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Ministry of Justice
JUSTICE VISION 2000 Flve Year Nat~onal Strategy for Transforrn~n~ the
Adrn~n~strat~on of Just~ce and State Legal Affa~rs I I
5 Human Resource Development
A Challenges All the people who in the iustice system will have to work together to achieve the objectives of Justice Vision 2000. Every ' employee will have to be: i I
Well trained Professional i
Sensitive to peoples' different cultural experiences
Sensitive to peoples' different gender experiences i
Respectful of everybody's dignity and human rights ! Responsive to different peoples' needs Oriented towards excellent customer service t
i i
The full development of our human resources i s a major challenge. Our human resource development policy will have to i make the best use of our limited resources, and at the same time, foster a culture of continuous development and learning.
Training
Aside from experience, training is the most important way of acquiring skills and knowledge. But, it is also an effective way of changing attitudes and of increasing personnel motivation. In addition to professional knowledge and expertise, people who work in the justice system need:
Conflict resolution skills like mediation and arbitration
Negotiation skills Leadership skills Decision-making skills Service skills and attitudes Appreciation of diversity Awareness of human rights and responsibilities
Having these skills, and understandings, will strengthen our ability to cope with the daily challenges of a contemporary workplace. They will also increase our motivation and our commitment to our work.
The Design of Training Programmes
W e must make sure that the programmes that we implement, produce the outcomes that we want. If we do not, we will be wasting our limited resources.
We have to make sure that our programmes are designed on the basis of systematically identified training needs. We also have to build evaluation mechanisms, or performance indicators, into the programmes at regular intervals, so that '
we can measure how effective they are, and redesign them if necessary.
To do this, we will have to develop the capacity in our training institutions. they must be able to identify: !
Attitudinal problems Motivational problems
Problems that come from a lack of skills or knowledge
Our human resources development programme must therefore have:
Appropriate core courses Appropriate generic programmes from other institutions
This will mean combining the work of our own in-house network of trainers, with that of external training consultants from competent domestic and international agencies, including other government departments. 1
Ministry of Justice
JUSTICE VlSllON 2000 F ~ v e Year Nat~onol Strategy for Transforming the , Adrn~nistrat~on of Just~ce and State Legal Affa~rs : I :
voca tional Training
Most of the people in the iustice system are legal professionals. Vocational training is therefore a maior area of concern.
TO meet the challenge of providing relevant vocational training we will:
Re-engineer our training institutions to cater specif ica~~y for vocational training
Pay careful attention to the training of trainers
Increase the number and distribution of trainers
Reorganise the training institutions and review their structures and curricula
Decentralise training to the regional offices
In doing all of this, we will cooperate closely with other institutions like the training institutions in other government depart- ments, universities, technikons and legal institutions in foreign countries.
; Represen] tivify ' We want to achieve a personnel profile that reflects the demography of the South African society.
The Humari Resource Development section of the Department will play a vital role in meeting the challenge of achieving I
representivity in all structures, and at all levels of the Department.
, We will design and implement programmes to fast track the development of suitable candidates from historically disad-
vantaged groups. We will also design and implement programmes that create a supportive working environment and
that affirm diversity. And here we will pay part~cular attention to issues of race and gender. In particular, we will encour-
age women to develop their skills so that they able to advance their careers within the Department.
