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Specialised Commercial Crime Unit

Specialised Commercial Crime Unit. 2006 - 2007 REPORT TO JUSTICE AND CONSTITUTIONAL DEVELOPMENT PORTFOLIO COMMITTEE. ADV CHRIS JORDAAN, SC HEAD: SCCU 20 February 2008. Key Targets. Increase access to SCCU services by rolling out to 2 more offices 5% increase in number of cases finalised

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Specialised Commercial Crime Unit

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  1. Specialised Commercial Crime Unit 2006 - 2007 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 R34 645 637 • Goods and Services R3 360 467 • Expenditure R38 006 104 • Saving R8 042 518 (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

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