Chairman of the Portfolio Committee on Police, Ian Cameron, recently shared his insights on the state of policing in South Africa, touching on key issues such as crime prevention, police restructuring, detective services, and the need for leadership reform. His discussion highlighted the systemic challenges within the South African Police Service (SAPS) and potential solutions to improve its effectiveness.
Responding to concerns about excessive force used by some SAPS units, particularly in KwaZulu-Natal, Cameron stressed that while police must defend themselves, accountability is crucial. “We can’t expect action against crime and then condemn the police when that action seems too firm,” he stated. However, he acknowledged that a lack of oversight in certain areas leads to disproportionately high fatalities, raising questions about operational conduct.
Cameron argued that there needs to be an independent body that monitors police conduct more effectively. “Internal oversight is important, but SAPS should not be policing itself. There needs to be greater external accountability to ensure that police actions align with the law and do not erode public trust,” he said. He also suggested improving police training to emphasise the proportional use of force and crisis de-escalation tactics.
A major issue Cameron raised was the discrepancy between arrest numbers and successful convictions. Operation Shanela sees weekly arrests of 10,000 to 13,000 people, yet “we see little evidence of successful prosecutions.” He criticised the operation as “a high visibility but ineffective strategy” that overburdens detectives without addressing core criminal structures. “Mass arrests are meaningless if they don’t lead to solid convictions.”
He pointed out that the backlog in the judicial system and the inefficiencies in case handling contribute significantly to this issue. “It’s not just about making arrests. If the prosecution process is weak, then those arrests mean nothing. We need a criminal justice pipeline that ensures arrests lead to convictions and that criminals do not re-enter the system due to procedural failures.”
Cameron highlighted the severe understaffing and overworking of detectives, which weakens investigative capacity. “Detectives now average just five years of service, down from 25 years a decade ago. They lack experienced mentors, making case resolution difficult.” He proposed structured mentorship programs with veteran officers, better incentives for detectives, and restructuring case allocation. “Minor cases should be handled by uniformed officers, allowing detectives to focus on serious crimes.”
He also stressed the need for better technology and forensic capabilities to aid detectives. “In many cases, detectives don’t have access to modern forensic tools or even proper digital record-keeping systems. This hampers their ability to solve crimes efficiently. Investing in proper infrastructure and technology for SAPS should be a top priority.”
The Special Task Force and other elite police units are underutilised, Cameron noted. “They have world-class training, but we don’t deploy them enough for critical issues like gang violence.” He also addressed the need for fairer danger allowances across police units. “The Special Task Force receives a R21,000 risk allowance, while Flying Squad officers, who face daily high-risk scenarios, get only R400 to R600 per month. This disparity is demoralising.”
Cameron strongly advocated for better aerial policing, citing the dire state of SAPS’s Air Wing. “In Cape Town alone, no operational police helicopters exist. Nationally, only about 22% of SAPS’s air fleet is functional.”
The benefits of aerial support extend beyond crime-fighting, he noted. “Airborne units can be crucial in search-and-rescue missions, high-speed chases, and disaster response efforts. Yet, we have this incredible resource sitting idle due to poor planning and mismanagement.”
Cameron emphasised that many of SAPS’s issues stem from leadership failures. “Rank stagnation, bloated structures, and ineffective leadership create inefficiencies. Officers are not placed where they are most needed.” He also stressed the importance of lifestyle and skills audits. “SAPS cannot be trusted to regulate itself. External oversight is necessary to prevent corruption and incompetence.”
He warned that a culture of nepotism and political interference within SAPS is crippling the organisation. “We need merit-based promotions and appointments in SAPS. Too often, key positions are filled based on political loyalty rather than competence. This must change.”
When asked what three changes he would implement immediately, Cameron outlined:
- Conducting skills and integrity audits to remove incompetent and corrupt officials.
- Restructuring crime intelligence and detective services to enhance investigative capacity.
- Expanding public-private partnerships in forensic and specialised investigations to modernise policing capabilities.
He further added that improving working conditions for officers, particularly in terms of salary and resources, would go a long way in improving morale and effectiveness. “We ask a lot from our police officers, but we don’t give them the tools they need to succeed. That’s a fundamental issue.”
Cameron’s insights paint a picture of a police force in urgent need of reform, from leadership restructuring to more effective resource allocation. His recommendations, if implemented, could significantly improve SAPS’s ability to combat crime and restore public confidence in law enforcement. Without fundamental changes, he warned, the police force risks becoming increasingly ineffective, further emboldening criminals and eroding public trust. “We need decisive action now, anything less is a disservice to the people of South Africa.”
