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PORTFOLIO COMMITTEE. ADV LF McCARTHY DIRECTORATE OF SPECIAL OPERATIONS 20 FEBRUARY 2008. POCA. Organised Crime. Financial Crime. Public Corruption. DSO STRUCTURE. NDPP. NDPP. HEAD OF. DSO (52). HEAD OF. HEAD OF. HEAD OF. OPERATIONS (68). STRATEGIC &. INVESTIGATIVE. SUPPORT.

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Portfolio committee

PORTFOLIO COMMITTEE

ADV LF McCARTHY

DIRECTORATE OF SPECIAL OPERATIONS

20 FEBRUARY 2008


Dso structure

POCA

Organised

Crime

Financial

Crime

Public

Corruption

DSO STRUCTURE

NDPP

NDPP

HEAD OF

DSO

(52)

HEAD OF

HEAD OF

HEAD OF

OPERATIONS

(68)

STRATEGIC &

INVESTIGATIVE

SUPPORT

CEO

CRIME ANALYSIS

(98)

POCA

OPERATIONAL SUPPORT

(83)

REGIONAL PROJECT TEAMS

Gauteng (140)

TRAINING & DEVELOPMENT

(23)

REGIONAL PROJECT TEAMS

Eastern Cape (82)

FORENSIC SERVICES

(19)

REGIONAL PROJECT TEAMS

Western Cape (121)

CRIME INFO- COLLECTION

(27)

REGIONAL PROJECT TEAMS

Kwa Zulu Natal (102)

ADMINISTRATION

(109)

REGIONAL PROJECT TEAMS

Free State (35)


Mandate strategy

MANDATE & STRATEGY

  • The DSO targets criminals who organise crime and profit from it.

  • Using a multi-disciplinary and success-driven approach, to deal with cases more effectively, under central command.

  • To be more pro-active, pre-emptive, and intelligent in investigating and prosecuting organised crime.

  • Targeting the top-end, main perpetrators and proceeds of priority crimes, through calculated court-work.

  • DSO strategy is to mark down the impact of and to drive up the disruptive effect on organised crime.


Comparative performance analysis

COMPARATIVE PERFORMANCE ANALYSIS


Key activities and impact

KEY ACTIVITIES AND IMPACT

  • Initiated 368 new investigative assignments.

  • Finalised 267 major investigation legs.

  • Prosecuted 214 cases to conclusion.

  • Conviction rate above 85%.

  • 317 Suspects arrested and 316 sites searched.

  • Value of assets restrained in DSO cases: R1,05bn.

  • Handled 41 cases in which R64m is destined for CARA.

  • Seized contraband and drugs close to R1bn.

  • Directed R50m to the victims of organised crime.


Cases and operations

CASES AND OPERATIONS

SAAMBOU

BANK

KEBBLE

(R300M)

LEISURE

NET

REDCROSS

MASTERMIND

FIDENTIA

SHAIK

&

YENGENI

PROJECT

PC

TRAVEL FRAUD

RAUTENBACH

GUANXI

&

AGLIOTTI

S

VS

D. KING

COOL FROG


Red cross

RED CROSS

  • July 2006 – Surveillance led to a raid on a warehouse in Milnerton, Cape Town.

  • Two Britons and a South African were arrested in flagrante delicto: +4 tonnes (3894 “bricks”) of compressed cannabis.

  • + R364 Million – Wholesale market price, UK “street value”.

  • 3 Accused convicted and sentenced:

    Combined 23 years and R1,6 million.


Red cross1

RED CROSS


Portfolio committee

Russia

Brazil

USA

Australia

South Africa

Taiwan

Canada

Israel

India

DEALING WITH CRIMES OF THE FUTURE:

PHISHING E-MAIL ATTACK

5

4

6

3

2

1

1

1

1

Emails distributed indiscriminately to South African email users

1

Email links to controller site in Canada

2

Controller site links to multiple posting sites

3

Credentials tested on Internet banking but no fraud committed

4

White plastic created for valid credentials

5

Funds withdrawn at ATMs in Russia

6


Bad guys

BAD GUYS

  • March 2006 – one of the top 10 organised crime projects in the DSO.

  • 27 April 2006 – R 250m Hashish connected to an International Drug syndicate.

  • 5 convictions, 3 suspects awaiting trial & other targets.

  • Ongoing international seizures linked to Europe, USA, Pakistan and Canada.

  • Key accused charged with and convicted of drug-dealing.

  • Currently – extradition of John Stratton.


International assistance

INTERNATIONAL ASSISTANCE

DSO dealt with approximately 20 mutual legal assistance requests in relation to transnational syndicate activities, offshore investments, transfer pricing, corrupt nominal shareholding and extradition.

FBI

Hong Kong Police

Police of Mozambique

DSO

EFCC

Nigeria

OLAF

Swedish Police

Australian Police

DEA / SOCA

International Criminal

Court

Scotland Yard

Serious Fraud Office


Budget allocation

BUDGET ALLOCATION

  • The ENE for Special Operations was R 364m. Of this amount, a contribution of R55m was made to Corporate Services, R43m for AFU, and R55m for shared services such as buildings, vehicles, IT, & equipment.

  • The balance of R210m dedicated to core budget expenditure.


Human resources

HUMAN RESOURCES

Actual Personnel Expenditure as at

31 March 2007:

R 147 m

78 new positions

approved on 13 June 2007:

Total Establishment: 913

Total Establishment:

831

Filled: 509

Vacant: 322

MALE: 326 (64%)

FEMALE: 183 (36%)

AFRICAN: 272 (53%)

WHITE: 140 (28%)

INDIAN: 40 (8%)

COLOURED: 57 (11%)


Key lessons learnt

KEY LESSONS LEARNT

  • Need for greater application / accuracy, to lessen mistakes.

  • Investigate and prosecute the hard cases to the end.

  • Greater investment required to unravel corporate crime.

  • POCA, Plea-bargaining & Indemnities to be used judiciously.

  • Sharpening capacity to deal with civil litigation & international legal assistance.

  • Prosecutors must focus on agent evidence, syndicate signatures and financial trails.

  • Single, uncomplicated lines of command & dedicated team work.


Key aspects of strategic plan 2007 2008

KEY ASPECTS OF STRATEGIC PLAN: 2007-2008

  • Seeking the right mix between delivery, governance and resourcing.

  • Effective case/trial Management and enhancing prosecution led-investigations.

  • Stronger Compliance, Risk Management and Systems Platform.

  • Striving to develop settled jurisprudence in relation to POCA, Corruption, Letters of Request and Foreign Restraint Orders.

  • Sustainable and meaningful commitment to the Transformation of the DSO.

  • Matching job demand with expertise, growth and retention strategy.

  • Striking balance between qualitative and quantitative targets.


Challenges

CHALLENGES

  • Increasing operational effectiveness in investigating and prosecuting organised crime.

  • Standardised best-practice, dedicated court time and internal counsel capacity.

  • To develop empirical, research-based impact-measurement indicators.

  • Settling the functioning & streamlining co-ordination in relation to the DSO.

  • Strengthening professional resilience, ethics and confidence.

  • Enhancing the workspace: equitable, competitive and rewarding.

  • Finding new work, trophies, victories and success.


Portfolio committee

“Victories often occur after you see no way to succeed but refuse to give up anyway.”

Dave Weinbaum


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