The findings of this impact study indicate that there was noncompliance with the agreement. It was found that the South African Police Service (SAPS) management failed to act correctly in many instances. The new Republic of South African’s Government of National Unity came into power in 1994 marked by deep social and economic inequalities, as well as racial, political, and social divisions. The new government adopted the Reconstruction and Development Program (RDP) to reorientate, and reunite society towards a socially coherent and economically equitable society. The South African public service, including SAPS, in achieving reconciliation, reconstruction, and development, was given a major role to play. To fulfill its mandate, the service had to be transformed into a coherent, representative, competent and democratic institution for implementing government policies and meeting the needs of all South Africans. To achieve these objectives, the government and the unions signed a framework agreement in 2001 paving the way for the Public Service Coordinating Bargaining Council (PSCBC) Resolution 7 of 2002. The Bargaining Council is a formal structure established in terms of the Labor Relations Act 66 of 1995 with the function of negotiating between the employer and the unions and managing disputes which fall under its jurisdiction. After the agreement was implemented, many disputes were registered by affected members of the SAPS at the PSCBC. This study sought to explore both the PSCBC Resolution of 2001 and 2002, explain how the two agreements provided guidelines with regard to its implementation, determine where the police acted incorrectly, outline the impact of the disputes on service delivery, and indicate the importance of policymaking, policy implementation, and policy evaluation in an organization. Table, references