Policing a Complex Society The Back to Basics Approach to

Policing a Complex Society – The Back to Basics Approach

to Policing

SOUTH AFRICAN POLICE SERVICE

CONTENTS

2

The Back to

Basics

Roadmap

Key Successes

Beyond The

Back to Basics

Approach

3

3

01 Premising the

Back to Basics

Approach

02 Methodology

underlying

development

03

Back to Basics Planning Road Map

Premising the Back to

Basics Approach

4

5

5Premising the Back to Basics Approach - SAPS’s

Commitment to Government’s Vision 2030

“Personal safety is a human right. It is a necessary

condition for human development, improved quality of

life and enhanced productivity. When communities do

not feel safe and live in fear, the country’s economic

development and the people’s wellbeing are affected”.

“In 2030, people living in South Africa feel safe at home,

at school and at work, and they enjoy a community life

free of fear. Women walk freely in the streets and

children play safely outside. The police service is well-

resourced and professional, staffed by highly skilled

officers who value their work, serve the community,

safeguard lives and property without discrimination,

protect the peaceful against violence, and respect the

rights to equality and justice.”

6

6

“Fellow members, we are an organisation at the crossroads; we have

had to do a lot of introspection and be honest with ourselves as we

seek to reclaim and restore public confidence in the South African

Police Service.

For some time now, we have departed from what can be referred to

as the basics of policing resulting in the public losing faith in us.

It is at the backdrop of this humble admission that one of the key

priorities I have since assuming the role of Acting National

Commissioner, with the guidance of the Minister of Police and the

support of the Management of the SAPS embraced the Back to Basics

of Policing Approach”.

Premising the Back to Basics Approach:

The Acting National Commissioner

6

Methodology Underlying

Back to Basics

7

8

8MethodologyIn

-de

pth

an

alys

is in

to t

he

p

erf

orm

ance

of

the

SA

PS 2014/15 & 2015/16 Annual

Performance Plans (MTSF period) - Annual Report & Quarterly Reports

Specific areas of persistent under-performance were identified linked directly to the prevention, combating & investigation of crime as per Section 205(3), thereby jeopardising the SAPS’s likelihood of delivering on the requirements of Outcome 3

Specific areas of under-performance within the administration or support environment

Co

nsu

ltat

ion

wit

h m

anag

em

en

t &

me

mb

ers

of

the

org

anis

atio

n National Crime Combating Forum

National Strategic Planning Sessions

National Support Services Forum

Detective Service Performance Reviews

Management meetings between the Acting National Commissioner & all Commanders in each Province

Informal engagements with SAPS members at all levels, including both operational & support personnel

Formulation of the

Problem Statement

9

10

10Problem Statement (1)

2014/15

Victims of

Crime Survey:

Perceptions that levels of violent & non-violent crime in country

have increased, with specific concerns regarding Housebreaking,

House Robbery & Theft out of Motor Vehicle.

The under-reporting of crime to the SAPS, indicating that violent

crime was more likely to be reported than property-related crime, but

proposing that the measurement of the extent of crime is important.

A decrease in the number of respondents who felt safe when it was

dark.

The increasing role of illegal drugs in driving up levels of property

crime.

57% of respondents indicating that they were satisfied with the

service provided by the Police in their area.

11

11Problem Statement (2)

Persistent

areas of

under-

performance

in the APP

were

identified

within 3

financial

programmes:

Programme 1: Administration, including: management of service

terminations; provision of employee health & wellness; & incidents

leading to civil claims against the SAPS.

Programme 2: Visible Policing, including: reported serious crimes

& crimes against women; recovery of stolen/lost state-owned

firearms & of stolen / robbed vehicles; volume of liquor

confiscated as a result of police actions; national & provincial crime

awareness campaigns conducted.

Programme 3: Detective Service, including: Detection rate:

serious crime, contact crime, crimes dependent on police action,

crimes against women above 18 years & crimes against children

under 18 years; conviction rate: crimes against women above 18

years; percentage trial-ready case dockets: serious crimes, crimes

dependent on police action, crimes against women above 18 years &

crimes against children under 18 years

Conceptualisation &

Application of the

Approach

12

13

13

SAPS Act

Constitution

[S 195]

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

14

14

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 and 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 Minister of Police, 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 the right things right, every time”.

