1. PRESENTATION ON THE NPA STRATEGIC PLAN 2015
2010/11 FINANCIAL YEAR
Adv. M Simelane
NDPP
Project Name, presenter and project role and review date

2. Overview of Presentation
Legislative framework and requirements
Structure
Strategic goals
Measurable objectives and targets
Strategies

3. Legislative Framework
The NPA was established in terms of section 179(2) of the Constitution to-
institute and conduct criminal proceedings on behalf of the State:
carry out any necessary functions, incidental to instituting and conducting such criminal proceedings; and
discontinue criminal proceedings.
These powers are confirmed in section 20 of the NPA Act. 3

4. Legislative Requirements
Section 5 of the NPA establishes an Office of the NDPP which shall consist of:
NDPP (head of office and controls the office)
DNDPPs
Investigating Directors and Special Directors
Other members of the NPA assigned to the office
Members of the administrative staff of the office
An office for the NPA is established at each seat of the High Court (Section 6(1)) 4

5. Roles of the Directors of Public Prosecutions (DPPs)
Section 24(1) of the NPA Act sets out the powers of the DPPs as follows:
Institute and conduct criminal proceedings and to carry out functions incidental thereto
Supervise, direct and coordinate the work of DDPPs and prosecutors in region
Supervise, direct and coordinate specific investigations
Carry out any other functions or duties in terms of the law or the NPA Act.

6. Roles of the DPPs
The NPA strategy restores the focus on the role the DPP as the prosecutorial decision making authority in the NPA
All prosecutorial regional functions are centralised under the DPP
The NDPP will exercise oversight through enterprise performance management 6

7. Public Service Act and Regulations
Section 1 of the Public Service Act defines a Department as a “national government component, the Office of a Premier, a provincial department or a provincial government component.”
Head of Department means “the incumbent of a post mentioned in Column 2 of Schedule 1, 2 or 3 and includes any employee acting in such post”
In terms of section 36 of the NPA Act the DG is the Accounting Officer for the NPA
In terms of the PFMA the Head of the Department is the Accounting Officer 7

8. Structure of the NPA
The structure has been aligned to provisions of the NPA Act
The regional focus areas are aligned to government crime priorities
A detailed discussion of the structure is contained on pages of the strategic plan 8

9. Structure of the NPA

10. Structure : Office of the NDPP
Capacity established to deal with the following:
Public Interest Litigation
Corporate Governance and Administration
Integrity Management
Legal Services
Organised Crime Prosecutions
Complex Commercial Crime
Asset Forfeiture
Sexual Offences and Community Affairs
Priority Crimes Litigation 10

11. Structure: DPP Offices
In line with government priorities coordinators have been identified to manage the following crime focus areas:
General Prosecution
Specialised Prosecution
Complex Commercial Crime (old SCCU)
Organised Crime
Asset Forfeiture
Corporate Governance 11

12. Government Crime Focus Areas
Serious and violent crimes
Hijacking, business and house robberies (trio crimes)
Contact crimes such as murder, rape, and assault
Corruption and fraud in procurement and tender processes, and in applications for drivers’ licences, social grants, and identity documents etc.
Protection of environmental assets and natural resources 12

13. General Prosecution Focus Areas
Focus on the bulk of the work
Include specific focus on:
Violent crimes
Trio crimes
Contact crimes such as murder, rape and assault

14. Specialised Prosecution Crime Focus Areas
Crimes against women and children
Maintenance
Protection orders
Competition law
Environmental crimes
Corruption in government
Corruption of foreign public officials
Specialised tax

15. Complex Commercial Crime and Organised Crime
Complex Commercial crime will focus on the apex of the criminal activity in this focus area
Organised crime will be the main service provider to the Hawks and focus on the method of commission of the crime rather being crime specific

16. JCPS Stated Priorities
Addressing the overall levels of crime
Improving effectiveness and ensuring the integration of the CJS
Combat corruption within the JCPS cluster to enhance its effectiveness and its ability to serve as deterrent against crime
Corruption (in general)
Manage the perception of crime among the population 16

17. JCPS targets for NPA to contribute towards achieving
Finalising more criminal cases by 2% per annum
Reducing case backlogs by 10% (2.5% pa)
Increasing the number of cases finalised including ADRM by 20% (5% pa)
Reducing the period of remand detention
Successfully convict 100 people of corruption by 2014 that have assets of more than R5m restrained.
Increase in the number of Thuthuzela Care Centres with 50% to 35 17

18. Key Strategic Goals The NPA has two strategic goals:
Excellent governance
Excellent delivery
The NPA strategy supports the implementation of the intergovernmental programmes and activities in particular the JCPS (page ).
The targets and measurable objectives are aligned to these priorities 18

19. Vote 23 Justice and Constitutional Development
NPA is programme 4 in the DoJ&CD vote
Public Prosecutions: provides for general prosecutions and several specialist prosecution units
Office for Witness Protection: provides for protection, support and related services to witnesses.
Asset Forfeiture: seizes assets that are the proceeds of crime or have been part of an offence through a criminal or civil process.
Support Services: accounts for the corporate services component (will not plan for this unit and will be incorporated in the DoJ&CD)

20. Vision and Mission The vision of the NPA is to achieve:
Justice in our society so that people can live in freedom and security
The mission is:
Guided by the Constitution, we in the National Prosecuting Authority, ensure justice to the victims of crime by prosecuting without fear, favour or prejudice, and by working with our partners and the public to solve and prevent crime.

