The researcher investigated and identified a municipal policing model for Mangaung Local Municipality. The five municipalities that have established a municipal police services in terms of the South African Police Service Amendment Act, Act 83/1998 were identified. Fifteen members of these municipalities who were involved in the establishment of a municipal police services, were interviewed to acquire First hand information on the process of establishing a municipal police service. The purpose of the study was to explore and therefore it required the research to be a qualitative approach, because the adversities the officials encountered were comprehended. Judgemental sampling was engaged to select participants since it was necessary to describe rather than to generalize and it also relevant to ensure that comparisons on the data collected are recognized. Three out of five municipalities that were investigated converted from traffic departments to municipal police services. Traffic officers of these municipalities undertook a bridging course determined by the National Commissioner of Police and to augment the numbers of the municipal police service members, these municipalities recruited and trained security officers. The Ethekweni municipality converted the then Durban City Police Department and other traffic departments that amalgamated with it to form a municipal police service. Unlike the other municipalities, Cape Town Metro recruited new members and trained them to formed a municipal police service in addition to the existing traffic departments and law enforcement agency. Mangaung Municipality should convert the existing traffic department and follow the route model to establish a municipal police service and augment the number of the municipal police service members by recruiting within the security division. / Criminology / M.Tech. (Policing (School of Crtiminal Justice))

Thesis (MPA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: The year 1999 was announced as the year of service delivery by the National Commissioner of Police, and the Police Plan for the RSA underwent a name change to the "policy priorities and objectives" in the same year. The Police Plan, consisting of policy priorities and objectives and internal focus areas, can be seen as the strategic plan of the South African Police Service. Such a strategic plan needs an implementation plan to put it into operation and ensure the involvement of every member in the Service. The prime objective of the South African Police Service is the establishment of a safe and secure environment in partnership with the community. The emphasis should therefore be on - • improving the quality and effectiveness of service to the community; • supporting the transformation process in South Africa in general and in the South African Police Service in particular; • instituting a new style of Community Policing and Management; and • establishing a process for efficient and effective policing. The above priorities consist of a number of objectives to put actions into operation in order to reach a desired outcome. These actions will be addressed at all managerial levels from top to lower levels through the integrated planning process. The South African Police Service in the Western Cape is divided into four policing areas at present, namely the Eastern Metropole, Western Metropole, Boland and Southern Cape. Each area consists of stations which are responsible to the Area, and each station must give feedback to the Area on its strategic management plan. The strategic management plan of the SAPS in the Western Cape can be seen as a combination of the Policing Priorities and Objectives for the province, the Service Delivery Improvement Programme (SDIP) and the Area Operational Plan. The main goal of this research project is to design an integrated Strategic Management model through which every Police Station in the Western Cape can provide feedback in the Strategic Management processes. / AFRIKAANSE OPSOMMING: Die jaar 1999 is tot die jaar van dienslewering deur die Nasionale Kommissaris van Polisie verklaar, en die Polisieplan vir die RSA het 'n naamverandering na die "beleidsprioriteite en doelwitte" in dieselfde jaar ondergaan. Die Polisieplan, wat bestaan uit beleidsprioriteite en doelwitte en interne fokusareas, kan as die strategiese plan van die Suid-Afrikaanse Polisiediens beskou word. So 'n strategiese plan benodig 'n implementeringsplan om dit in werking te stel en die betrokkenheid van alle lede van die Diens te verseker. Die hoofdoelwit van die Suid-Afrikaanse Polisiediens is om 'n veilige en beveiligde omgewing in 'n vennootskap met die gemeenskap te bewerkstellig. Daarom behoort die klem te val op - • verbetering van die kwaliteit en doeltreffendheid van die diens aan die gemeenskap; • ondersteuning van die transformasieproses in Suid-Afrika in die algemeen en in die Suid-Afrikaanse Polisiediens in die besonder; • die instelling van 'n nuwe styl van Gemeenskapspolisiëring en bestuur; en • die vestiging van 'n proses vir doelmatige en doeltreffende polisiëring. Bovermelde prioriteite bestaan uit 'n aantal doelwitte om aksies in werking te stel ten einde 'n beoogde resultaat te bereik. Hierdie aksies moet op alle bestuursvlakke vanaf topbestuur tot die laer vlakke deur die geïntegreerde beplanningsproses geloods word. Die Suid-Afrikaanse Polisiediens in die Wes-Kaap is in vier polisiëringsareas opgedeel, naamlik die Oos-Metropool, Wes-Metropool, Boland en Suid-Kaap. Elke area bestaan uit stasies wat aan die Area verantwoordelik is, en elke stasie moet aan die Area terugvoer verskaf oor sy strategiese bestuursplan. Die strategiese bestuursplan van die SAPD in die Wes-Kaap kan beskou word as 'n kombinasie van die Polisiëringsprioriteite en Doelwitte vir die provinsie, die Dienslewering Verbeteringsprogram (DVP) en die Area Operasionele Plan. Die hoofdoel van hierdie navorsingsprojek is om 'n geïntegreerde strategiese bestuursmodel te ontwerp waardeur alle polisiestasies in die Wes-Kaap terugvoer kan gee in die Strategiese Bestuursprosesse.