B The Strategic Goals and Key Indicators of Success
1. An independent, competent, representa- tive and human rights driven judiciary
I Strategic Goals
1 Fewer reversed iudgments
2 A representative profile of trained iudicial officers
3 Fewer complaints about iudicial officers 4 Increased productivity
5 Vertical and horizontal mobility
Indicators of Success
2. A mcanagement team that is representa- tive, competent and equipped with, among other things, leadership, aware- ness and appreciation of diversity, and change management skills
1 A representative profile of trained managers
2 Lower staff turnover
3 Fewer complaints 4 Increased productivity
5 Vertical and horizontal mobility
3. A prtofessional staff that is well trained, representative, human rights driven and people friendly
1 A representative profile of professional officers
trained
2 Lower staff turnover 3 Fewer complaints
4 Increased productivity 5 Vertical and horizontal mobility
Min~stry of Justice JUSTICE VISION 2000
Strategic G o a l s
4. An administrative and support staff that is well trained, representative, human rights driven and people friendly
F~ve Year Nat~onol Strategy for Transiorm~ng the Adrntn~strat~on of Jushce and State Legal Affa~rs
~ , Indicators of Success I 1 A representative profile of administrative and sup-
port staff trained 2 Fewer complaints
3 lncreased availability of documents and information
4 lncreased productivity
5 Vertical and horizontal mobility
5. A human resources development system that is decentralised and that has a good training infrastructure and a representa- tive network of competent trainers
1 More trainers trained
2 Geographic distribution of trainers
3 Success rate of trainees
4 Demographic profile of trainers 5 Vertical and horizontal mobility
6 More training done at a regional level
C The Strategies
1. We aim to achieve an independent, competent, representative and human rights driven judi- ciary. We will use the following strategies:
I . 1 Facilitating a professional development programme for judicial officers in the spirit of Section 180 of the
Constitution. We will give priority to case management, social context training (including issues like
diversity, and violence against women and children) and implementation of the Constitution.
1.2 Facilitating greater functional coherence in the judiciary and broadening the opportunities for magistrates to
be appointed to the higher courts.
1.3 Supporting training programmes that will broaden the pool from which judicial appointments are made so
that we can address the imbalances of the past.
2. We aim to achieve a management team that is representative, competent and equipped with, among other things, leadership skills, awareness and appreciation of diversity, and change management skills. We will use the following strategies:
2.1 Implementing development programmes to facilitate the transformation process. This will include aspects like
principles of public management, change management, strategic management and management of diversity.
2 .2 Designing support systems for new and future managers to facilitate their upward mobility and career
development.
3. Hle aim to achieve a professional staff that is well trained, representative, human rights dri- ven and people friendly. We will use the following strategies:
3.1 Designing programmes and policies for each professional occupational group that wil l promote representa-
tiveness, professionalism, a service ethos and sensitivity to diverse public needs. Emphasis will be placed on
functional training, implementation of the Constitution, diversity issues and attitudinal training.
Ministry of Justice
JUSTICE VISION 2000 Flve Year Natlonal Strategy for Transforming the
Adm~nlstrat~on of Justlce and State Legal Affalrs
3.2 Implementing policies that will promote representativeness in the public service and programmes that will facilitate career development as weli as horizontal and vertical mobility.
4. We aim to achieve an administrative and support staff that i s well trained, representative, hunian rights driven and people friendly. We will use the following strategies:
4.1 Implementing training programmes and policies to promote quality service to the public.
4.2 Implementing policies that promote representativeness and training programmes that will facilitate personal
career development and the personnel integration.
5. We aim to achieve a human resources development system that i s decentralised and that has a good training infrastructure and a representative network of competent trainers. We will use the following strategies:
5.1 Establishing and implementing an organisational development programme that will make sure that we achieve the objectives of Justice Vision 2000.
5 .2 Reviewing and redesigning existing training systems and institutions and promoting decentralised training.
5 .3 Implementing a programme that will enhance the skills of the existing trainers, broaden the pool of trainers involved in in-house training and provide a supportive infrastructure for trainers.
Ministry of Justice JUSTICE VISION 2000
,.: . .$ 'i * ,! ?
