Despite formal performance evaluation systems for senior executives in the police oversight sector, no mechanisms exist to reduce their remuneration in response to repeated financial underperformance. This gap was highlighted in a parliamentary question posed by Democratic Alliance (DA) Member of Parliament Karabo Khakhau.

Accountability Concerns

MP Karabo Khakhau questioned the Minister of Police on whether any key performance indicators (KPIs) are in place to measure the effectiveness of chief executive officers (CEOs) in state entities under his authority. She also sought clarity on what steps, if any, have been taken to review executive pay in cases of financial underperformance, and whether remuneration has been aligned with the financial sustainability of the entities concerned.

Government’s Structured Performance System

In response, the Minister confirmed that Accounting Officers, including the Secretary for Police Service (Director-General), are assessed using KPIs contained in the department’s Strategic Plan and Annual Performance Plan (APP), in line with the Revised Framework for Strategic and Annual Performance Plans. These plans are approved by the Minister and include outcome indicators and five-year targets.

The Director-General has a signed Performance Agreement with the Minister, which is cascaded to Deputy Director-Generals and other senior officials. This agreement is aligned with the department’s APP and quality assured by the Department of Planning, Monitoring and Evaluation to ensure consistency with government priorities.

For the 2025/26 financial year, the DG’s performance areas include:

• Strategic management of the department

• Oversight of stakeholder mobilisation

• Direction of research, policy, and legislative processes

• Civilian oversight to drive transformation of the South African Police Service (SAPS)

Importantly, the Minister noted that public servants, including these executives, are no longer eligible for performance bonuses.

No Pay Consequences for Financial Underperformance

While performance is tracked, the Minister admitted there are no specific mechanisms to reduce or withhold remuneration from executives in entities that consistently underperform financially. Salaries are fixed under the Public Service Act and related regulations, which do not allow for downward adjustments based on financial outcomes. This means that even sustained underperformance has no bearing on pay.

No Link Between Remuneration and Financial Health

The Minister further acknowledged that no action has been taken to align executive pay with the financial sustainability of the entities they manage. Remuneration remains governed by central public service rules, and departments lack the authority to make performance-based pay adjustments.

Khakhau’s inquiry underscores a structural flaw in public sector accountability, while executives are held to documented performance standards, their compensation remains insulated from financial realities. Without reform at the national level, this misalignment is unlikely to change.