21. Key Measurable Objectives
Increase the number of cases finalised by 4 % from to in 2014/15
Reduce the number of backlog cases by 2.5% per annum from to
Increase the number of cases finalised (including diversion) by 5% from to
Increase the number of cases finalised by the specialised commercial crime by 2 % from to 1 585
Combat corruption by successfully convicting 100 people and constraining their assets to the value of at least R5m.

22. Key Measurable Objectives (cont.)
Establish 5 additional TCC per year from 20 to 45
Ensure that no witnesses are harmed or threatened while on the witness protection programme
Reduce the percentage of witnesses that walk off the programme from 40% to 12%
Increase the value of freezing orders from R400 million to R500 million

23. NPA Strategic Framework
Excellent Governance
Strategic Goal
Sub-Programme
Measurable Objective
Strategy
Excellent service delivery
1. Public Prosecutions
1.1 To increase the number of cases finalised successfully
1.1.1 Deliver a speedy, quality prosecution within the prescripts of the law.
1.1.2 Build sound relations with key partners and stakeholders
1.2 To increase the use of alternative ways of delivering justice
1.2.1 Use suitable alternatives to punitive justice
1.3 To improve prosecutorial efficiency to deal with specific crime
1.3.1 Develop dedicated capabilities for crime focus areas
1.4 To improve justice services for the victims of sexual offences
1.4.1 Increase the number of TCCs
2. Office for Witness Protection
2.1 To increase the successful protection and support of vulnerable and intimidated witnesses
2.1.1 Ensure that no witnesses are harmed or threatened
2.1.2 Reduce the walk offs from the programme
3. Asset Forfeiture Unit
3.1 To contribute to reducing the incentive for crime
Increase the impact of asset forfeiture
3.1.2 Maintain a high success rate 23

24. Budget Allocation 24 Public Prosecutions Witness Protection Programme
R’ thousand
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
Outcome
Adjusted Appropriation
Medium-term estimates
Estimated inflation increase of 8%
MTEF Baseline
Public Prosecutions
1,427,856
1,708,235
1,748,206
1,856,692
1,953,591
2,109,878
2,278,669
Witness Protection Programme
103,592
128,014
127,835
135,076
141,550
152,874
165,104
Asset Forfeiture Unit
64,513
73,742
81,795
86,726
91,128
98,418
106,292
Support Services
330,942
472,247
481,788
508,347
532,041
574,604
620,573
Total of sub programmes
1,926,903
2,382,238
2,439,624
2,586,841
2,718,310
2,935,775
3,170,637
Total current payments
1,919,721
2,355,116
2,420,025
2,565,878
2,696,368
2,912,077
3,145,044
Total transfers and subsidies
4,863
9,358
9,599
10,448
10,970
11,848
12,795
Total payments for capital assets
2,319
17,764
10,000
10,515
10,972
11,850
12,798
TOTAL PAYMENTS 24

25. Sub-programme 1: Public Prosecutions
Primary national responsibility to institute criminal proceedings and performing related functions
Provides prosecuting services in all Courts in all 9 provinces
Focuses on certain crime categories as set out above
Apart from appeals, civil litigation and prosecution of cases, also focuses on resolution of criminal matters

26. Public Prosecutions - Strategies
Public prosecution will implement the following strategies:
Deliver a speedy, quality prosecution within the prescripts of the law
Build sound relations with key stakeholders and partners
Use suitable alternatives to punitive justice
Develop a dedicated capabilities for crime focus areas
Increase the number of Thuthuzela Care Centres
Initiatives have been identified for each of the strategies

27. Deliver a speedy, quality prosecution within the prescripts of the law
The following initiatives will be implemented:
Operations Management
Case Flow Management
Case Backlogs
DoJ&CD Accessibility Project
Screening of Cases
Asset Forfeiture
Witness Protection
Court preparation

28. Build sound relations with key stakeholders and partners
Key stakeholder have been identified
Relations will be built and maintained
The NPA reliance on stakeholders for attainment of goals is acknowledged
Joint target setting in the cluster will greatly contribute to the NPA achieving its targets

29. Use suitable alternatives to punitive justice
Increase focus on use of informal methods of case resolution that is not punitive in nature
Focus on increasing diversion of children in conflict with the law and general implementation of the Child Justice Act
Lack of suitable programmes and service providers in some areas to be addressed 29

30. Develop dedicated capabilities for crime focus areas
Coordinators to address crime focus areas
Regional specific strategies to be developed to address phenomena in regions 30