Five Year National Strategy for Transforming the %!. Administration of Justice and State Legal Affairs i
..$
D The Action Plans
GQAL NUMBER 7
W e aim to achieve an independent, competent, representative and human rights driven iudiciary
Five Year Nationol Strategy for Transforming the Administration of Justice and State Legal Affairs
STR
ATE
GY
1 .2
Fac
ilita
ting
grea
ter f
unct
iona
l coh
er-
ence
in th
e ju
dici
ary
and
broa
deni
ng th
e op
port
u-
nitie
s fo
r m
agis
trate
s to
I be
app
oint
ed to
the
hig
h-
er c
ourts
Sup
port
ing
trai
ning
pro
-
gram
mes
that
will
bro
ad-
en th
e po
ol fr
om w
hich
judi
cial
app
oint
men
ts a
re
mad
e so
tha
t we
can
addr
ess
the
imba
lanc
es o
f
the
past
-
AC
TIO
N P
LAN
S
1 RE
SP
ON
SIB
ILIT
Y
3 M
ore
join
t se
min
ars
for
mag
is-
trate
s an
d iu
dges
1 In
cide
nce
of p
rom
otio
n of
low
er
cour
t jud
ges
to h
ighe
r co
urts
4 M
ore
lega
l pro
fess
iona
ls o
ther
than
adv
ocat
es a
ppoi
nted
to
high
er c
ourts
2 D
emog
raph
ic p
rofil
e of
iudi
cia-
, H
RO
O6 R
evie
w e
ntry
crit
eria
for
low
er c
ourt
judi
cial
offic
ers
Lead
: Hum
an R
esou
rces
Sup
port:
Reg
iona
l Co-
ordi
-
natio
n
HR
007
Impl
emen
t a p
ilot
trai
ning
pro
ject
targ
eted
at
a gr
oup
of l
ower
cou
rt ju
dici
al o
ffice
rs f
or f
ast
trac
king
sel
ectio
n fo
r hi
gher
cou
rts
Lead
: Hum
an R
esou
rces
Sup
port
: Reg
iona
l Co-
ordi
-
natio
n
- - - - -
- - - -
- - - - -- -
HR
008
Impl
emen
t tra
inin
g m
easu
res
fost
erin
g in
stib
-
tiona
l coh
eren
ce a
nd u
nifo
rmity
of
stan
dard
s
MIL
ES
TON
ES
Rec
omm
enda
tions
by
APR
199
8 P
lann
ing
and
exec
utin
g
agen
cy i
n by
JU
L
1998
Lead
: Hum
an R
esou
rces
Sup
port
: Reg
iona
l Co-
ordi
-
natio
n
TIM
E F
RA
ME
APR
to
DEC
199
8
Pla
nnin
g co
mpl
eted
by
JUN
199
8 ~
m~
lem
en
ted
by
DEC
1998
Join
t sem
inar
s fo
r
I se
nior
mag
istra
tes
and
judg
es b
y AP
R 19
98
APR
199
8 to
APR
2002
HR
009
Impl
emen
t acc
eler
ated
pro
gram
mes
to f
acili
-
tate
the
inte
grat
ion
of t
he j
udic
iary
in
term
s o
f
race
and
gen
der
and
to p
rom
ote
repr
esen
ta-
tiven
ess
at a
ll le
vels
and
in a
ll st
ruct
ures
Lead
: Hum
an R
esou
rces
Sup
port:
Reg
iona
l Co-
ordi
-
natio
n
Con
sulta
tions
with
the
judi
ciar
y an
d re
gula
t-
ing
bodi
es a
nd a
gree
d
prop
osal
s by
JU
N
1998
Rat
iona
lised
inst
itu-
tions
by
APR
1999
- * >
2
Po
2
$
2 e
Ministry of Justice JUSTICE VISION 2000
Five Year National Strategy for Transforming the
Administration of Justice and State Legal Affairs
GOAL NUMBER 2
