CORPORATE SERVICES: Report to Portfolio Committee: By NPA Acting CEO: Beryl Simelane

1. CORPORATE SERVICES: Report to Portfolio Committee: By NPA Acting CEO: Beryl Simelane 20 February 2008

2. Strategy 2020 • The NPA adopted its 1st long term strategic document in February 2006, this strategy rest on three pillars, namely Governance, Delivery and Resourcing. This Strategy is sustained through annual plans, strategic initiatives, projects and a medium term strategic framework. The objectives of the strategy are reflected in a strategic map 2020, and this map sets out the impact, outcomes and strategic objectives for the NPA. • Strategic Governance Plan 2020 • Good Governance • Organisational transformation Strategic Delivery Plan 2020 • Crime prevention & community justice • Restorative justice model: Civic morality, public awareness & education, community prosecution, community justice • Better investigations • Prosecution-guided & investigative capabilities of NPA (DSO) • Better case management • Traditional prosecution model: Differentiated case-management (DCM), case-flow management (CFM), prosecution, ADR, etc • Joint problem-solving • Partners and other stakeholders • Strategic Resourcing Plan 2020 • Develop and enhance capabilities

3. Ensure that the NPA transforms Contribute to growth of the SA economy Contribute to freedom from crime Contribute to social development NPA Strategy Map 2020 Promote a culture of civic morality in SA Reduce crime Ensure public confidence in CJS Prevent victimisation Resolve victimisation justly Governance Deal with cases efficiently and effectively Contribute to crime prevention & community justice Contribute to better crime investigations Ensure joint problem-solving and cooperation with partners and stakeholders Delivery Best managed and governed organisation in Government Well resourced organisation: Fin, HR, IT, Infra, Info, Security Employer of Choice Resourcing NPA Strategy 2020

4. Office of the CEO • Strategy in the office of the CEO • Enterprise performance management • Enhancing governance capability • Cascading the strategy of the NPA • Enterprise risk management • NPA Exco acts as a risk committee for the NPA and is responsible for strategic risk management • Senior manager reports to the CEO • Communications Unit • External and internal public relations and brand building of the NPA • Monitors and reports on media coverage through its linkages to the GCIS and media information agency • The unit is headed by an executive manager • Internal Audit • Remains a challenge as we share an internal audit with the DoJ&CD • Integrity Management Unit • Promotes culture of integrity and prevents unethical conduct in the NPA • Completed compliance framework and index

5. Key aspects of the Business plan and targets achieved • A special focus was on addressing the reported level of vacancies through a focussed intervention. Response handling wrt job applications was automated. • 1012 Positions were filled • Significant progress in converting the aspirant prosecutor programme into a formal learner-ship is a major step forward, as is the drafting of a Family Law learner-ship. • 99% of the job evaluations have been completed • 275 bursaries were awarded • A new induction programme was developed and implemented • Optimised administration processes through design and implementation • The NPA is working steadily towards meeting its equity target, however, we have had challenges especially at management level

6. Key aspects of the Business plan and targets achieved • 39 Cases of misconduct & disciplinary hearing were finalised

7. Challenges • High staff turnover in key positions in the Corporate Services (CS). • Chief Financial Officer (CFO) post was vacant, advertised twice and could still not be filled, was finally filled by head hunting in October 2007. Several senior managers vacated their posts and acting appointments were made. The CEO, deputy CEO and Head of the Integrity Unit were on special leave pending their disciplinary hearing, which was withdrawn, reinstituted and finally withdrawn again after a year. • High vacancy rate in key departments such as HRM&D • New Executive Manager HRM&D assumed duty on 02 January 2008. • Executive Managers Security and Risk and IMSC are in the process of being filled. • Executive Manager Strategy is also vacant

8. Lessons learnt • The NPA received an unqualified audit opinion for 5 years in a row and for the first time received a qualified opinion in 2006/7. • This audit qualification could have been prevented and an action plan to address this has been developed. • Corporate Services needs to prioritise the filling of vacancies within its ranks specifically key positions, in order to ensure that it can support business units. • The metrics and targets must be specific, relevant, measurable and achievable. • Good governance is critical

9. Key aspects for the Strategic Plan for 2007/8 & Midterm • Operational efficiency • Sound financial management and planning in the NPA • Good governance • Stakeholder management: understanding wants, needs and expectations and adapting service delivery