Thesis (MPA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: The transformation of the South African Police Service (SAPS) did not simply brought about a change in name; it meant a different new style of policing. A completely new concept of how a police service should function within a democratic society, had to be developed and learnt. One of the significant changes was the transformation of the old South African Police Force into the SAPS. Included in this process was the amalgamation of the eleven police agencies into one organisation. The transformation process had a major impact on productivity in the different components of the SAPS, as evidence suggests that change is difficult and that resistance may be expected whenever change involves a significant impact on the traditional behaviour, power, authority, culture and structure within an organisation. The objective of training is to achieve a change in the behaviour of those employees who are undergoing training. The SAPS therefore had to start using training programmes to ensure that all employees accept the change process easier. The researcher attended the Station Management Programme (SMP) at Stellenbosch University in 1999. The first module presented at the SMP comprised the concept of a learning organisation. After successfully completing the SMP, this management mechanism was implemented at Athlone Detective Service. This detective service is one of the components at the Athlone po lice station, which in turn forms part of 1096 po lice stations in South Africa. The high volume of cases on hand was one of the main reasons why it was decided to experiment there with the five disciplines of the learning organisation, as proposed by Peter Senge, at the beginning of July 1999. In Chapter one the research problem is identified, namely whether a learning organisation can be used to improve productivity at detective services. The objectives of this study are firstly to prove how the five disciplines of a learning organisation were implemented at Athlone detective service in order to increase productivity. Secondly, this study will give guidance to the other detective services in the SAPS on how to improve their own productivity. Related literature is reviewed in Chapter two, and these references are made applicable on the SAPS, and more specifically on the Athlone detective service in Chapter three. The gathering, analysis and interpretation of data are discussed in Chapter four. The data for this research has been gathered by means of computerised data, which has been collected from the Criminal Administration System (CAS) of the SAPS, and by means ofa questionnaire, which was distributed among the personnel at Athlone detective service. The collected data is analysed statistically and interpreted in this chapter to establish whether the disciplines of a learning organisation had an impact on productivity. The main focus points of each chapter are firstly summarised, while recommendations are made on the effective management thereof in Chapter five. A conclusion is also given in this last chapter. / AFRIKAANSE OPSOMMING: Die transformasie van die Suid-Afrikaanse Polisiediens (SAPD) het nie slegs 'n verandering in naam beteken nie, maar 'n totale verskillende manier van polisiering. 'n Algehele nuwe konsep van hoe 'n polisiediens binne 'n demokratiese samelewing behoort te funksioneer, moes ontwikkel en aangeleer word. Een van die vernaamste veranderings was die omskakeling van die Suid-Afrikaanse Polisiemag na die SAPD. Ingesluit in hierdie proses was die samesmelting van die elf verskillende polisieagentskappe in een organisasie. Hierdie proses het 'n negatiewe invloed op produktiwiteit in die verskillende afdelings van die SAPD gehad, aangesien daar al bewys is dat verandering moeilik is en dat weerstand verwag kan word wanneer hierdie verandering met tradisies, mag, gesag, kultuur en struktuur binne 'n organisasie te make het. Die doel van opleiding is om 'n verandering in die gedrag van werknemers te bereik; gevolglik het die SAPD met opleidingsprogramme begin om te verseker dat alle werknemers die veranderingsproses makliker aanvaar. Gedurende 1999 het die navorser die Stasiebestuursprogram (SBP) aan die Universiteit van Stellenbosch deurloop. Die eerste module wat gedurende die SBP aangebied is, was die konsep van lerende organisasie. Na die suksesvolle voltooiing van die SBP, is hierdie bestuursinstrument te Athlone speurdiens in gebruik geneem. Hierdie speurdiens is een van die afdelings van die Athlone polisiestasie, wat op sy beurt deel uitmaak van 'n totaal van 1096 ander polisiestasies in Suid-Afrika. Die vernaamste rede waarom besluit was om die vyf dissiplines van die lerende organisasie, soos deur Peter Senge voorgestel op die proef te stel was die groot aantal sake wat ondersoekbeamtes voorhande gehad het gedurende 1999. In hoofstuk een word die navorsingsprobleem geformuleer as: kan die lerende organisasie gebruik word om produktiwiteit in die speurdiens te verbeter? Die doel van hierdie navorsingsprojek is eerstens om te bewys hoe die lerende organisasie gebruik is om produktiwiteit te Athlone speurdiens te verbeter. Ten tweede is die doel van die navorsing om ander speurdienste, binne die SAPD, van riglyne te voorsien oor hoe om hulle eie produktiwiteit te verbeter. Hoofstuk twee bestaan uit 'n oorsig oor die toepaslike literatuur, terwyl die literatuur in hoofstuk drie op die SAPD van toepassing gemaak word. Die insameling, ontleding en vertolking van data word in hoofstuk vier bespreek. Vir die doeleindes van hierdie navorsing is van gerekenariseerde data gebruik gemaak wat vanaf die Misdaad-Administrasiestelsel (MAS) van die SAPD verkry is en uit vraelyste wat onder die Athlone speurdiens versprei is. Die data wat ingesamel is, word in hierdie hoofstuk statisties ontleed en vertolk, ten einde vas te stel of die dissiplines van die lerende organisasie weI 'n invloed op produktiwiteit gehad het. In hoofstuk vyf word die vernaamste bevindings eerstens opgesom en daarna word aanbevelings oor die doeltreffende bestuur daarvan gemaak. Laastens word 'n gevolgtrekking gegee.

