In a recent parliamentary reply, Minister of Police Senzo Mchunu confirmed that 218 police officers have been dismissed over the past five years for corruption-related offences. The figures, released in response to a question posed by MK Party member Mzwanele Manyi, paint a concerning picture of internal misconduct within the South African Police Service (SAPS), but also raise questions about the effectiveness of follow-up criminal proceedings.
Of the 218 dismissals, only 12 have resulted in criminal convictions. These convictions followed investigations conducted by the Anti-Corruption Investigation Unit under the Division of Detective and Forensic Services. The provincial breakdown shows a disproportionate concentration in the Free State, where seven officers were convicted of corruption and one of defeating the ends of justice. Other provinces recorded just one conviction each: Limpopo, Eastern Cape, Mpumalanga and KwaZulu-Natal. No convictions were recorded in the remaining provinces.
The gap between the number of dismissals and successful prosecutions highlights an ongoing issue in the criminal justice system: the ability to convert internal disciplinary action into formal legal accountability.
Meanwhile, in response to persistent public criticism over policing inefficiencies and rising crime, SAPS has taken steps to assess and improve its operational effectiveness. According to the Minister, SAPS commissioned Customer Satisfaction Surveys in 2021 and 2023 to evaluate how well the service is fulfilling its constitutional mandate as outlined in section 205(3) of the Constitution of the Republic of South Africa.
Two detailed reports have been compiled from these surveys, though they have not been made publicly available and are only accessible on request. What is clear, however, is that SAPS has linked the findings of these evaluations to its strategic planning. The Strategic Plans for 2020 to 2025 and for 2025 to 2030 reportedly incorporate remedial actions derived from the survey results. These are further translated into the department’s Annual Performance Plans and the Service Delivery Improvement Plan.
While these measures suggest an awareness of institutional shortcomings and a formalised process for improvement, the lack of transparency around the survey findings and the relatively low rate of convictions following corruption dismissals raise legitimate concerns about accountability and reform within SAPS. The success of these strategic efforts will ultimately depend not only on planning but also on enforcement, oversight, and public access to information.
