Police, Defence and Intelligence

Police
Civilian Secretariat for Police
Independent Police Investigative Directorate
Private Security Industry Regulatory Authority
Defence
Armaments Corporation of SA
Denel
Intelligence services

 

 

Department of Police

The Department of Police is responsible for law-enforcement services, policy determination, direction and overall execution of the department’s mandate in relation to relevant legislation. The Minister of Police is responsible for determining national policing policy (Section 206 of the Constitution of the Republic of South Africa of 1996) and the overall execution of the department’s mandate, in relation to the key pieces of legislation. The National Police Commissioner answers directly to the Minister of Police.

Entities reporting to the Minister of Police are the:

Over the medium term, the department aimed to focus on building capacity in the SAPS; reducing the levels of violent crime, gender-based violence and femicide; and reducing crimes and offences that have a direct impact on economic activity, such as fraud, corruption, money laundering and terrorist financing. Cabinet has approved reductions to the department's budget amounting to R8.7 billion over the medium term.

To mitigate against the potential negative impact of these reductions, the department will fill only critical vacant posts such as those for police officers and forensic analysts; and implement cost-containment measures including reducing foreign travel and limiting overtime payments for weekends and public holidays. To further reduce the burden on its resources, the department plans to continue fostering strategic partnerships with communities and leveraging community policing initiatives to enhance public safety.

Building capacity in the SAPS

To improve police visibility, enhance community responsiveness and build public confidence in the police service, the department plans to recruit additional members over the MTEF period.Modernisation initiatives include upgrading ICT infrastructure, improving connectivity, deploying mobile technologies,and using automatic number plate recognition units and digital fingerprint enrolment devices to support visible and specialised policing capabilities.

Reducing violent crime, gender-based violence and femicide

To reduce the levels of violent crime, gender-based violence and femicide while adapting to resource constraints, the department will emphasise community mobilisation for increased police visibility through strategic partnerships. Initiatives include community engagement, awareness campaigns and the revitalisation of community police boards and forums. To give expression to these objectives, the department has adopted the whole-of-government

and whole-of-society framework, as guided by the integrated crime and violence prevention strategy. This approach promotes the implementation of an integrated, developmental, collaborative, knowledge-based and evidence-based approach to the prevention of crime and violence in South Africa.

In line with this framework, the police service will implement the increased crime prevention and combating action plan, which targets violent crime, including gender-based violence and femicide, through a data-driven approach and high-density operations in priority station precincts. As a result of implementing the plan, the percentage of contact crimes reported is expected to decrease by 14.5% over the medium term.

Similarly, over the next three years, the detection rate for contact crimes against women is set to improve to more than 71%, and the detection rate for contact crimes against children to more than 65%.

Reducing crimes that have a direct impact on economic activity

Economic infrastructure task teams, supported by the organised crime investigation capability, aim to combat crimes affecting the economy, such as illegal mining, infrastructure-related crimes such as vandalism and theft, and extortion in the construction sector.

The department further aimed to enhance crime detection, focusing on contact crimes, corruption, commercial crimes and cybercrime. To achieve this, specialised capabilities, including the Directorate for Priority Crime Investigation, forensic services and crime intelligence, will look to collaborate with internal and external stakeholders. Efforts will continue to address organised crime, money laundering and terror financing in line with recommendations from the Financial Action Task Force.

Civilian Secretariat for Police

The CSPS was established in terms of the CSPS Act of 2011 and Section 208 of the Constitution of the Republic of South Africa of 1996, which provides for the establishment of a civilian secretariat for the police service to function under the direction of the Minister of Police. 

In terms of the Act, the secretariat’s mandate is to conduct civilian oversight of the police service and provide policy and strategic support to the Minister, including administrative support in relation to his international obligations. The Act also mandates responsibility on the secretariat to monitor the implementation of the Domestic Violence Act of 1998 by the SAPS.

Over the medium term,the department planned to continue developing policies and legislation for the police sector; organise events such as izimbizo and public participation programmes to foster community involvement in the fight against crime; and monitor and evaluate the performance of the police service in alignment with its constitutional obligations, including compliance with legal frameworks such as the Domestic Violence Act of 1998.

Developing policies and legislation for the police sector

The CSPS has outlined a comprehensive plan to improve uniformity, consistency, efficiency and effectiveness within the law enforcement value chain over the period ahead; and to address inconsistencies associated with the fragmented nature of policing at the national, provincial and local levels, including the lack of standards. As part of the plan, five bills were set to be finalised: the SAPS Amendment Bill, Stock Theft Amendment Bill, Firearms Control Amendment Bill, Second-hand Goods Amendment Bill and Civilian Secretariat for Police Service Amendment Bill.