We aim to achieve a management team that is representative, competent and equipped with, among other things, leadership skills,
awareness and appreciation of diversiiy, and change management skills
STR
ATE
GY
2.1
Impl
emen
ting
deve
lopm
ent p
rogr
amm
es
to f
acili
tate
the
tran
sfor
-
mat
ion
proc
ess
This
will
inc
lude
prin
cipl
es
of
publ
ic m
anag
emen
t
It w
ill a
lso
incl
ude
chan
ge
an
d s
trate
gic
man
age-
men
t and
man
agem
ent o
f
dive
rsity
AC
TIO
N P
LA
NS
1 R
ES
PO
NS
IBIL
ITY
(
MIL
ES
TON
ES
1 TI
ME
FR
AM
E
3 Le
ss f
inan
cial
mis
man
agem
ent
4 Lo
wer
sta
ff tu
rnov
er
1 N
umbe
r of
stra
tegi
c ta
rget
s m
et
2 In
cide
nce
of d
iver
sity
rel
ated
conf
licts
HR
OlO
Orie
ntat
ion
or
indu
ctio
n co
urse
s fo
r al
l man
-
ager
s
HR
O11
Con
duct
an
asse
ssm
ent o
f tr
aini
ng n
eeds
HR
012
Impl
emen
t con
tinui
ng m
anag
emen
t cou
rses
for
all m
anag
ers
HR
O14
Run
con
tinuo
us L
abou
r R
elat
ions
an
d D
iver
sity
Le
ad: H
uman
Res
ourc
es
Initi
al c
ours
es r
un in
O
ng
oin
g ti
ll 2
00
2
Man
agem
ent p
rogr
amm
es fo
r m
anag
ers
Sup
port
: Reg
iona
l Co-
ordi
- JA
N 1
997
I
natio
n
Lead
: H
uman
Res
ourc
es
Sup
port
: Reg
iona
l Co
-ord
i-
natio
n
Lead
: Hum
an R
esou
rces
Sup
port
: Reg
iona
l Co-
ordi
-
natio
n
HR
O13
Stra
tegi
c m
anag
emen
t and
lead
er-s
hip
cour
s-
es f
or a
ll m
anag
ers
2.2
Des
igni
ng s
up-
port
sys
tem
s fo
r ne
w a
nd
futu
re m
anag
ers
to f
acili
-
tate
thei
r-up
war
d m
obili
ty
an
d c
aree
r de
velo
pmen
t
Lead
: Hum
an R
esou
rces
Sup
port:
,Reg
iona
l C
o-o
rdi-
natio
n
1 N
umbe
r of
stra
tegi
c ta
rget
s m
et
Gen
eric
cui
ricul
um
deve
lope
d by
DE
C
1997
Pla
nnin
g co
mpl
eted
by
OC
T 1
997
Lead
: H
uman
Res
ourc
es
Sup
port
: Reg
iona
l Co
-ord
i-
natio
n
2 N
umbe
r o
f wom
en p
rom
oted
to
seni
or m
anag
emen
t
On
go
ing
Com
plet
ed b
y D
EC
1997
Dra
ft cu
rric
ulum
&
cour
se c
atal
ogue
by
JUN
199
7
3 D
emog
raph
ic p
rofil
e of
man
-
ager
s, w
ith e
mph
asis
on
gend
er
OC
T 19
97 to
MAR
2
00
2
Cur
ricul
um a
nd c
ours
e
cata
logu
e b
y O
CT
1998
HR
015
Intr
oduc
e a
men
tors
hip
prog
ram
me
anch
ored
on a
ffirm
ing
and
man
agin
g di
vers
ity
JUL
1997
to M
AR
20
02
HR
O16
Inve
stig
ate
barr
iers
to w
omen
's e
ntry
and
the
ir
prof
ile a
t top
man
agem
ent l
evel
s
Lead
: H
uman
Res
ourc
es
Pla
nnin
g co
mpl
eted
by
Sup
port
: R
egio
nal C
o-or
di-
OC
T 1
997
natio
n
Lead
: Hum
an R
esou
rces
P
lann
ing
com
plet
ed b
y
Sup
port
: Reg
iona
l Co-
ordi
- O
CT
1997
na
tion
. .
Run
ning
fr
oi
~~
~
1 998
to 2
00
2
Run
ning
from
APR
1998
to 2
003.
