
15
Pillar 2: Public Order Police Training
Presented during 2016/2017 (2)
Course Description
Breakdown of Members Trained per Province
EC FS GP KZN LIM MP NC NW WC HO Total
First Aid Level I - 44 - - - - - - - - 44
First Aid Level I & II 22 12 32 18 29 3 54 2 4 334 510
First Aid Level III 21 12 4 19 29 3 15 2 4 282 391
Rg-12 Nyala Operators Course - - 31 6 - 2 12 - - 1 52
Video Operators Course 1 4 4 2 12 1 1 21 2 4 52
Maintenance Shooting: Handgun 597 501 541 925 426 140 228 397 348 354 4 457
Maintenance Shooting: Riffle 597 501 541 925 426 140 208 397 348 354 4 437
Maintenance Shooting: Shotgun 597 501 541 925 426 140 207 397 348 354 4 436
16
Pillar 2: Public Order Police Training Planned
for 2017/2018
Course DescriptionMembers to be
Trained
Crowd Management for Platoon Members LP Review 300
Crowd Management For Platoon Commanders 24
40mm Grenade Launcher 90
Water Canon Operators 30
First Aid Levels I & II 270
Crowd Management Refresher 900
First Responder To Crowd Gathering Workshop 1 048
Dangerous Weapons Act 15 Of 2013 1 177
Crowd Management For Platoon Members Learning Programme
Review (New)50
Total 3 899
17
Pillar 3: Resources (1)
Item Description Total Unit Cost Total Cost
Nyalas: 2nd Generation 25 R 3,000,000 R 75,000,000
Prisoner Truck 14 R 370,438 R 5,186,132
Mini Bus 137 R 385,776R 22,801,455
Sedans 33 R 243,996
Blue light, siren / PA 209 R 11,220 R 2,344,980
Fire extinguisher (vehicle) 170 R 207 R 35,190
Fire extinguisher (armoured 9kg) 39 R 445 R 17,355
Medical kit (vehicle) 209 R 275 R 57,475
Vehicle marking 209 R 4,250 R 888,250
Spotlights 360 R 590 R 212,400
Telescopic lights 9 R 1,700 R 15,300
Arm (5078-60=5018 from 16/17) 5 528 R 430 R 2,377,040
18
Pillar 3: Resources (2)
Item Description Total Unit Cost Total Cost
Leg (5078-60=5018 from 16/17) 5 528 R 690 R 3,814,320
Body (5078-60=5018 from 16/17) 5 528 R 2,310 R 12,769,680
Overall (5078 from 16/17) 5 588 R 1,678 R 9,377,111
Gloves (5078-576=4502 from 16/17) 5 012 R 335 R 1,679,020
Helmet 2 143 R 2,465 R 5,281,552
Gas Mask (4535-246=4289 from 16/17) 5 342 R 1,000 R 5,342,000
Filters (4535-1349=3186 from 16/17) 4 239 R 300 R 1,271,700
Holsters 5 588 R 805 R 4,498,340
Pepper spray 510 R 175 R 89,250
2 Way Radios - Complete 137 R 8,355 R 1,144,576
Trailers
13 R 15,600 R 202,801
19
Pillar 3: Resources (3)
Item Description Total Unit Cost Total Cost
Wire trailers (3 roll) 45 R 313,600 R 14,112,000
Wire trailers (6 roll) 30 R 390,000 R 11,700,000
Speed fencing (2.4m/1.7m) (1km to C/T;
1km to Durban & 500m to F/S) 640 R 357 R 228,787
Hooks - Wire trailers 896 R 360 R 322,560
Gloves - Leather trailers 871 R 200 R 174,200
JOC’s 9 R 1,800,000 R 16,200,000
Water Canon Vehicle 6 R 5,800,000 R 34,800,000
Chemicals Dye (blue) (drum -25l) 36 R 20,378 R 733,590
Chemicals Dye (Red) (drum -25l) 36 R 20,378 R 733,590
Chemicals Foam(drum -25l) 36 R 912 R 32,832
Chemicals Pepper/CS(drum -25l) 36 R 11,400 R 410,400
20
Pillar 3: Resources (4)
Item Description Total Unit Cost Total Cost
Megaphones 10 R 3,158 R 31,578
LRAD 100 X 3 R 126,654 R 379,962
LRAD 500 X 5 R 445,694 R 2,228,470
Prof HQ Video Cam 89 R 55,000 R 4,895,000
Memory sticks 400 R 96 R 38,304
Generator- Unit (6.5kVA) 28 R 16,800 R 470,400
Medical kit (OHS) 192 R 325 R 62,400
Total: R 241,960,000
21
CSIR- to improve Crowd Management capability for Public Order Policing
with emphasis on:
Communication capability
Crowd control capability
Personnel mobility capability
Research:
Radio – Helmet hearing piece
Less than lethal traceable rounds
Personnel carrier
Pillar 4: Modernisation
2Demilitarisation of the SAPS
23
Demilitarisation of the SAPS (1)
The National Development Plan: “Demilitarise the police. The police should be selected &
trained to be professional & impartial, responsive to community needs, competent & inspire
confidence.”
The SAPS has undertaken various initiatives to respond to the call for demilitarisation,
including:
- In 2014, the 1st SAPS Research Colloquium was conducted attended by SAPS members,
academics & subject-matter experts to address the themes: “Demilitarisation & Policing in a
Violent Society”.
- Emanating from the Colloquium it was evident that there is not a singular, clear understanding
of the concept of demilitarisation.
The public perspective considers demilitarisation as the removing of ranks & changing uniform
only.
The academic perspective includes issues such as cultural, attitudinal, material & organisational
change.
The SAPS subsequently initiated an additional research project relating to demilitarisation of the
SAPS, with the intent to clarify the concept.
24
Demilitarisation of the SAPS (2)
Consultation on demilitarization was widened through two additional
seminars during 2016/2017, involving academics, business professionals,
tertiary institutions, human rights organisations & a wide range of SAPS
members
The following key issues emerged:
- Failure to adhere to the norms of a democratic approach to policing leaves a
gap for criminal elements to infiltrate the SAPS, which undermines
community relations & the morale of members;
- There is a perception that there is an increasingly violent approach to
policing, particularly in dealing with crime & alleged criminals; &
- The remilitarization of the SAPS between 2000 – 2010 & the impact it had on
professionalism & conduct.
25
Demilitarisation of the SAPS (3)
The following key issues emerged (continued):
- SAPS has a responsibility to the community it serves to improve professional
conduct by:
Building a culture of police integrity;
Enhancing accountability at all levels; &
Promoting community engagement.
The following outcomes were noted by the SAPS:
- Police visibility must be enhanced to foster improved community relations;
- The professionalising of the SAPS must be prioritised;
- Command & control & the adherence to policy & legislation must be
enhanced to improve the conduct of members, thereby establishing a
relationship of trust between SAPS & the community.
26
Demilitarisation of the SAPS (4)
Members of the National Planning Commission that was involved in the compilation of
the National Development Plan 2011 were interviewed by the Civilian Secretariat in
order to clarify the recommendations on demilitarisation of the SAPS.
Consideration for demilitarisation include:
‐ Revision of recruitment criteria;
‐ Revision of the nature of training;
‐ Revision and strengthening the community policing approach with a strong emphasis on
Human Rights; and
‐ Revision of the rank system to civilianise the SAPS.
The following outcomes were noted by the Secretariat:
- The research report on “Management perspective of Demilitarisation of SAPS” makes it clear
that demilitarisation is a concept that involves much more than just a change in ranks; and
- The Planning Commission, who cannot clearly define the concept, makes implementation
difficult for the SAPS Management.