Concluding the national policing policy - a collaborative effort requiring inputs from the SAPS's management, provincial executives, and ministerial structures from the justice, crime prevention and security cluster - will also be prioritised over the period ahead. The successful adoption and implementation of this policy is anticipated to improve the professionalism and quality of policing services throughout the country.

Fostering community involvement in fighting crime

In addition to conducting a targeted three anti-crime campaigns per year over the next three years, the CSPS intended to facilitate 24 izimbizo and public participation programmes in municipalities. These are expected to heighten community awareness of crime-prevention strategies, including community policing, safety forums and the evaluation of the functionality of community police forums. It also plans to hold 27 capacity-building workshops with stakeholders during this period. These activities will be carried out in the lntersectoral.

Monitoring and evaluating the police service's performance

In its commitment to enhance the management of gender-based violence cases, the CSPS aimed to compile two reports per year over the medium term to assess the SAPS's compliance with the Domestic Violence Act of 1998. To promote transformation, accountability and professionalism within the SAPS, the department aimed to generate three reports per year over the period ahead on the SAPS's handling of complaints and the implementation of the IPID's recommendations, and an evaluation of police integrity.

Independent Police Investigative Directorate

The IPID exercises its functions in accordance with the IPID Act of 2011. The Act gives effect to the provisions of Section 206(6) of the Constitution, which provides for the establishment of an independent police complaints body that must investigate any alleged misconduct of, or offence committed by, a member of the police service. 

The thrust of the directorate’s work is to investigate serious and priority crimes allegedly committed by members of the SAPS and the Municipal Police services. The Act grants the directorate an extended mandate and changes the focus of the directorate’s work from a complaints‐driven organisation to one that prioritises investigations. It also places stringent obligations on the SAPS and the Municipal Police Services to report matters that must be investigated by the directorate, and ensures that disciplinary recommendations made by the directorate are implemented.

Over the medium term, the directorate aimed to focus on the development of a new case management system; prioritise the investigation and finalisation of cases where the victims are women, children and people with disabilities; and improve access to its services. This will entail conducting a skills audit to identify skills as well as any gaps within its workforce to better address its case investigation backlog, and strengthening stakeholder engagements within law enforcement.

Addressing the case investigation backlog

Over the next three years, the directorate will prioritise addressing its case backlog and investigating cases related to alleged police brutality, rape, torture and assault. Given the surge in reported cases of gender-based violence and femicide, special emphasis will be placed on cases involving women, children and people with disabilities.

To optimally use its human resources in support of its core mandate, the directorate planned to conduct a skills audit in 2024/25 to identify skills as well as any gaps in its workforce. This information aimed to guide the review of its organisational structure as the directorate aims to tap into the skills of its employees and assess key competencies required to improve performance.

Strengthening stakeholder engagements within law enforcement

In recognition of the critical role of maintaining strong relations with various stakeholders in raising awareness about its mandate, the directorate aims to manage perceptions and restore public trust and confidence in its services.In pursuit of this,the number of formal engagements with key stakeholders is set to increase from 167 in 2022/23 to 180 in each year over the medium term.

Private Security Industry Regulatory Authority

The PSIRA was established in terms of Section 2 of the Private Security Industry Regulation Act of 2001, which replaced the Security Officers Act of 1987.

The authority is mandated to regulate the private security industry, and exercise control over the practice of the occupation of security service providers in the public and national interest, as well as in the interest of the private security industry itself. 

Over the medium term, the authority aimed to concentrate on enhancing compliance by establishing specialised units, including the firearms inspections unit, the K9 unit and the special operations unit.This strategic focus aimed to ensure better adherence to the Private Security Industry Regulation Act of 200 I and enhance the prosecution rate for cases involving non-compliant security service providers. In addition to compliance measures, the authority will prioritise the transformation of the private security industry in an effort to empower historically disadvantaged providers.

Planned initiatives for the next three years included efforts to professionalise the security industry by reviewing and enhancing training materials, The PSIRA was set to undergo a comprehensive review of its strategy, including the digital transformation strategy, to formulate a new plan for the next five years. This includes system enhancements so that they interface with other internal and end-user systems, and supporting the implementation of levies for private security providers.

