Question 1

Evaluation of strategic planning

Hughes (2003) states that strategic planning is an interaction that centers around strategic and
operational objectives, destinations and methodologies dependent on authoritative approaches,
projects and exercises that are intended to accomplish the establishment's points and alluring
outcomes. As indicated by Poister and Streib (2005), strategic planning should be an activity situated
sort of preparation that is valuable just on the off chance that it is coupled to execution and this is
regularly where the cycle fails.

The strategic-planning process consists of three stages, namely;

a. Strategy formulation,

Strategy formulation includes developing a vision and mission, identifying an organization’s

external opportunities and threats, determining internal strengths and weaknesses, as well as
establishing long-term objectives of the firm, generating alternative or competing strategies, and
choosing strategies to be pursued by the organization. Strategy formulation scope includes
deciding about what and where to invest to, businesses to abandon altogether, resource
allocation in terms of type and amount, decision on whether to expand operations or diversify,
whether to enter international markets or withdraw, whether to merge or form joint ventures, and
how to avoid a hostile takeover by other organizations in an aggressive business environment
(David, 2011).

b. Strategy Implementation

Strategy implementation may or may not succeed because of various factors both external and
internal to the organization. The organization should study the business environment and react
accordingly to ensure that strategies laid are not derailed. There are serious consequences for
failed strategic implementation to individuals and the organization and should therefore be avoided.

c. Strategy evaluation.

According to David (2011), Strategy evaluation includes three basic activities; Firstly examining the
underlying bases of a firm’s strategy. Secondly comparing expected results with actual results, lastly
taking corrective actions to ensure that performance conforms to plans

The calculated plan offers focus to all other plans in the government. It states the direction that the
institution has selected for its future as well as its game plan ‘(strategy) to compete in the business
world. The strategic plan should be built around the organisations exceptional strengths, it also
undertake to reduce its weaknesses in order to permit the organisation to participate with other
organisations. The strategic plan also deals with crucial opportunities and intimidations that the
changing business environment poses to the organisation.
 As detailed earlier, a sound knowledge of what strategic plans encompass is vital for managers at all
ranks of the organisation in order to guarantee that each manager aligns his or her departments or
section’s plans with the overall strategic plan of the organisation .

STRATEGIC PLANNING : WHAT IT ENCOMPASSES

Simplistically stated, strategic planning ‘refers to the process of process of proactively aligning the
organisation (internal environment) with intimidations and opportunities caused by changes in the
outside environment. The main focus of strategic planning is the changing future- not the current or
the past.

Strategic planning therefore

o Is an ongoing activity ( a process ) as the business environment continuously change

o Requires well-developed conceptual skills and is performed mostly by highest management
o Emphases on the organisation as a whole and not on specific departments in the
organisation
o Is future-oriented
o Is concerned with the organisations vision, mission, long –term goals, and strategies
o Aim at involving all management functions
o Focuses on opportunities that may be exploited, or threats that may be dealt with , through
the application of the organisation’s resources
o Has to comply with corporate governance principles.

Strategic planning process

Vision

Mission

Capabilities
Opportunities and
Strategic goals
threats

Strategy

Implement through: Functional tactics, annual objectives, policies

Institutionalise through: structure, leadership and culture, reward system, training, resources allocation

Strategic control
SAPS strategic planning

Vision

To form a harmless and protected setting for all persons in South Africa (SAPS strategic
planning,2020:20).

Mission

To avert and battle crime that may impend the well-being and sanctuary of any community; Inspect
any crimes menacing the safety and security of any community; Guarantee that delinquents are
brought to justice; and Partake in efforts to address the roots of crime (SAPS strategic
planning,2020:20).

Strategic Goals

The basic policing model that triggers the SAPS’ strategic direction, is a strategic response to the
constantly evolving challenges that the SAPS faces. The model is a representation of an overall
approach to policing that comprises three key dimensions, namely; strategic policing and innovative
policing, reinforced by basic policing principles (SAPS strategic planning,2020:23).

Furthermore the accomplishment of the use of the strategic and innovative policing methods, are
dependent on the categorical application, specifically; safeguarding that elementary policing
principles are comprehensively and regularly applied. This aspect embraces what is signified to as
“first things first”, which suggests that the significances of the organisation and those of government
will be at the front of everything that the SAPS and its members do. It is, however, imperative that
things are done right, which suggests that the internal and external rules that oversee the
organisation are implicit and correctly implemented. Command and control lies at the heart of the
elementary policing principles aspect and requires that there is responsibility and accountability for
the execution of any function, supported by the consistent application of consequence management
(SAPS strategic planning,2020:24).

Strategy: 2020-2025

Firstly the SAPS’ impact statement for 2020 to 2025, namely; “a safe and secure environment that is
conducive for social and economic stability, supporting a better life for all”, emphasises the crucial
role that safety and security plays, within the overall social and economic development of the
country, which is elaborated on within the MTSF 2019 to 2024, whose ultimate goal is a better life
for all in South Africa (SAPS strategic planning,2020:24).