i Ministry of Justice
JUSTICE VISION 2000 Five Year National Strategy for Transforming the
Administration of Justice and State Legal Affairs ,;,;,. d:!;,..,;:. ,-L>; .:i
GOAL NUMBER 3
1 We aim to achieve o staff that is well trained, representative, human rights driven and pople friendly
3.1
Des
igni
ng p
ro-
gram
mes
and
pol
icie
s fo
r
each
pro
fess
iona
l occ
upa-
tiona
l gro
up
STR
ATE
GY
The
prog
ram
mes
mus
t
prom
ote
repr
esen
tativ
e
KP
ls
ness
, pr
ofes
sion
alis
m, a
serv
ice
etho
s an
d se
nsiti
v-
ity to
div
erse
pub
lic n
eeds
1 Emph
asis
will
be
plac
ed
on
func
tiona
l tra
inin
g,
1 impl
emen
tatio
n of
the
Con
stitu
tion,
div
ersi
ty
issu
es a
nd a
ttitu
dina
l
trai
ning
1 N
umbe
r of
pb
lic
com
plai
nts
2 N
umbe
r of
und
ue d
elay
s
3 D
emog
raph
ic p
rofil
e of
sta
ff
4 S
taff
turn
over
5 N
umbe
r of
judi
cial
com
plai
nts
6 N
umbe
r of
sui
tabl
y qu
alifi
ed
inte
rpre
ters
7 N
umbe
r of
com
plai
nts
abou
t
poor
int
erpr
etat
ion
8 Le
ss m
ism
anag
emen
t
9 N
umbe
r of
leg
isla
tive
drah
s-
peop
le tr
aine
d an
d us
ed b
y go
vern
men
t dep
artm
ents
r A
CT
ION
Pw
Ns
1 R
EsP
oN
sIB
Il.I
m
1 MIL
ES
TON
ES
1 TI=I I jG
; 99
a io
*R I !;a
d: H
l;mcin
R
i.j~
iii~
63
' Gene
tic c
urric
ulum
in
Pla
nnin
g fin
alis
ed b
y D
EC
199
7 to
MA
R
DEC
199
7 2
00
2
1 H
R01
8 In
trod
uce
spec
ialis
ed c
ours
es a
nd t
rain
ing
man
ual,
in a
reas
suc
h as
mon
ey la
unde
ring
an
d s
exua
l ab
use,
for
pro
secu
tors
an
d th
e po
lice
20
02
S
uppo
rt: R
egio
nal C
o-o
rdi-
Lead
: Hur
nan
Res
ourc
es
Sup
port
: R
egio
nal C
o-or
di-
natio
n
trat
ion
of e
stat
es
,
natio
n i
plac
e b
y JU
L 19
98
HR
O19
Impl
emen
t hum
an r
ight
s an
d so
cial
con
text
trai
ning
with
em
phas
is o
n cu
ltura
l div
ersi
ty,
gend
er a
nd
chi
ldre
n's
need
s fo
r al
l ju
stic
e of
ficia
ls in
clud
ing
stat
e at
torn
eys,
la
w
advi
sors
an
d o
ffice
rs i
nvol
ved
in t
he a
dmin
is-
HR
020
Cas
e m
anag
emen
t cou
rses
incl
udin
g
man
uals
for
cour
t pe
rson
nel s
uch
as
pros
ecut
ors,
jud
icia
l of
ficer
s, r
egis
trar
s,
cour
t ad
min
istr
ator
s/cl
erks
, po
lice,
she
riffs
etc
HR
O21
Fam
ily c
ourt
and
mai
nten
ance
trai
ning
,
incl
udin
g a
man
ual
for
appr
opria
te o
ffic
ials
Lead
: H
urna
n R
esou
rces
Sup
port
: Reg
iona
l Co-
ordi
-
natio
n
Lead
: Le
gal S
ervi
ces
Sup
port
: H
urna
n
Res
ourc
es /
Cor
pora
te
Ser
vice
s /
Reg
iona
l Co-
ordi
natio
n
Lead
: Leg
al S
ervi
ces
Sup
port
: H
uman
Res
ourc
es /
Cor
pora
te
Ser
vice
s /
Reg
iona
l Co-
ordi
natio
n
Pla
nnin
g fin
alis
ed b
y
DE
C 1
997
Blu
eprin
t on
case
man
-
agem
ent
in p
