The number of cases that has come before the ODPP in the last three years (2008 to 2010)

These statistics undeniably demonstrate the need for the Office of the DPP to strengthen or renew its capacity to be able to cope with the volume and complexity of cases submitted as well as the multiplicity of different types of crimes due to the globalization and the evolution of different types of crime both locally and internationally.  We have to transform and shift the paradigm in relation to our managerial best practices, further opening the lines of communication as well as enhance prosecutorial efficiencies to meet the needs of the 21^st century.  This is not a situation where it may be done but that it must be done if the Office of the DPP is to strengthen the prosecution process to bring offenders to justice, inspire the confidence of the communities we serve, drive change and delivery in the criminal justice system and maintain a reputation for fairness and provide an excellent career opportunity for attorneys.

However well resourced and efficient other stakeholders in the system may be, if the prosecuting arm of the state is unable to operate efficiently, transparently and with a high level of accountability then the credibility of the entire justice system will be compromised and the public frustration will engender a cynicism which will give fodder for the “don man” culture and “jungle” justice.  The Office therefore has to formulate certain strategic objectives to assist us in carrying out our function based on the demands of the 21st century.