EVERYONE’S AN INSPECTOR: The crisis of rank inflation and the decline of visible policing

Ted Leggett

doi:10.17159/2413-3108/2002/v0i1a1085

Abstract

South Africa currently has five and a half times more police inspectors than constables. This has resulted in a classic demonstration of the adage ‘too many chiefs and not enough Indians’ and has contributed to the collapse of field supervision in the South African Police Service. Recent moves to laterally transfer 7 000 senior military personnel will not help the situation, and present training plans, though ambitious, will not assist much. A radical rethink of the organisation is needed to optimise member strength on the streets.

Highlights

The South African distribution of rank jars sharply with international norms
The ratio of sergeants to constables is 1 to 4.5 in Australia, 1 to 5 in Britain, 1 to 4 in Canada, and 1 to 6.4 in the US. This situation is completely inverted in South Africa
The blurring of rank on the bottom end stands in contrast to the situation among the higher ranks, where ‘rank grading’ is maintained. Once they achieve the rank of captain, members are essentially promoted out of field duty

Summary

Too many chiefs

Rank seems to be more a designation of pay scale than function. This would not be a problem if authority were associated with job title rather than rank, but this does not seem to be the case either. The blurring of rank on the bottom end stands in contrast to the situation among the higher ranks, where ‘rank grading’ (the association of a particular job with a particular rank) is maintained Once they achieve the rank of captain, members are essentially promoted out of field duty. Many ideologically committed members left the service, those whose rank and training made them marketable in the private sector They were joined by those who felt that it was in their best career interest to retire from the service, given anticipated affirmative action, the uncertain future of the police, the projected expansion of the private security market, and attractive ‘golden handshakes’ intended to make room for lateral transfers. This kind of agenda requires the rapid promotion of black members, even if there are no vacant positions into which they can be promoted

Short of strength on the ground

Findings

Conclusion