Defence

The Department of Defence (DoD) derives its mandate from Section 200 of the Constitution; the Defence Act of 2002, as amended by the Defence Amendment Act of 2010; the 1996 White Paper on Defence; and the 2015 South African Defence Review. The department is required to provide, manage, prepare and employ defence capabilities that are commensurate with South Africa's needs.

Over the medium term, the DOD planned to continue protecting the sovereignty of South Africa and its territorial integrity through internal and external operations. This entails prioritising border safeguarding, maintaining infrastructure,and providing support to the SAPS and other peace-support operations.

Guarding South Africa's borders and supporting the police

To safeguard the integrity of South Africa's borders, the department will continue to prioritise the acquisition of vehicles and technology that will serve as a force multiplier. This approach is expected to increase the range of the borderline under protection and help in preventing illegal border crossings, smuggling and other activities that could compromise national security. The DOD will also continue to support the SAPS to address internal security challenges.

Maintaining infrastructure and supporting peace in the region

The DOD planned to continue providing day-to-day and preventative maintenance, and emergency repairs. As part of South Africa's commitment to regional stability, the department will continue its peacekeeping efforts in the Democratic Republic of Congo (DRC) and Mozambique. South African troops were deployed to address the deteriorating security and humanitarian situation in the eastern part of the DRC.

Armaments Corporation of South Africa (Armscor)

Armscor, which is guided by the Armscor Act of 2003 , ensures that the South African National Defence Force is equipped with high-quality, reliable and technologically advanced defence materiel. By fulfilling its mission, the corporation contributes to the overall effectiveness and readiness of the defence force while actively enabling the development of the local defence industry by supporting local manufacturers and fostering research and development initiatives.

Over the medium term, the corporation aimed to continue focusing on meeting the defence materiel requirements, as well as the defence technology, research and development analysis, and testing and evaluation requirements of the DOD. Armscor planned to ensure that the procurement of capital assets for the defence force over the medium-term period is cost efficient and meets its operational needs.

Over the period ahead, the corporation planned to offer services related to operational research, comprehensive testing and the evaluation of defence systems and capabilities across military and civilian settings. The adoption of cutting-edge technologies such as artificial intelligence and nanotechnology is expected to empower the corporation to carry out its mandate.

Denel 

Denel was incorporated as a private company in 1992 in terms of the Companies Act of 1973, with the South African Government as its sole shareholder. It operates in the military aerospace and landward defence environment and provides strategic defence equipment.

The company’s broad focus over the medium term will be on implementing its turnaround plan, which entails rolling out its new operating model, restructuring and optimising its cost structure. The new operating model reduces Denel’s structure from six core business units to three – engineering, manufacturing, and maintenance and overhaul.

This change will not only result in decreased expenditure, but in the improved allocation of critical resources. It will also require that the company accelerate its disposal of non‐core assets and businesses, improve supply chain policies and align its IT infrastructure with its new organisational structure.

Castle Control Board

The Castle Control Board primarily derives its mandate from the Castle Management Act of 1993, which requires the board to preserve and protect the military and cultural heritage of the Castle of Good Hope, and to optimise its tourism potential and public accessibility. Aspects of the board’s mandate are also derived from the Defence Endowment Property and Account Act of 1922, and the National Heritage Resources Act of 1999.

Over the period ahead, the board intended to maximise the heritage tourism potential of the Castle of Good Hope and enhance its accessibility to a wider audience. This entails implementing a strategy to optimise revenue with the goal of ensuring that the Castle of Good Hope becomes self-sustainable over the medium term.

Key to this is providing a comprehensive array of visitor services, including the introduction of an enhanced tourist guide script that integrates both tangible and intangible heritage to enrich the experience for tourists. Efforts will also be directed towards improving museum curation and exhibitions, upgrading the information centre and website, and upgrading the curio shop to support the development of young and women entrepreneurs.

Intelligence services

The mandate of the State Security Agency (SSA) is to provide government with intelligence on domestic and foreign threats or potential threats to national stability, the constitutional order, and the safety and well-being of the people of South Africa. Examples of such threats are terrorism, sabotage and subversion.This allows government to implement policies to deal with potential threats and to better understand existing threats and thus improve their policies.

The SSA comprises the:

  • Domestic Branch (formerly the NIA)
  • Foreign Branch (formerly the SASS)
  • South African National Academy of Intelligence
  • National Communications Centre
  • Office for Interception Centres
  • Electronic Communications Security (Pty Ltd).

Source: Official Guide to South Africa

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