Protector or predator? - Institute for Security Studies

Protector or predator?
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strategic interventions (e.g. proactive investigations or better supervision or
performance management).
The establishment of an Internal Affairs or Anti-Corruption Unit with an
independent command structure that reports to a committee comprised of
the National and Deputy National Commissioner only after investigations
have been finalised. This unit must consist of the best and brightest police
members. Selection to serve in this unit must be seen as career advancement.
The unit must be responsible for thoroughly investigating all allegations of
serious misconduct and corruption. It should be empowered to conduct
random and ongoing ‘integrity tests’ where police members are put in everyday
situations that present the opportunity to abuse their authority and
where their actions are monitored. If they are found to act illegally or in a way
that constitutes misconduct, disciplinary steps must be taken against them.
Such a unit will send out a strong message that members who engage in misconduct
or corruption will be held accountable.
The overall police disciplinary system should be strengthened so that it operates
more effectively and efficiently. Promotion to a senior rank must include
demonstrated ability to both positively motivate subordinates and take disciplinary
steps in a fair and consistent manner. Managers who fail to provide
proper guidance or to discipline their members must be held accountable for
the actions of their subordinates. Any recommendations of disciplinary action
made by Chapter Nine institutions (such as the Human Rights Commission) or
the Independent Complaints Directorate (ICD) must be acted on immediately.
ENGAGiNG the commUNity
A sustained education campaign is necessary to ensure that members of the
public are aware that corrupt acts are against police regulations, and that they
are under no obligation to give any form of gratuity to any police official under
any circumstances. Ideally, such an education initiative should also encourage
the public to recognise good police work by sending letters, e-mails or text messages
to a specific address set up for the purpose, or to the station commanders
of the relevant officials. Other creative initiatives could be pursued, such as an
automated telephone hotline that records supportive messages that can be transcribed
and printed in official publications, or broadcast on platforms such as the
internal SAPS television channel ‘PolTV’.
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Institute for Security Studies