Transcript Nedcor

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
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
Khaedu SAPS Thohoyandou
2
0.0
4.2
3.6
Responsible
use of
budget
4.2
Quality of
Mgt
Effectivness
of PMS
3.4
3.9
Quality of
service
4.2
Quality of
facilities
5.0
Comms with
Mgt
Poor
4.0
Career
Progression
Very
Good
Avail of
training
Overall uniformed staff morale is high…
Uniformed
4.0
2.9
3.0
2.0
1.0
Khaedu SAPS Thohoyandou
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…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
12.0%
10.0%
10.0%
8.0%
6.0%
5.4%
6.0%
4.0%
1.2%
2.0%
0.0%
Norm
TP
Sick
Norm
TP
Leave
Khaedu SAPS Thohoyandou
4
4
3
2
Poor
1
0
2.8
Responsible
use of
budget
3
Quality of
Mgt
Effectivness
of PMS
5
Quality of
service
2.6
Quality of
facilities
2.9
Comms with
Mgt
2.8
Career
Progression
Very
Good
Avail of
training
But the detectives are less happy
Detectives
4.1
2.8
2.3
Khaedu SAPS Thohoyandou
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Which possibly explains the relatively high vacancy rate
100
80
“Compared to the
CSC people we have
to work unholy hours
for the same pay”
77
60
44
40
“Top
management are
not interested in
our needs”
20
0
Establishment
Filled
Khaedu SAPS Thohoyandou
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Overall crime rates have declined or are stable in 7 key
categories
1600
1400
92
229
1200
9
165
68
79
238
1
122
1000
800
501
233
6
127
37
208
Burglary (non residential)
8
137
Burgary (residential)
Vehicle theft
Common Robbery
547
540
600
454
Assault Common
Assault GBH
Rape
400
418
381
76
2001/02
312
315
88
85
87
2002/03
2003/04
2004/05
200
0
Khaedu SAPS Thohoyandou
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Docket management appears well in control compared to a
similar Presidential station
Average dockets
open per detective
on force
131
140
120
100
80
60
40
24
20
0
Thohoyandou
Other Presidential
Khaedu SAPS Thohoyandou
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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
Khaedu SAPS Thohoyandou
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Good signage and use of separate certification structure..
Khaedu SAPS Thohoyandou
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..but this deteriorates at the satellite and sector level
Khaedu SAPS Thohoyandou
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..where offices are cramped and signage poor
Khaedu SAPS Thohoyandou
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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.
Khaedu SAPS Thohoyandou
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The Thohoyandou station suffers from a bad case of the
overall SAPS staffing legacy – too many generals not enough
soldiers…
•Director
1
•Senior
Superintendent
3
•Superintendent
10
•Middle
Management
26
•Inspectors
271
•Sergeants
2
2
•Constables
Khaedu SAPS Thohoyandou
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…Versus a typical international police structure
•Director
1
•Senior
Management
5
•Middle
Management
17
•Inspectors
•Sergeants
•Constables
45
75
150
Khaedu SAPS Thohoyandou
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Only 132 out of 349 staff are engaged in visible/response
policing, many are tied to Community Service Centers and
satellites…
Staff
Assigned
200
167
160
132
120
80
49
40
0
Visible/response
policing
Community Service
Centers/satellites
Support
Khaedu SAPS Thohoyandou
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…particularly as they have no allocated vehicles
Vehicles
60
50
50
40
34
30
20
6
10
0
0
Cr i me P r event i on
Det ect i ves
Communi t y
Suppor t Ser vi ces
Ser vi ce Cent er s
Khaedu SAPS Thohoyandou
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Use of civilians in essentially clerical roles is very limited –
Overall…
Staff
400
323
320
240
160
80
29
0
Police
Civilians
Khaedu SAPS Thohoyandou
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…but particularly in areas such as Community Service Centers
Staff
200
166
160
120
80
40
1
0
Police
Civilians
Khaedu SAPS Thohoyandou
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Customers are unhappy with response times, professionalism
and ability to solve crimes but are happy with access and
general skills
Very
Good
5.0
3.8
4.0
3.0
2.4
2.7
2.4
2.2
1.9
2.0
1.0
ta
ff
of
s
Sk
ills
cr
im
e
Ab
ilit
y
to
so
lve
Ac
ce
ss
ne
ss
pf
ul
He
l
Pr
of
es
sio
na
lis
m
m
e
to
re
sp
on
d
0.0
Ti
Poor
Khaedu SAPS Thohoyandou
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However, SAPS Thohoyandou is battling with a strong
perception of corruption
Percentage of
respondents
‘Are SAPS in Thohoyandou
corrupt Yes/No’
80%
69%
70%
60%
50%
40%
31%
30%
20%
10%
0%
Not corrupt
Corrupt
Khaedu SAPS Thohoyandou
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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
Khaedu SAPS Thohoyandou
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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
Khaedu SAPS Thohoyandou
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THANK YOU
Khaedu SAPS Thohoyandou
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