NPA Strategic Plan 2013 - 2018 - National Prosecuting Authority

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No Risk Key Controls in place Rating Mitigating Plans Responsible 3 Stakeholder management Refined JCPS Delivery Agreement High Develop and implement a plan for ANDPP: Adv The NPA operates in a highly effective and efficient joint N Jiba complex value chain with several JCPS Forums and Meetings planning amongst stakeholders dependencies. In order to ensure that it achieves its strategic Case flow management meetings Develop a coherent stakeholder objectives, the NPA requires the strategy for the NPA cooperation of a number of Joint NPA/SCCU/SAPS and stakeholders. The NPA also does Hawks strategy Identify person who has overall not have any control over the role responsibility for stakeholder players and sustainable and management within the NPA coordinated stakeholder relations are essential. Currently the NPA Mobilise stakeholders and play does not have a stakeholder an active role in contributing to management strategy to ensure a re-establishing the sexual offence coordinated and coherent courts approach to managing stakeholder relations. 4 Information and knowledge Process in place to ensure that Medium Develop an information ACEO: Ms K management information is shared management strategy van Non availability of information and Rensburg knowledge management strategy Develop a knowledge leads to limitations on service management strategy delivery. Review the SISP 5 Public Perception and Refined JCPS Delivery Agreement High Continuous filling of senior vacant ACEO: Ms K reputation of NPA positions van The NPA operates in a highly Fraud and Corruption Awareness Rensburg complex value chain that has Campaigns Establish the extent of corruption several interdependencies. The within the NPA public perceptions and Vetting of staff by SSA understanding of the NPA is of Provide training on ethics paramount importance. It is upon Prosecutors policy and manual/ NPA to educate the public about Screening protocol process Intensify and improve internal its operations. Lack of communications understanding of the mandate of Continuously addressing NPA by the public generates negative/inaccurate reporting by Continuous education and negative perception and damages media awareness campaign on the role the image and reputation of NPA. of NPA NPA Strategic Plan 2013-2018 26
Part C: Links to other plans 8. Links to the long-terms infrastructure and other capital plans The NPA, as a programme within the DoJ&CD, does not develop its own long-term infrastructure or capital plans. The NPA provides its needs, which are incorporated into the DoJ&CD strategies and plans. NPA Strategic Plan 2013-2018 27
Page 2 and 3: Foreword The five year Strategic Pl
Page 4 and 5: The NPA is committed and determined
Page 6 and 7: TABLE OF CONTENTS Part A: Strategic
Page 8 and 9: 4. Legislative and other mandates 4
Page 10 and 11: Witness Protection Act, 1998 (Act N
Page 12 and 13: National Development Plan Vision A
Page 14 and 15: Table 1 show that contact crime dec
Page 16 and 17: year. Furthermore, approximately 27
Page 18 and 19: The Asset Forfeiture Unit (AFU) had
Page 20 and 21: The NPA provides services through t
Page 22 and 23: 7.1 Strategic Objectives The NPA ha
Page 24 and 25: TRANSFERS AND 18,934 7,447 7,442 9,
Page 28 and 29: Annexure A Organisational Informati
Page 30 and 31: Annexure B Glossary ADRM AFU CJS DN
Page 32 and 33: Informal mediation - it is the proc
Page 34 and 35: Indicators and descriptions Indicat
Page 36 and 37: New indicator Desired performance 2
Page 38 and 39: Indicator Title Number of freezing
Page 40 and 41: New indicator Desired performance 3
Page 42: Desired performance 39 20% Indicato

NPA Strategic Plan 2013 - 2018 - National Prosecuting Authority

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