ALL P

EO

PLE A

RE A

ND

FEEL S

AF:

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 an

d

acco

un

tab

ility

15

15Contextualising the SAPS’s Strategic

Direction (1)

SAPS Strategic Direction

9 B

ack

to

Basi

cs

Pri

ori

ties

Thorough & responsive investigation of

every crime



Enhanced Police visibility


proactive and 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 and

infrastructure.

Effective & efficient application of the case docket

management process in respect of every reported

crime and regular feedback to complainants.

All available investigative aids and resources optimally

utilised in the investigation of crime.

Actionable crime intelligence used proactively and

reactively in the prevention & investigation of crime.

All operational resources deployed in accordance with

proper crime analyses and / or crime intelligence,

targeting vulnerable areas.

Systematic and 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 and 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.

16

16

SAPS’s Strategic Direction

The Role of Divisions, Provinces, Clusters & Stations

in Implementing the Strategic Direction (1)9

Back

to

Basi

cs

Pri

ori

ties

Thorough & responsive investigation of every

crime

Efficient utilisation of resources in support of the

investigation of crime


Crime intelligence in support of proactive and

reactive intelligence

Targeted, informed deployment of resources

Collaborative, consultative approach to policing

Ministerial

Priorities

Division

Province

Cluster

Station Imp

lem

en

tati

on

of

Bac

k to

Bas

ics

by

all B

usi

nes

s U

nit

s

What role does the Division, Province, Cluster & Station have to play in the implementation of the

SAPS’s Strategic Direction?

Transformation of SAPS (Professionalization &

Demilitarisation)




accountability

17

17The Role of Divisions & Provinces in Implementing

the Strategic Direction (12)

SAPS Strategic Direction

9 B

ack

to

Basi

cs

Pri

ori

ties

Thorough & responsive investigation of

every crime





proactive and 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 and

infrastructure.

Transformation of SAPS

(Professionalization & Demilitarisation)




accountability

Adherence to the rules that govern the (organisational

control framework) “Doing the right things right, every

time”.

HOW DO WE ACHIEVE THIS?

Operational requirements (e.g. regular and specific

operations, use of force-multipliers)?

What are the personnel requirements?

Resource requirements (uniform, vehicles)?

Training requirements?

System and Information requirements?

Infrastructure requirements?

HOW DO WE ACHIEVE THIS?

Operational requirements (ensure adherence to

organisational controls)?

What are the personnel requirements?

Resource requirements (uniform, vehicles)?

Training requirements?

System and Information requirements?

Infrastructure requirements?

18

18The Role of Divisions & Provinces in Implementing

the Strategic Direction (2)

Integration

into Annual

Operational

Plans

NDP MTSF BRRRAudit

FindingsSoNA

1st Draft

APP

Analysis

(DPME)

B2B

Approach

Annual Performance Plan Facilitation Session

2017/2018

Annual

Performance

Plan

Inputs Inputs Inputs Inputs

B2B

Implementation

Plan

Pla

nn

ing

Sess

ion

Ou

tpu

ts

B2B

Sess

ion

Ou

tpu

ts

Annual Performance Plan Facilitation Session

19

19Unpacking the Back to Basics Approach:

Enhanced Police Visibility

20

20Unpacking the Back to Basics Approach:

Enhanced Police Visibility

Implementation

Mechanisms Devised

21

22

22

Direct

engagements

between Top

Management and

Management at all

levelsEstablishment of an

adequate

organisational

structure (structure

follows strategy)

Performance

Accountability

Sessions (P 3 & P

2/5)

Management

Intervention

(Internal

Consultancy)

Implementation Mechanisms

22

23

23Overview of National & Provincial

Organisational Structures (1)

23

• To establish an organisational structure that is responsive to

current policing challenges and demands:

• Reorganise and strengthen operational capacity in terms of core

operational responsibilities – Policing & Crime Detection.

• Establish synergy driven by the “Back to Basics” approach.