2Professionalisation of the SAPS
28
Professionalisation of the SAPS
Key D
rivers
of
Pro
fess
ion
ali
sm:
Recruitment & Selection
Human Resource
Development
Employee Health & Wellness
Promoting Ethical Conduct &
Integrity
Discipline & Consequence
Management
Performance Management &
Accountability
Un
co
mp
rom
isin
g c
om
pli
an
ce w
ith
th
e
fun
dam
en
tal
pri
ncip
les
of
po
licin
g
Tra
nsf
orm
ati
on
of
SA
PS
, in
clu
din
g
dem
ilit
ari
sati
on
, p
rofe
ssio
nali
sm,
inte
gri
ty, &
dis
cip
lin
e
Back to
Basics
Approach
Cu
ltu
re o
f p
erf
orm
an
ce m
an
ag
em
en
t &
acco
un
tab
ilit
y
29
Recruitment & Selection – Community-Based
Recruitment Strategy (1)
SAPS has implemented a Community Based Strategy for the recruitment,
selection & enlistment of new police officers.
Communities are engaged (through Izimbizos/meetings) in the advertisement of
posts in their local communities & briefed about the SAPS in general,
requirements to become a police officer & all the steps in the recruitment
process.
Successful applicants are formally presented to their local communities to report
anything detrimental that is known about an applicant that can negatively impact
on that applicant being enrolled as a police officer.
30
Recruitment & Selection – Community-Based
Recruitment Strategy (2)
Provincial Police & Community Recruitment Boards are held, including
representatives from community structures to make final recommendations to
the National Commissioner for approval.
Police Trainees who have successfully completed the prescribed basic police
training sign the Code of Conduct & take the prescribed Oath of Office at the
colleges before being deployed to stations for duty.
31
Process of Recruitment to Appointment
PROCESS FLOW
POLICE TRAINEES
PHASE 1
RECRUITMENT
PHASE 2
SELECTION
PHASE 3
ENLISTMENT
STEP 1
FINALIZATION OF ADMIN
STEP 2
INDUCTION
STEP 3
BASIC POLICE DEVELOPMENT PHASE
STEP 1
PSYCHOMETRIC ASSESSMENT (INTEGRITY
TESTING)
STEP 2
PHYSICAL FITNESS ASSESSMENT &
FINGERPRINTS
STEP 3
INTERVIEW & REFERENCE CHECKING
STEP 4
RECRUITMENT BOARD
STEP 5
MEDICAL ASSESSMENT
STEP 4
APPOINTMENT
STEP 1
PLANNING
STEP 2
TARGETED RECRUITMENT COMMUNITY
INVOLVEMENT
STEP 3
ADVERT RECEIVE REGISTER SCREEN
APPLICATION VERIFICATION OF ADDRESS
STEP 4
IDENTIFY POOL OF CANDIDATES
STEP 6
SECURITY SCREENING & VERIFICATION OF
QUALIFICATIONS
32
Human Resource Development – Basic
Training Learning Programme (1)
The basis for professionalism in SAPS from a Human Resource
Development (HRD) point-of-view is the Basic Training Learning
Programme (BTLP) for new entrants to the SAPS.
The purpose of the BTLP is to enable newly appointed police officials to:
- Use a series of legal & policing skills to protect & serve members of
communities in accordance with the Constitution of South Africa.
- Provide a more effective service that will improve community satisfaction &
position members to fulfil their mission of creating a safe & secure
environment for all who live in South Africa.
