NPA Strategic Plan 2013 - 2018 - National Prosecuting Authority
NPA Strategic Plan 2013 - 2018 - National Prosecuting Authority
NPA Strategic Plan 2013 - 2018 - National Prosecuting Authority
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The <strong>NPA</strong> provides services through the high courts (which represent approximately 0,4%<br />
of workload), regional courts (12.2% of workload) and the district courts (87,4%). 19 The<br />
SDIP primarily focuses on improving the service to customers in the district courts as this is<br />
where the bulk of its customers are served.<br />
Resourcing<br />
To ensure that required resources are allocated to the various service points the<br />
organisation developed a Human Resources (HR) <strong>Plan</strong>. This <strong>Plan</strong> aims to “set out the<br />
plans to acquire and develop the requisite skills to ensure service delivery. Crime is<br />
evolving as criminals find new and innovative ways to commit crime. There has been a shift<br />
to cybercrime in the broadest sense of the word, as cyber technology is increasingly<br />
employed to commit crime. The core of the organisation, the <strong>National</strong> Prosecutions Service<br />
needs to keep up with these developments and be up-skilled in this emerging<br />
phenomenon” (HRP 2012: 10). The information within the HRP is “drawn from a number of<br />
processes and will be utilised as a guide in the management of human resources; to assist<br />
with planning for future service delivery needs and to analyse the gaps between the<br />
demand and the supply of human resources as well as identifying strategies to close the<br />
gaps”.<br />
5.3 Description of the strategic planning process<br />
The <strong>NPA</strong> annual situation analysis process reviews the following:<br />
Political environment and factors<br />
Economic environment and factors<br />
Social environment and factors<br />
Technological environment and factors<br />
Legislative developments<br />
Environmental factors<br />
Crime statistics and trends<br />
Internal performance<br />
Super-ordinate plans and CJS partner plans<br />
The report is used to identify factors to which the <strong>NPA</strong> needs to respond in its strategic<br />
planning. A summary of the report is included in the strategic plan. Input is obtained from<br />
senior managers and the strategic plan is developed using the latest templates from<br />
<strong>National</strong> Treasury. The <strong>NPA</strong> also aligns its plan to that of the DoJ&CD and seeks to<br />
support initiatives and strategic goals of the department. The Refined JCPS Delivery<br />
Agreement forms the basis for the current <strong>NPA</strong> plan.<br />
19 Q 3 Performance Report for Public Prosecutions, 2011/12<br />
<strong>NPA</strong> <strong>Strategic</strong> <strong>Plan</strong> <strong>2013</strong>-<strong>2018</strong> 20