The researcher investigated and identified a municipal policing model for Mangaung Local Municipality. The five municipalities that have established a municipal police services in terms of the South African Police Service Amendment Act, Act 83/1998 were identified. Fifteen members of these municipalities who were involved in the establishment of a municipal police services, were interviewed to acquire First hand information on the process of establishing a municipal police service. The purpose of the study was to explore and therefore it required the research to be a qualitative approach, because the adversities the officials encountered were comprehended. Judgemental sampling was engaged to select participants since it was necessary to describe rather than to generalize and it also relevant to ensure that comparisons on the data collected are recognized. Three out of five municipalities that were investigated converted from traffic departments to municipal police services. Traffic officers of these municipalities undertook a bridging course determined by the National Commissioner of Police and to augment the numbers of the municipal police service members, these municipalities recruited and trained security officers. The Ethekweni municipality converted the then Durban City Police Department and other traffic departments that amalgamated with it to form a municipal police service. Unlike the other municipalities, Cape Town Metro recruited new members and trained them to formed a municipal police service in addition to the existing traffic departments and law enforcement agency. Mangaung Municipality should convert the existing traffic department and follow the route model to establish a municipal police service and augment the number of the municipal police service members by recruiting within the security division. / Criminology and Security Science / M.Tech. (Policing (School of Crtiminal Justice))

The dissertation deals with the disciplinary process of the South African Police Service - perceptions and preferences of members in the North Rand area of the Gauteng Province. A research question " How members of the SAPS in the North Rand area of the Gauteng Province perceive the disciplinary process" is investigated in this study. The researcher has conducted a quantitative research in the North Rand area of the Gauteng Province using questionnaires and literature study as the research method. The answer to the research question in this study is that members of the SAPS have a negative attitude towards the disciplinary process of the SAPS. There is also uncertainty about the duties of certain role players during the disciplinary process. / Public Administration / M.A. (Public Administration)