33
Human Resource Development – Basic
Training Learning Programme (2)
Comparison of “Old” vs “New” Basic Training Learning Programme
2012- 2015 2016
24 Month Programme 21 Month Programme
No Induction of traineesInduction of trainees included & practical
placement at station level (one month)
Academy Phase 10 months theory
Academy Phase 8 months theory &
practical exposure at police station under
mentorship of the trainer
Weekends were excluded for training
purposes
Weekends are included for training
purposes
Field Police Development Phase (12
months) – practical training at stations
Probation period performing operational
duties (12 months)
First Responder to Crowd Management (2
days)Crowd Management in full (3 weeks)
Basic Tactical Techniques are included Advanced Tactical Techniques are included
34
Human Resource Development – Learning
Programmes Contributing to Professionalism
Name of Learning Programme Target Learner LevelCurrent
Status
Bachelor’s Degree in Police Science Junior SAPS members Active
Executive Development Learning Programme Senior Management Under review
Middle Management Learning Programme Middle Management Active
Junior Management Learning ProgrammeJunior Management – SAPS
membersUnder review
Basic Management Learning Programme Junior
SAPS membersActive
Junior Supervisory Learning ProgrammeJunior Management – PSA
employeesUnder review
Detective Commanders’ Learning Programme Detective Commanders Under review
Relief Commanders’ Learning Programme Relief Commanders Under review
Station Management Learning Programme Station Commanders Under review
Client Service Learning ProgrammeFrontline Service Delivery
PersonnelActive
35
Human Resource Development – Learning
Programmes Contributing to Professionalism
Name of Learning Programme Target Learner LevelCurrent
Status
Operational Commanders’ Training Operational Response
CommandersUnder review
Crowd Management for Platoon CommandersPublic Order Policing
CommandersActive
Crime Intelligence Operational Commanders
Learning Programme
Crime Intelligence
Commanders
Under
development
36
The SAPS established an Integrity Management Service (IMS), in compliance with
Chapter 2 of the Public Service Regulations 2016.
Key IMS focus areas:
- Appoint a designated capacity of Ethics Officers to address issues related to ethics &
integrity, & establish & maintain an Ethics Committee;
- Conduct an annual ethics & anti-corruption risk assessment to determine vulnerabilities;
- Implementation of Advocacy & Awareness Programs related to ethics, integrity , anti-
corruption, the Codes of Conduct & Ethics, promoting integrity at work & ethical leadership;
- Implement an Ethics/Anti Corruption Strategy & related policies;
- Manage conflict of interests through financial disclosures by all employees/remunerative
work approval (NB: No work with Government allowed after end of March 2017);
- Manage the receipt of gifts/donations (NB: no gifts are allowed in official capacity, however,
gifts received must be registered in a Gifts Register & approved)
- Manage investigations into contraventions of Ethics Code; &
- Establish & manage a whistleblowing capacity.
Promoting Ethics & Integrity
37
OVERVIEW OF EMPLOYEE HEALTH & WELLNESS SERVICES
EHW SERVICES PROCESSES BENEFITS
Pro-active
interventions
Emotion regulation
Resilience Building
Ethics
Relationship Building
Financial Awareness
Abuse
Sexual Harassment Awareness
To build members’ resilience
in order to regulate self &
others, ability to regulate
emotions, promote ethical
conduct, manage finances &
relationships to avoid
corrupt activities
Reactive Services
Counselling & psychotherapeutic
interventions
Post Exposure interventions
To ensure that members are
mentally sound & fit to carry
on working even after
exposure to traumatic events
Trauma
interventions
Debriefing of members subsequent
to exposure to traumatic events
Facilitation of Multiple Stressor Bi-
Annually to High-Risk Units
To deal mental health
challenges leading to
compromising behaviour like
suicide, depression & other
maladaptive behaviour
The Role of Employee Health & Wellness in
Promoting Professionalism (1)
38
OVERVIEW OF EMPLOYEE HEALTH & WELLNESS SERVICES
EHW SERVICES PROCESSES BENEFITS
Psychometric
assessments
Review of Entry level assessments to
include an Integrity measure
Review of competency profile of entry-level
recruits
Review of Specialized selection batteries for
(POPs, Divers & Crime Stop)
Recruitment of sound, fit &
proper members into the
organization.