• Development of organisation specific solutions to address policing

demands.

• Initiate interventions to address areas of persistent

underperformance and non-compliance.

• Ensure continuous assessment of levels of performance and

compliance.

24



24

Minister of Police

National Head

Directorate for Priority Crime Investigations

National

Commissioner

Deputy National Commissioner

Policing

Divisional Commissioner

Visible Policing


Operational Response Services


Protection & Security Services


Crime Detection


Detective Service


Forensic Services


Crime Intelligence


Human Resource Management


Personnel Management


Human Resource Development


Human Resource Utilisation


Asset & Legal Management


Financial Management & Administration


Supply Chain Management


Technology Management Services


Legal & Policy Management


Management Interventions

Regional Commissioner


(Region A)



(Region B)



(Region C)


Research

Head

Executive Support

Head

Internal Audit

Head

Crime Registrar

Head

Presidential Protection


Counter Intelligence

National Head

Management Advisory Services

Provincial Commissioners

Deputy Minister of Police

25



25

Provincial

Commissioner

DPC

Policing

Provincial Head

Visible Policing

Provincial Head

Operational Response Services

Provincial Head

Operational Command Centre

DPC

Crime Detection

Provincial Head

Crime Investigation Services

Provincial Head

Specific Crime Investigations

Provincial Head

FCS

Provincial Head

Organised Crime

Provincial Head

Commercial Crime

DPC

HRM

Provincial Head

Personnel Management

Provincial Head

Human Resource Development

Provincial Head

Human Resource Utilisation

DPC

Asset Management

Provincial Head

Supply Chain Management

Provincial Head

Financial Management & Administration

DPC

Management Intervention

Provincial Head

Management Intervention Work

Team A

Provincial Head


Team B

Provincial Head


Team C

Key Successes

26

27

27Reduction in Crime: Safer Festive Season

16/17

27

Overall reduction in levels of Community-Reported Crime during the

Festive Season period:

• Contact Crime reduced by -5.3%

• Contact-related Crime reduced by -5.4%

• Property-related Crime reduced by -2.2%

• Other Serious Crime reduced by -5.3%

Overall increase in crimes dependent on police action:

• Crimes dependent on police action for detection increased by +8.4%

28

28Detective Service Comparative

Performance

28

15

18

5

12

10

6

2015/2016 - QS 1 & 2 (PRIOR TO INITIATION

OF RECOVERY PLAN)

2016/2017 (Q3)

Total Indicators & Targets Achieved Not achieved

33% 66%

29

29Comparative Performance: Compliance with

the DNA Act, taking of Buccal Samples

29

952

7145

19746

26094

33470

35729

0

5000

10000

15000

20000

25000

30000

35000

40000

QTR 1: 2015/16 vs 2016/17 QTR 2: 2015/16 vs 2016/17 QTR 3: 2015/16 vs 2016/17

2015/2016 2016/2017

Introduction of

the Detective

Service

Recovery Plan

30

30Comparative Performance: Linking of

Known Persons to Cases

30

691

2102

3237

691

0

500

1000

1500

2000

2500

3000

3500

QTR3:2015/2016 QTR3:2016/2017

No. of Offenders No. of Cases

Beyond the Back to Basics

Approach

31

32

32Beyond the Back to Basics Approach

32

PHASE 1: STRATEGIC ANALYSIS:

‘What is the current position of the organisation?’

Driven by Top Management

Involvement, input of all Managers

Covers internal and external environments

PHASE 2: STRATEGY FORMULATION:

‘Where does the organisation want to be?’

Responsibility of Top Management

Based on Step 1 (golden thread)

Includes inputs from all levels

PHASE 3: STRATEGIC IMPLEMENTATION: “How can

the organisation get to where it wants to be?”

Most challenging phase, requires focus & commitment

Strategy comes to life through communication &

coordinated implementation

Must have understanding and support of all employees

PHASE 4: STRATEGIC CONTROL:

‘How will the organisation know when it has

arrived?’

Buy-in promotes responsibility and accountability

Driven by performance management and corrective

action for over and under performance

THANK YOU

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Policing a Complex Society The Back to Basics Approach to