As an approach to solve the crime problems affecting all the citizens of this country, South Africa adopted the sector policing concept. This approach is also seen as a means of bringing the community and the police closer by appointing sector commanders who do community liaison and problem-solving work in the geographically demarcated sectors. Sector policing is not a strategy on its own, as stated in the Final Draft National Instruction of Sector policing of 2003, the connection between sector policing and community-policing philosophy is very clear. Sector policing it described as a practical manifestation of community policing. The key elements of sector policing are its geographic focus, problem-solving methodologies and community consultation. On 13 July 2009, it (sector policing) became an official policing instrument in the country. The sanctioning of sector policing proposed that in the nine (9) South African provinces, 45 police stations (5 stations per province) implemented sector policing and the remainder had to be implemented before the end of 2012. As of now (2014), the assumption could be made that all police stations in South Africa implemented this strategy. Therefore, it should now be imperative to analyse the implementation in a specific area, for instance Soweto, where it had been in existence for a while, as well as to determine its effectiveness in this area. The results of the study summarily indicated that the efficiency and effectiveness of sector policing in Soweto is predominately reliant on sectors demarcation into manageable sizes and the provision of adequate and sufficient resources. / Police Practice / M. Tech. (Policing)

This study sought to identify and explore the contributing factors responsible for the rate of high absenteeism, as a result of sick leave, at the South African Police Service (SAPS) Academy in Paarl. The research also explored international best practices in the management of absenteeism in police organizations. Furthermore, and most importantly, the study puts forward a set of recommendations to the management of SAPS regarding improvements that could address absenteeism and, ultimately, improve service delivery. Data was collected by means of a literature study coupled with semi-structured individual interviews. The interviews were conducted with the most diligent members of the group employees of the SAPS Academy in Paarl who had taken the least sick leave during the 2009-2012 leave cycle. A thorough literature review was conducted; this literature study focused on SAPS directives, inter alia, standing orders, regulations, national instructions and national legislation. In addition, national and international literature on absenteeism in the workplace was consulted. The findings of the study illustrate the impact of absenteeism on service delivery at the SAPS Academy, Paarl. It was established that absenteeism impacts on the morale of diligent members and, in turn, creates innumerable challenges for managers. The recommendations made in this study could contribute towards addressing and alleviating the impact of excessive absenteeism on service delivery at the SAPS Academy, Paarl. In addition, these recommendations could contribute towards addressing these matters within the broader SAPS body in and other government organizations, since absenteeism in the workplace is a general phenomenon. / Police Practice / M. Tech. (Policing)