Secondly the SAPS will ensure the upholding and enforcing of the law, as a key contribution to the
asserting of the constitutionally grounded authority of government. The democratic principles
underlying the functioning of the South African State and the political dispensation of the country,
are assured by the Bill of Rights. The SAPS’ role in upholding and enforcing the law, will, therefore,
be done within the context of a democratic policing approach (SAPS strategic planning,2020:24).

Thirdly the stabilisation of areas with high levels of crime or areas that have been identified as
hotspots, due to the prevalence of specific crime-related threats, thereby requiring an
unconventional approach to the policing of these areas, is a key element of this outcome. The
ensuring of internal stability within the country, from a public order point-of-view, based on the
rights enshrined within the Constitution, will contribute significantly to increased feelings of safety in
communities at the assurance that the State’s authority is being affirmed (SAPS strategic
planning,2020:25).

Fourthly the objects of policing provide the SAPS with the sole mandate for the investigation of
crime that is reported by people in South Africa or which is detected and reported to the SAPS, by
various entities. The focus of this high-level function, over the medium-term, will, however be on the
thorough and responsive investigation of reported crime (SAPS strategic planning,2020:25).

Fifthly, the fundamental principle that underlies a democratic approach to policing, is a collaborative
and consultative approach to all aspects of policing, which implies that citizens are actively involved
in their own safety and security. The degree to which citizens are prepared to get involved in policing
is largely dependent on the extent to which they trust the police. The SAPS cannot oblige individuals
or communities to become actively engaged in their safety and security, nor can it explain the efforts
it has gone to, to exact this active collaboration. It simply requires that the SAPS does everything in
its power to enhance its professionalism and levels of active engagement and then enquire about
the degree to which individuals and communities are prepared to work with the police, based on
trust relationships that have been established and communities’ perceptions of the level of the
SAPS’ professionalism (SAPS strategic planning,2020:25).

Lastly the NDP requires that“police officers’ value their jobs”, which places an obligation on the
organisation to provide an appropriate working environment for its members and the families that
support them. The SAPS will, therefore, prioritise the enhancement of the well-being of its
employees and consult internally, to test employees’ opinion on the extent to which the
organisation tangibly improves their well-being (SAPS strategic planning,2020:26).

1.2. Management of change

1.2.1. Areas of organisational change

Many organisational changes take place in the so-called areas of organisational change, namely in
strategy, structures, technology, and people. When change takes place in any one of these areas,
that change will generally bring about change in another area or areas.

1.2.2. Change in strategy

Most organisations have strategic plans outlining the future course of the business. Any change to
these will mean a change in the functional strategies of the organisation, as well as changes in any of
the other areas of change.

1.2.3. Changing the organisational structure

A change in strategy should normally results in a change of structure. This may involve reducing the
management levels, enlarging the plan of the span of control merging departments or sections,
revising authority, or deciding to decentralise decision-making. Changing an organisation’s structure
is very difficult because of the assigned interests of managers employees, and unions. This is
 particularly true in cases of a change in the overall design of an organisation in order to make the
organisation more streamlined.

1.2.4. Technological change

This may involve replacing people with robots, altering equipment or introducing new engineering
process, production process, or systems. A change in technology, on the other hand, can also lead to
a change in strategy or structure.

1.2.5. Changing people

A change in the organisations strategy may necessitate a change in the job description of many
employees, their mindsets and behaviours. Many managers and workers may find change traumatic
and may resist any attempts to change the organisation. In certain managers and employees may
even have to reapply for their own jobs. A strategy change may require completely new
competencies by managers and workers. Internal competition for jobs may cause hostility amongst.

1.3. Change Management in a police Organisation.

Kotter (1990) suggests that managers and leaders each have three main tasks but they undertake
and complete them in entirely different ways. These tasks are: deciding what needs to be done,
creating networks of people and relationships that can accomplish the agenda and trying to ensure
that people actually do the job. However, Kotter goes on to say that managers and leaders deal with
these tasks differently.

Zaleznik (1977) thereafter identified 4 areas which followed on from Kotters ideas whereby
managers and leaders differed. They are as follows; attitudes towards goals, conceptions of work,
relations with others and senses of self, leaders when compared to managers appear to adopt a
more personal role.

Poister T, Streib G. Elements of strategic planning and management in municipal government: Status
after Two Decades. Public Administration Review. 2005; 65(1):45-56. Retrieved from
https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1540-6210.2005.00429.x

Hughes O. Public Management and Administration: An Introduction, (3rd Ed). Melbourne: MacMillan,
2003. Retrieved from https://trove.nla.gov.au/work/8182466

David FR. Strategic management concepts and cases. Upper Saddle River, New Jersey: Prentice, 2011.