Specialised Commercial Crime Unit
Special Director: Chris Jordaan
Report to Parliament March 2005

Organogram
[PMG note: structural diagram not included]

Achievements 2004/5

- Plea and Sentence agreements (Sec 105A)
= Pretoria : 27 agreements
= Johannesburg : 13 agreements
= Durban : 46 agreements
= PE : 4 agreements

- Second Specialised Commercial Crime Court in Johannesburg w.e.f. 10 January 2005
- Successful roll-out to Durban and Port Elizabeth
– Turnaround time (registration to finalisation):
= Pretoria : 167.04 days per case
= Johannesburg : 137 days per case
= Durban : 116.73 days per case
PE: 67.47 days per case

- RAF project extremely successful with 155 convictions

Financial constraints 2004/5
- Roll-out to Durban & PE scaled down & both units understaffed seriously
- Roll-out to CT, Bloemfontein & Germiston could not be implemented
- RAF units operating on skeleton staff

Challenges 2005/6
- Implementation of roll-out to Cape Town & Bloemfontein will be scaled down due to funding constraints
Finding funds to adequately resource existing offices including RAF
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sccu
Justice in our society, so that people can live in freedom and
security
Recruitment of skilled staff
Reducing unacceptably high case loads per
prosecutor:
- Pretoria -47.13 cases per prosecutor
- Johannesburg -77 cases per prosecutor
- Durban -68.38 cases per prosecutor
- Port Elizabeth 61.14 cases per prosecutor
of cases
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sccu
Justice in our society, so that people can live in freedom and
security
Thank You





Report to Parliament March 2005
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Support for HR development in SA and Africa
Funding sources for capacity building in critical areas; promotion of gender equality

Support services
· Diplomatic accreditation management; state events management; improvement of airport protocol lounges; management of interactive diplomatic website
Effective internal communications strategy; dissemination of quality information; interactive
website; improve media research capacity Progress on acquisition of new Head Office building

· Progress on transformation process (EE, gender, disabilities)
· Recruitment, selection, placement strategy; skills audit; retention strategy; performance
management
Staff development/training in leadership/management skills

Projects for the disposal/acquisition of properties abroad
Improvement of consular service delivery: re-organisation; new software system; update consular code, policy, procedures, website; establish rapid response team
e Mainstream HIV/AIDS issues

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Institutional Strengthening C(98~ hw
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Information communications technology
Global network infrastructure; business intelligence; data warehousing; workflow development; migration of UNIX and Windows NT to Windows 2003

Intensify implementation of Minimum Information Security Standard (MISS)
culture of security; policies; veffing; access control system; information/mission security; investigation capacity

Implement financial systems reform - Public Finance Management Act
Policies and procedures; control of movable assets; on-line expenditure reporting from missions

Repositionin gitrans formation of the Foreign Service Institute
· Staff training/development; improved infrastructure/management; visibility/image; improved curriculum/course quality; realignment of FSI qualifications; French language training






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Institutional Streng~theninq