The transformation of the South African Police Service between 1994 and 2006 : a critical assessment

Abstract

This research evaluates the transformation in the South African Police Service (SAPS) between 1994 and 2006 as outlined in the various policies. Service delivery to all communities in South Africa was established as the outcome of the transformation process. The research breaks the transformation into six (6) priorities with thirty-seven (37) elements. The reduction of the priorities into elements facilitated an analysis of the transformation. It was found that only fourteen (14) of the 37 elements were actually achieved, translating into less than 50% of the transformation objectives having been met, logically leading to the conclusion that the community needs for general welfare (safety and security) were not being met by the SAPS. The underlying reasons for this state of affairs were also determined. Primarily ideological differences in policy and practice were the fundamental reason for the poor performance in transformation. The new policy framework advocated the New Public Management (NPM) approach to public administration whilst the structures, procedures and processes of the SAPS were still based on the classical approach. Consequently the SAPS began deviating from the public administration principles, in adjusting itself to appear to be complying with the dictates of transformation whilst accommodating its internal dysfunctions. The absence of effective leadership both at political and senior management level exacerbated the state of anomie which has become synonymous with the SAPS both with respect to transformation and service delivery. This has had the effect of regression to the familiar military model of policing contrary to policy. The research proposes a new approach of reforming rather than transforming the SAPS. A new framework for policing, adopting a more developmental approach to reforming the police, given its past disparities and inequities, is recommended. It has been shown that the expectations of the NPM could not be achieved in a South African context. Linked with this new framework, this study proffers a doctrine for policing which incorporates all three levels (national, provincial and local levels), clearly reinforcing the new model to address the policing needs of South Africa. The proposed new approach emphasizes five crucial elements for it to be successful. First, the developmental approach as the research clearly indicates is advocated as certain capacities have to be developed for successful reform of policing in the view of the legacies inherited from the previous dispensation in South Africa. Secondly, a coherent policy development process for the SAPS which is sustainable should be implemented. An emphasis on human resource management and development, given the service nature of policing and its dependence on its personnel is crucial. Then there must be training for the police to function in a democracy as a Ademocratic police force@ with the requisite skills, knowledge and attitude. Finally, there is a need for the capacitating of oversight bodies to effectively perform their responsibilities, especially the Independent Complaints Directorate (ICD) and the Secretariat for Police to address the vacuum in monitoring, evaluation and prevention of corruption. If these five elements could be effectively implemented, a sustainable policing service would be realized in South Africa.