lace
by
JUN
199
8
DE
C 1
997
to J
AN
1999
Man
ual i
n us
e b
y JU
N
1998
. Pilo
t pro
ject
com
plet
e b
y D
EC 1
998
JUN
199
8 to
JA
N
20
00
. -
JUL
1998
to M
AR
20
02
STR
ATE
GY
v
, -
AC
TIO
N P
LA
NS
HR
02
2 Im
plem
ent a
leg
isla
tive
draf
ting
prog
ram
me
for
new
, as
pira
nt a
nd e
xist
ing
legi
slat
ive
draf
tsm
en
HR
02
3 Im
plem
ent a
n ac
cred
ited
trai
ning
pro
-
gram
me
for
inte
rpre
ters
(in
clud
e co
de o
f
cond
uct)
HR
02
4 R
evie
w c
urre
nt tr
aini
ng a
nd r
edes
ign
natio
n-
al t
rain
ing
prog
ram
me
on th
e ad
min
istr
atio
n of
est
ates
HR
02
5 Im
plem
ent t
rain
ing
prog
ram
mes
for
ass
es-
sors
, Jus
tices
of
the
Pea
ce a
nd s
herif
fs
HR
02
6 C
ondu
ct j
ob a
udits
, as
sess
men
t of t
rain
ing
need
s an
d re
view
voc
atio
nal t
rain
ing
pro-
gr
amm
es a
s w
ell
as e
ntry
qua
lific
atio
ns fo
r
all o
ccup
atio
nal c
lass
es
HR
0271
mpl
emen
t a
skills
trai
ning
pro
- gr
amm
e fo
r al
l per
sonn
el to
wor
k w
ith c
orn-
pute
rs
KP
ls
RE
SP
ON
SIB
ILIT
Y
Lead
: Sta
te L
egal
Adv
ice
Sup
port
: Le
gisl
atio
n an
d
Res
earc
h /
Hum
an
Res
ourc
es
Lead
: Hum
an R
esou
rces
Sup
port:
Reg
iona
l Co-
ordi
-
natio
n
Lead
: Hum
an R
esou
rces
Sup
port
: Reg
iona
l CO
-ord
i-
natio
n
tead
: te
gal s
ervi
ces
Sup
port
: H
uman
Res
ourc
es /
Reg
iona
l Co-
ordi
natio
n
Lead
: Hum
an R
esou
rces
Sup
port
: Reg
iona
l Co-
ordi
-
natio
n
Lead
: Hum
an R
esou
rces
Sup
port:
Cor
pora
te
Ser
vice
s /
Reg
iona
l Co-
ordi
natio
n
MIL
ES
TO
NE
S
Pla
nnin
g an
d re
sour
ces
in p
lace
for
pilo
t cou
rse
by J
UN
199
8
Pla
nnin
g, c
urric
ulum
deve
lopm
ent a
nd
finan
cing
by
DEC
1997
Nee
ds a
sses
smen
t by
MAR
199
8; d
raft
and
man
ual b
y M
AR
199
9
Pla
nnin
g an
d dr
aft
man
ual b
y M
AR 1
998
Pla
nnin
g, r
esou
rces
&
exec
utin
g ag
ency
in
plac
e by
DEC
199
7
Com
pone
nts
of n
ew IT
sy
stem
in
plac
e by
APR
1998
TIM
E F
RA
ME
1 FE
B 19
98 to
FEB
2002
JUL
1998
to J
UL
20
02
JUL
1997
to J
UL
20
02
Ong
oing
FEB
1998
to O
CT
1998
Ong
oing
till
DEC
2002
STR
ATE
GY -
3.2
Impl
emen
ting
polic
ies
that
will
pro
no
te
repr
esen
tativ
enes
s in
the
publ
ic s
ervi
ce
Impl
emen
ting
pro-
gram
mes
tha
t will
fac
ili-
tate
car
eer
deve
lopm
ent
as w
ell a
s ho
rizon
tal a
nd
vert
ical
mob
ility
KP
ls
AC
TIO
N P
LAN
S
1 M
obili
ty
HR
028
Intr
oduc
e m
ento
rshi
p a
nd
per
sonn
el d
evel
op
rnen
t pr
ogra
mm
es
2 S
taff
fluct
uatio
n
3 D
iver
sity
with
em
phas
is o
n ra
ce
and
gend
er
HR
029
Con
duct
exp
osur
e pr
ogra
mm
es t
hrou
gh
plac
emen
ts w
ithin
the
cou
ntry
an
d in
int
erna
-
4 D
emog
raph
ic p
rofil
e of
cou
rse
tiona
