A RECENT report highlighting the state of the South African Police Service (SAPS), where detectives bear the weight of 600 to 800 cases, has hit home for long-standing officers.
This was revealed during the Auditor-General of South Africa's (AGSA) recent presentation of its Budgetary Review and Recommendations report 2025/2026 to Parliament’s Portfolio Committee on Police.
The AGSA said high and uneven caseloads may compromise the quality, timeliness, and effectiveness of investigations and dockets.
The matter has become apparent to seasoned officers within the force, who were battling overwhelming caseloads while struggling to balance their professional and personal lives.
A 55-year-old detective captain for 36 years said detectives at larger stations with specialised units dealing with serious crimes such as murder or robbery with aggravating circumstances could be responsible for between 90 and 120 dockets.
“However, at small stations, where there are only about 10 to 12 detectives, they are faced with between 400 and 500 dockets, placing enormous pressure on them.
“I know of some detectives who are still dealing with cases dating back to 2020 and 2021, because they are still waiting for evidence needed to advance their investigations.”
He said the situation was further complicated by delays in obtaining post-mortem reports and forensic results, including the analysis of drug and blood samples.
The captain said these delays were often beyond the control of investigating officers, leaving them unable to move cases forward despite pressure from victims' families.
“They want closure, but we cannot give them that because we are struggling to get the evidence.”
He said that beyond the growing pile of dockets, detectives were also struggling with demanding working conditions that frequently extended beyond normal working hours.
“Detectives have to be available at all times. Even when you are at home or on leave, you can be contacted about a case or called out to attend an incident.”
The officer said detectives were expected to attend crime scenes, prepare court cases and complete administrative work, often without adequate resources.
“But we have to do this despite there being a shortage of vehicles, malfunctioning computers and insufficient printing facilities.”
He said the pressure also took a toll on officers' family lives and relationships, particularly when they were repeatedly called out after hours or required to attend court on weekends.
“I won’t forget it was the day of my father’s funeral, and someone who was attending came up to me to ask about their case. You don’t get to shut down.”
He added that the demanding conditions were contributing to members leaving the detective branch, while recruits were often reluctant to join because of the workload.
“Another challenge is that not everyone who becomes a detective has had the experience or training on how to actually investigate a case. Sometimes due to poor investigation or even cases being delayed due to investigations taking too long, the matter is thrown out of court.
“The detective branches need officers with the analytical skills and investigative ability that can solve complex cases. Recruitment in the SAPS in general should be based on quality over quantity.”
The captain said he did not believe enough was being done to ease the load, both physically and mentally for detectives.
“I don’t think that SAPS management is interested in the problems we have. They are only interested in the work that must be done.”
Despite the frustrations, the captain said his commitment to helping people continued to motivate him.
Victims want answers
A 43-year-old detective warrant officer who has been with the SAPS for 22 years is currently dealing with about 200 dockets.
“You are dealing with victims who want answers, families who want justice, and cases that require time and attention. But when you have too many dockets on your desk, you cannot give every investigation the attention it deserves.
“You might be busy with a murder investigation when another serious case comes in. You have to attend the crime scene, interview witnesses, collect statements and follow up on evidence. At the same time, you still have other cases waiting for you. It becomes a constant struggle to keep up,” he said.
The warrant officer noted another challenge was that an investigation does not depend on the detective alone.
“You need forensic results, post-mortem reports, witnesses, and other evidence to build a strong case. You can do everything expected of you, but if you are waiting for a report, the case cannot always move forward.
“Meanwhile, you have other dockets that also need your attention. The backlog keeps growing, and it becomes difficult to give every case the time it needs.”
He said the most difficult part was dealing with families who have lost someone and are desperate for answers.
“They come to you because they want to know what happened and whether anyone will be held accountable. You have to explain why there are delays, but the family does not always understand that some things are outside your control.
“From their perspective, the police are responsible for the investigation, and they expect us to deliver. It is painful when you know a family is waiting for justice, but you are unable to give them the answers they need.”
The warrant officer added that dealing with a high number of cases significantly impacted a person's mental health.
“Your mind is constantly working. You work the entire day, and even when you go to bed, you are thinking about what you need to do the next day. You also feel the pain when a case is struck off the roll due to delays, and the family looks at you with such disappointment. You feel like a failure even though you tried your best.”
The warrant officer added that detectives need proper resources to do their jobs.
“You need reliable vehicles to attend crime scenes, working computers to complete statements and reports, and enough personnel to manage the workload.
“Management needs to understand what is happening on the ground. It is not enough to expect detectives to produce results if they do not have the resources or time to do the work properly.
“At the end of the day, these are not just files or numbers. There are victims and families behind every case. They deserve investigations that are done properly.”
Competing for scarce attention
Niven Naidoo, a criminologist, said that where one detective carried 600 to 800 dockets, each investigation competed for scarce attention.
“Dockets differ in complexity and activity, so the number alone cannot establish negligence,” said Naidoo, who added that excessive workloads could turn thorough investigation into rushed case management.
“Witness statements may remain incomplete, contradictions unresolved and important leads unexplored. CCTV footage can disappear before collection, while forensic findings may await follow-up.
“Missing evidence can prevent prosecution or leave reasonable doubt at trial. Courts must require proof beyond reasonable doubt; they cannot repair investigative gaps by lowering that standard. Investigators must also examine evidence that could clear a suspect. The objective is accurate justice, with reliable evidence protecting both victims and accused people.”
Naidoo added that it was deeply concerning when inexperienced detectives carried demanding caseloads without meaningful mentorship.
“Without regular review, errors can become embedded and generate further work.”
He said the SAPS urgently needed a funded recovery plan with named managers and measurable deadlines, and a review of outstanding dockets to identify stalled investigations and redistribute active workloads according to complexity and available expertise.
Mental health
Sasha Talia Pather, a counsellor who runs a private mental health practice in uMhlanga, said the SAPS should provide confidential counselling, access to trauma-informed mental-health professionals, peer-support programmes and regular assessments to identify stress and burnout early.
“Support must also include manageable caseloads, adequate staffing, supportive supervision, proper equipment and sufficient recovery time.
“Counselling alone cannot resolve distress if the underlying working conditions remain unchanged. Consistency is key as well, as offering these solutions are not fully effective if it is once off, rather implement regular support for the best outcomes.”
She said prolonged, unmanaged stress could increase the risk of severe burnout, depression, anxiety, substance misuse, absenteeism and staff turnover.
“Exhaustion and impaired concentration may also affect investigative judgement, evidence management and decision-making.
“Ultimately, this can have consequences beyond the individual detective, potentially affecting the quality of investigations, victims' experiences and public confidence in the criminal justice system.”
Pather added that protecting detectives' mental health was not simply an employee-wellness issue; it was an essential part of supporting effective policing and access to justice.
The National SAPS did not comment at the time of publication.