Organizational
diagnosis
Individual, group & organisational climate
survey
Team Building
Understanding root causes of
Team dysfunction & design
team building interventions to
build trust & coherence
between self & others
Health Screening
Blood Sugar Assessments
Cholesterol Testing
Hypertension Assessments
Knowing your health status in
order to deal professionally
with operational demands
when fit & healthy
Disability
Management
Job Access Strategy
Ergonomics
Acquisition of assistive devices
Ensuring healthy & safe
workspaces that enable them
to deliver professionally
despite their disabilities
The Role of Employee Health & Wellness in
Promoting Professionalism (2)
39
Discipline & Consequence Management (1)
Discipline & Consequence Management is regulated by the SAPS Discipline
Regulations, 2016, promulgated on 1 November 2016.
Background:
- The 2006 Discipline Regulations/Code (previous Code) was implemented through a
collective agreement in the SSSBC as well as the promulgation of the 2006 Regulations.
- In 2012, a new Disciplinary Code was agreed upon at SSSBC (SSSBC Agreement 1/2012).
Code was not promulgated due to internal discussions between SAPS, Secretariat &
Ministry.
- The SAPS 2016 Discipline Regulations were promulgated on 1 November 2016.
Pending matters to be finalized in terms of 2006 Regulations.
New matters to be dealt with in terms of 2016 Regulations (even if act of misconduct
was committed prior to 1 November 2016).
40
Key Differences between 2006 & 2016 Regulations:
- New acts of misconduct are introduced, e.g. regulation 3(jj) – member fails to report an act of
misconduct committed in his/her presence.
- Places an onus on employee to report misconduct committed by fellow employees /
supervisor.
Introduction of the “Expeditious Process” (Regulation 9):
- Novel approach in public service.
- In line with Labour Relations Act Code of Good Practice: Dismissal & with labour law
jurisprudence:
Informal procedure.
“Meeting” rather than “hearing” (no chairperson or labour representative, only designated
person, Brigadier or higher).
Forms of misconduct that warrant expeditious process are serious misconduct: bribery,
corruption, fraud, theft, rape, sexual harassment; any act of misconduct which detrimentally affects
the image of the SAPS or brings the SAPS into disrepute, or which involves an element of
dishonesty
Discipline & Consequence Management (2)
41
Suspension:
– Suspension without remuneration no longer an option (all suspensions with remuneration).
– Period of suspension defined: 60 days (line manager) which can be extended for another 30
days (by the chairperson whilst hearing is proceeding).
– After 90 days suspension automatically uplifted, even if hearing not finalized (Employee returns
to work, no discretion from employer to extend).
– Role-players must ensure hearing is finalized within 90 days if employee under suspension.
Types of sanctions:
– Counselling;
– Written warning & Final written warning;
– Suspension without salary between one month & two months (consent of employee no longer
required); &
– Dismissal.
– NB: no suspended sanction (i.e. suspended dismissal).
Discipline & Consequence Management (3)
42
Compliance Boards:
– SAPS established Compliance Boards in terms of section 34(1)(b) and
(l) read together with section 11 of the SAPS Act, 1995 (Act No. 68 of
1995).
– The Compliance Boards aims to promote accountability as well as
effective and efficient performance at all levels and compliance with
the relevant regulatory framework within the Service.
– The Compliance Boards will ensure that the findings,
recommendations, & action plans of all monitoring and evaluations
conducted are effectively & efficiently responded to, addressed and
implemented, & ensure compliance in terms of the provisions of the
relevant regulatory framework.
Discipline & Consequence Management (4)
43
Performance Management & Accountability
(1)
National Management Forum focuses on
organisational performance (including Provinces)
as per the APP
Specific, national Quarterly Performance Reviews
for all financial programmes directed towards
Divisional and Component AOPs
Quarterly Provincial Performance Reviews,
directed towards Provincial AOPs & including
Cluster & Station Commanders, focussing on
under performing Clusters & Stations
Quarterly Cluster & Station Performance Reviews
(similar methodology to Provincial Performance
Reviews)
44
Performance Management & Accountability
(2)
Annual
Performance Plan
SMS
Performance
Agreements
(13-16)
Performance
Enhancement
Process Plans
(1-12)
Alignment of
organisational &
individual
performance
“Line of Sight” Accountability
Thank You
