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:

1. Conducting skills and integrity audits to remove incompetent and corrupt officials.
2. Restructuring crime intelligence and detective services to enhance investigative capacity.
3. 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.”

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“On Friday, 31 January 2025, my colleagues and I conducted an unannounced visit to the Cape Town K9 Unit, and our findings should alarm all South Africans. The unit is on the brink of collapse, reflecting broader systemic failures in the country. SAPS management appears oblivious to the globally recognised role and effectiveness of K9 units in crime-fighting,” Cameron stated.

During the visit, the committee observed a leadership crisis, a lack of appreciation for the unit’s critical role, and what Cameron described as dereliction of duty. He found it unacceptable that the Cape Town K9 Unit has only two operational dogs. “In a city plagued by drug-related crime and gangsterism, with an international airport and harbour that could serve as drug entry points, it is unacceptable to have such inadequate resources to combat crime,” he added.

While the Cape Town situation is alarming, Mr Cameron stressed that the national picture is even worse, raising serious questions about the SAPS management’s commitment to crime-fighting. He highlighted that in Cape Town alone, 50% of dog handlers lack dogs, training at Roodeplaat is ineffective and outdated, and the SAPS remains reliant on a prolonged dog training strategy that fails to address immediate crime-fighting needs.

Cameron underscored the strategic importance of the K9 Unit, citing its critical capabilities in tracking criminals, detecting explosives, uncovering narcotics, and participating in rescue missions. He argued that the SAPS management’s failure to acknowledge or prioritise this capability suggests a deeper unwillingness to implement effective crime-fighting strategies, particularly in curbing the increasing drug crisis.

He called for the National Commissioner to conduct an urgent skills audit of the unit, starting at management level, given the evident dereliction of duty. He also urged a review of the current strategy that prevents the purchase of already trained dogs, which could help bridge the capability gap.

“It is imperative that SAPS implements every available strategy to fight crime. The neglect of the K9 Unit is an indictment of SAPS’s ability and commitment to this cause,” Cameron stated.

He further noted that the failure of SAPS management to effectively utilise the K9 Unit directly impacts the morale of its dedicated personnel. He stressed the urgent need for a clear and innovative intervention to restore the unit’s effectiveness. “National and provincial managers responsible for this unit must be held accountable for their mismanagement, which has rendered the unit dysfunctional,” he emphasised.

The committee will summon SAPS management to account for their plans to revitalise the K9 Unit as a critical component of crime-fighting efforts.

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The committee made the recommendations in its Budget Review and Recommendation Report (BRRR), which it adopted earlier this month.

The BRRR is a critical part of Parliament’s engagement with the budget. Under Section 5 of the Money Bills Amendment Procedures and Related Matters Act of 2009, the National Assembly, through its committees, must annually compile BRRRs that assess the service delivery performance of departments given available resources. Committees are also expected to assess the effectiveness and efficiency of the departments’ use of available resources. Furthermore, parliamentary committees may include recommendations on the future use of resources.

“The reality is that currently, the SAPS is top-heavy, and the effectiveness of the structure is intangible. An effective organisation depends on its leadership’s ability and competence to drive strategic objectives, attainment of set targets and that promotes continuous development. Leadership must also be competent and well equipped to address the evolving challenges in policing,” said Ian Cameron, Chairperson of the committee.

Reiterating its call for a corrupt-free service, the committee has also recommended instituting regular lifestyle audits to ensure that SAPS management is accountable and above reproach. Its leadership should also lead ethically to ensure that the SAPS regains the expected and required public trust.

Since its inception, the committee has highlighted the importance of trust between the public and the police in fighting crime. A trust deficit discourages communities from reporting crime and sharing information that can lead to arrests. In line with this, the committee has recommended the establishment of a dedicated capacity to deal with discipline within the SAPS.

The committee has also emphasised the need to review the current discipline management system within the SAPS. “Prioritising discipline will enhance public confidence in the SAPS, but the foundation is having specialised expertise that can promote consistency and fairness while ensuring an acceptable standard for police discipline,” Cameron said.

Similarly, the committee called for stricter measures and consequences for SAPS members when firearms are lost or stolen, ensuring proper investigations and appropriate disciplinary actions for negligence.

Meanwhile, the committee has called for a tangible action plan to reduce the number of civil claims against the service. The committee noted with concern that there are cases of collusion between police officers and lawyers and has called for improved risk management strategies and training initiatives that can reduce claims against the SAPS. Also, the committee has called for the SAPS to consider body cameras as a technological intervention to reduce civil cases against the organisation.

The committee has reiterated that to fight crime effectively, the SAPS must invest in the Crime Intelligence Division. “The effective functioning of Crime Intelligence is crucial in the fight against crime. To ensure that Crime Intelligence operates at its highest capacity, it must receive adequate funding and resources,” Cameron stressed.

In its report, the committee also recommitted to enhancing its oversight of the fight against extortions. This commitment is in the context of the devastating impact of extortions on the country’s socio-economic well-being. “We will continue enhancing our oversight over the SAPS because they are our barrier against crime. Our responsibility as a committee is fostering a safe and secure country that can create an environment conducive to economic development,” the Chairperson said.

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