31. Increase the number of Thuthuzela Care Centres
Roll out additional TCCs to continue
No funding from National Treasury which impacts on sustainability
Accounting Officer will be requested to submit proposal in this regard
Remains a JCPS target 31

32. 32 Measurable objective Strategy Measure/indicator
2010/2011
2011/2012
2012/2013
2013/2014
2014/2015
target/
milestone
1.1 To increase the number of cases finalised successfully
1.1.1Deliver a speedy, quality prosecution within the prescripts of the law
Number of backlog cases
36 672
35 952
35 247
33 714
33 039
Number of cases finalised through trial
1.1.2Build sound relations with key partners and stakeholders
Conviction rate: High Courts
87%
Conviction rate: Regional Courts
74%
Conviction rate: District Court
1.2 To increase the use of alternative ways of delivering justice
1.2.1 Use suitable alternatives to punitive justice
Number of cases finalised including ADRM
Average number of children diverted per month
1 338
1 405
1 475
1 548
1 626
1.3 To improve the capability to deal with specific crime focus areas
1.3.1Develop dedicated capabilities to deal with specific crime focus areas
Number of complex commercial crime cases finalised through trial
1 464
1 494
1 524
1 554
1 585
Conviction rate: Complex commercial crime cases
94%
Conviction rate: Sexual Offences Courts
66%
Number of persons convicted with R5m assets restrained 10 20 35 40
1.4 To improve justice services for the victims of sexual offences
1.4.1 Increase the number of Thuthuzela Care Centres
Number of TCCs 25 30 45 32

33. Resourcing Plan
Prosecutions Workplace Skills Development Forum-chaired to be established
Internship programme to be extended with a strong focus on Employment Equity
Continue with the aspirant prosecutor programme
Bridging programmes to be introduced at higher levels 33

34. Resourcing Plan (cont.)
Future leaders programme to be implemented to build capacity for top levels with employment equity in mind
Additional staff will be required to meet increased demand due to increase in SAPS members.
Vacancy rate to be addressed (reported in 08/09 as 24.9% 34

35. Vacancy Rate of Prosecutorial staff35

36. Sub-programme 2: Office for Witness Protection
Measures
Ensure that no witnesses are harmed or threatened while on the programme
Reduce the number of witnesses that abandon the programme 36

37. OWP: Strategies
Integrated in overall prosecution strategy for successful prosecution
Address factors leading to walk offs
Reduce turnaround times for finalising cases
Improve stakeholder engagement 37

38. OWP: Measures and Targets38

39. Sub-programme 3: Asset Forfeiture (AF)
The AF employs two strategies to reduce the incentive for crime:
Increase the impact of asset forfeiture
Maintain a high success rate 39

40. Increase the impact of asset forfeiture
Investigators seconded to SIU-return as financial investigators
Continue with co-location with SAPS to assist in criminal investigation and asset tracing
Relationship being built with Hawks
New regional focus areas can provide new markets: specialised crime, organised crime and complex commercial crime
Focus on government priority crimes
Lack of adequate staffing to meet demand – outer years budget input provided to address this
Continue to build capacity in SADC
Explore drafting of papers by prosecutors to increase impact

41. Maintain high success rate
Case selection critical
Monitoring continue
Skills development and reducing reliance on outside counsel 41

42. AFU Measures and Targets
Measurable
objective
Strategies
Measure/ indicator
2010/1
1 target
2011/1 2
target
2012/ 13
2013/ 14
2014/ 15 3
.1 To
contribute to
reducing the
incentive for
crime
.1.1 Increase the
impact of asset
forfeiture
Number of new
completed forfeiture
cases
300
310
330
350 37 5
freezing orders
400
Value of new
freezing orders (Rm)
420
440 4 70
500
Number of restraint
orders
for at least
R5m in respect of
Persons
convicted of
corruption 10 20 35 40
.1.2. Maintain a
high success rate
Success rate
86% 42

43. Sub-programme 4: Support Service
Corporate Services to be integrated with DoJ&CD
Role of DG as Accounting Officer acknowledged
Control over human resource management and development as well budgeting and expenditure will be maintained
Accommodation and provisioning of resources and equipment in Lower Courts remains a concern
The DG will be engaged on these areas 43

44. Transformation
Transformed workforce with sound work ethic required for successful implementation
Issues of employment equity in the higher levels (12 and up) and lack of disabled personnel requires urgent attention
Transformation strategy to be developed and implemented.
NPA national and international reporting responsibility acknowledged 44

45. 2010 FIFA World Cup DoJ&CD is the project leader
Well established project with clear deliverables and deadlines
The NPA will continue to participate in the project
Success is expected over the period as the Department is well prepared 45

46. CJS Review
The CJS Review is aimed at establishing a new, modernised, efficient and transformed CJS.
The NPA actively participates in the review and the various sub-committees.
Strategic integration
Protocols developed
Integrated information management system

47. Thank you 47