1. Specialised Commercial Crime Unit
REPORT TO JUSTICE AND CONSTITUTIONAL DEVELOPMENT PORTFOLIO COMMITTEE
ADV CHRIS JORDAAN, SC
HEAD: SCCU
20 February 2008

2. Key Targets
Increase access to SCCU services by rolling out to 2 more offices
5% increase in number of cases finalised
Maintain conviction rate of 95%
Ensure that more than 60% of new customers are provided with SCCU and prosecutor specific details
Increase the use of section 105A of the CPA by 3%

3. Performance
Successful prosecutions in major cases resulting in long terms of imprisonment
These convictions include convictions of prominent business people, NPA personnel, senior police officials and other civil servants
134 cases of direct imprisonment
SCCU Roll out to Cape Town & Bftn largely finalised with only the establishment of the dedicated court
in Bloemfontein outstanding

4. Performance RAF & SAFACT projects running successfully
Maintained a high conviction rate of 95.6%
Finalised 3574 cases (57,4% increase from previous year)
More than 60% of complainants provided with details
Court Hours 4h34 per day

5. Key Targets not reached
5% reduction in turn-around times end-to-end (Actual: 9% increase)
5% reduction in turn-around times enrolment-to-end (Actual: 34% increase)

6. Reasons for targets not reached
Increased workloads
Constraints in finalising investigation
Large number of continued vacancies in SAPS
Nature of some cases
Rotating of magistrates
Delay in filling of posts

7. BUDGET Expenditure within budget. Budget allocation R46 048 622.
Compensation of Employees R
Goods and Services R
Expenditure R
Saving R (Mainly result of vacancies)

8. Lessons Learnt
Implementing Strategy 2020 requires a committed effort to increase skills; e.g. in the areas of enterprise performance-, risk- and strategy management
A enhanced effort will be required to fill posts speedily and effectively
Delay in filling of posts to be dealt with

9. Lessons learnt
Increased joint target setting and problem solving with stakeholders and partners imperative
Continued vacancies in SAPS has to be dealt with
Turnaround time targets must take cognizance of complex nature of commercial crime
Rotating of magistrates to be dealt with

10. Influence of Lessons Learnt on Future Plans
Future plans must provide for an increase in relevant skills
Performance indicators must be easily measurable
Targets regarding the filling of posts must reflect accountability

11. Key Aspects of the Strategic Plan for this financial year and the Mid term
Joint planning and target setting with AFU
Reduction in case backlog in Durban
Joint crime prevention and training initiatives with stakeholders & partners
Reduction in number of remands for further investigation

12. Key Aspects Analysis of reasons why cases are withdrawn
Employee satisfaction survey
Integrity awareness
Prosecutor Guided Investigation Project

13. CHALLENGES
Growth in complex commercial crime including corruption which will be dealt with by closer co-operation with other business units in the NPA and increasing SCCU access
Managing alarmingly high case loads per prosecutor:
Pta – 64
Jhb – 108.1
PE – 69
Durb – 93
Challenge being managed by strictly applying policy to only enroll cases where there is a reasonable prospect of a successful prosecution

14. CHALLENGES
Subject to available budget new posts were created to reduce case load per prosecutor. (See slide “Posts created in the SCCU”)
Filling of vacancies
Finding the right person for the job
Equity
Turnaround times
In service training
Regular follow up action with HR
Technical complexity of cases increasing

15. Assistance by Portfolio Committee to the SCCU
Assistance required with regard to the creation of posts for Regional Court Magistrate’s to preside in dedicated Commercial Crime Courts

16. THE END