The aim of the study is to establish how clients of the Germiston police station experience service delivery from personnel at their local police station and how police officials perceive their service delivery. This research wants to determine the extent of knowledge skills and attitude within the SAPS. The main objective was to evaluate services delivered by SAPS personnel. A qualitative research approach was chosen because it is flexible. The results of the study identified gaps. A significant shortage of personnel in the client service centre was noted. Furthermore, the results revealed that there is poor management and evaluation of the service delivery process. To have an effective and efficient service delivery process, it is recommended that the management of Germiston police station re-enforce legislation on service delivery and human resource capacity with the introduction of a customer service agent in the client service center and implement a monitoring and evaluation strategy. / Inhloso yocwaningo ngukubheka ukuthi abahlinzekwa usizo esiteshini samaphoyisa saseGermiston baluthola kanjani usizo esiteshini samaphoyisa sendawo nokuthi amaphoyisa akubona kanjani ukuhlinzeka kwawo usizo. Lolu cwaningo luhlose ukuveza izinga lamakhono olwazi kanye nokuziphatha ophikweni lamaphoyisa iSAPS. Injongo enkulu kwakuwukuhlaziywa usizo oluhlinzekwa abasebenzi bakwaSAPS. Kwakhethwa indlela yocwaningo ebheka amaqiniso ngoba iyaququleka. Imiphumela yocwaningo yaveza izindawo okungenzeki kahle kuzona. Kwabonakala ukuntuleka okukhulu kwabasebenzi esikhungweni sosizo okuhlinzekwa kubantu. Phezu kwalokho, imiphumela yaveza ukuthi kunokungaphathwa ngendlela nokungahlaziywa kahle kohlelo lokuhlinzekwa kosizo. Ukuze kube khona uhlelo lokuhlinzekwa kosizo olusebenza ngempumelelo nangokonga, kunconywa ukuba abaphathi besiteshi samaphoyisa saseGermiston baphoqe iqoqomthetho maqondana nokuhlinzekwa kosizo, mayelana nabasebenzi abanele kanye nokulethwa komuntu ozobhekana nezindaba zokugculiseka kwamakhasimende esikhungweni sosizo oluhlinzekwa kubantu futhi kuqale kulandelwe isu lokuqapha nokuhlaziya. / Maikemišetšo a thutelo ye ke go hlagiša ka moo badirelwa ba seteišene sa maphodisa sa Germiston ba itemogelago kabo ya ditirela go tšwa go bašomedi ba seteišeneng sa maphodisa sa tikologong ya bona le ka moo bahlankedi ba maphodiša ba bonago kabo ya ditirelo tša bona ka gona. Nyakišišo ye e nyaka go laetša bogolo bja go ba le tsebo le boitshwaro ka go SAPS. Maikemišetšo a magolo e be e le go lekola ditirelo tšeo di abilwego ke bašomedi ba SAPS. Mokgwatebelelo wa dinyakišišo ka go rerišana le banyakišišwa ore o be le kwešišo ya seo o se nyakišišago o kgethilwe ka gobane o ka fetolwa gabonolo. Dipoelo tša thutelo tlhokego ya tshedimošo ye e lekanego. Tlhaelo ye e bonagalago ya bašomedi senthareng ya go direla badirelwa e lemogilwe. Godimo ga moo, dipoela di utollotše gore go na le tshepedišo ye e fokolago ya taolo le tshekatsheko ya kabo ya ditirelo. Gore go be le tshepedišo ye e kgontšhago ya kabo ya ditirelo, go eletšwa gore bolaodi bja seteišene sa maphodisa sa Germiston bo tlaleletše maatla a melao ya kabo ya ditirelo le bokgoni bja dithuši tša batho ka godira gore go be le Modiri wa kabo ya ditirelo senthareng ya dirirelo tša badirelwa le go phethagatša maanotshepetšo a go lebeledišiša le tekolo. / Criminology and Security Science / M. A. (Criminal Justice)

The dissertation deals with the disciplinary process of the South African Police Service - perceptions and preferences of members in the North Rand area of the Gauteng Province. A research question " How members of the SAPS in the North Rand area of the Gauteng Province perceive the disciplinary process" is investigated in this study. The researcher has conducted a quantitative research in the North Rand area of the Gauteng Province using questionnaires and literature study as the research method. The answer to the research question in this study is that members of the SAPS have a negative attitude towards the disciplinary process of the SAPS. There is also uncertainty about the duties of certain role players during the disciplinary process. / Public Administration and Management / M.A. (Public Administration)

The security of its citizens is often regarded as the democratic state's primary raison d'etre. However, with increasing crime and perceptions of insecurity among citizens, along with actual and perceived state policing inadequacies, citizens around the world have sought to make alternative arrangements for their security. The explosion of private alternatives to state policing has resulted in the need for the replacement of former static definitions of policing by more fluid understandings of what policing entails. Policing is no longer an activity undertaken exclusively by the 'state police.' Policing needs to be understood within a framework which recognises the existence of a variety of state, commercial, community groups and individuals which exist within loose and sometimes informal, sometimes formal, networks to provide for the security of citizens. Preceding the country's transition to democracy in 1994 'state' policing in South Africa was aimed at monitoring and suppressing the black population and as a result it conducted itself in a largely militaristic way. When the government of national unity assumed power in 1994 it was indisputable that the South African Police had to undergo major reform if it was to play an effective, co-operative and accountable role in a democratic South Africa. While state policing has unquestionably undergone enormous changes since the advent of democracy in 1994, so too has non-state policing. It is widely accepted that the dividing line between state and non-state policing in South Africa is increasingly blurred. Policing, by its very nature, holds the potential to threaten democracy. Consequently it is important that policing is democratically controlled. According to the Law Commission of Canada four values and principles - justice, equality, accountability, and efficiency - should support policing in a democracy. This thesis is a case study of policing in Grahamstown, a small city in South Africa's Eastern Cape province. It will be shown that the policing problem that currently plagues Grahamstown, and by extension South Africa, is not simply the result of a shortage of providers but rather a problem of co-coordinating and monitoring security governance to ensure that the city does not further develop into a society where the wealthy have greater access to security than the poor.