l in
stitu
tes
as w
ell
as s
tudy
trip
s
atte
ndan
ts
RE
SP
ON
SIB
ILIT
Y
Lead
: H
uman
Res
ourc
es
Sup
port
: R
egio
nal C
o-or
di-
natio
n
Lead
: H
uman
Res
ourc
es
Sup
port
: R
egio
nal C
o-or
di-
natio
n
MIL
ES
TON
ES
Dra
ft pr
opos
als
on
men
tors
hip
mod
el b
y
MA
R 1
998
Pla
nnin
g an
d ag
ree-
men
ts w
ith p
artic
ipat
-
ing
inst
itutio
ns b
y JU
L
1998
TIM
E F
RA
ME
MAR
199
8 to
MA
R
20
02
OCT
1997
to M
AR
20
02
Five Year National Strategy far Transforming the Administration of Justice and State Legal Affairs
GOAL NUMBER 4
We aim to achieve an administrative and support staff that is well trained, representative, human rights driven and people friendly
Ministry of Justice JUSTICE VISION 2000
1
Five Year National Strategy for Transforming the Administration of Justice and State Legal Affairs
Five Year National Strategy for Transforming the Administration of Justice and State Legal Affairs
GOAL NUMBER 5
We aim to achieve a human resources development system that i s decentralised and that has a good training infrastructure and a repre-
sentative network of competent trainers
I S
TRA
TEG
Y
/ K
Pls
1
AC
TIO
N P
LA
NS
/ R
ES
PO
NS
IBIL
ITY
1
MIL
ES
TON
ES
1 TI
ME
FR
AM
E 1
1 5.1
Est
ablis
hing
and
impl
emen
ting
an o
rga
ni-
satio
nal d
evel
opm
ent p
ro-
gram
me
that
will
mak
e
sure
tha
t we
achi
eve
the
obje
ctiv
es o
f Ju
stic
e
Vis
ion
20
00
1 N
umbe
r of
act
ion
plan
s im
ple-
men
ted
& ta
rget
s m
et
2 A
war
enes
s of
Jus
tice
Vis
ion
2000
at
all
leve
ls i
n th
e D
oJ
3 Fe
wer
ser
vice
rel
ated
com
-
plai
nts
agai
nst t
he D
oJ
HR
034
Impl
emen
t a t
rain
ing
prog
ram
me
to r
ealig
n
orga
nisa
tiona
l cu
lture
with
str
ateg
ic v
isio
n in
Ju
stic
e V
isio
n 20
00
HR
035
Reo
rgan
ise
pers
onne
l ass
essm
ent a
nd
hum
an r
esou
rce
utili
satio
n pr
actic
es to
be
in
line
with
the
vis
ion
5.2
Rev
iew
ing
and
rede
sign
ing
exis
ting
trai
n-
ing
sys
tem
s an
d in
stitu
-
tions
and
pro
mot
ing
dece
ntra
lised
trai
ning
Lead
: H
uman
Res
ourc
es
Sup
port
: Reg
iona
l Co-
ordi
-
natio
n
HR
036
Dev
elop
a H
uman
Res
ourc
e D
evel
opm
ent
data
base
tha
t re
flect
s pe
rson
nel g
row
th
path
s fo
r a
ll pe
rson
nel i
n th
e D
oJ
1 P
rodu
ctiv
ity
Lead
: H
uman
Res
ourc
es
supp
er,: ~
~~
i~
~~
l
~~
.~
~d
i-
natio
n
2 N
umbe
r of
cou
rses
red
esig
ned
Pla
nnin
g fin
alis
ed b
y
DE
C 1
997
Lead
: Hum
an R
esou
rces
Sup
port:
Reg
iona
l Co-
ordi
-
natio
n
3 P
erce
ntag
e an
d pr
ofile
of
per-
sonn
el t
rain
ed p
er y
ear
DEC
199
7 to
MA
R
20
02
Rep
ort o
n as
sess
men
t
syst
em by
OC
T 1
997
Com
plet
ed b
y O
CT
1998
Pla
nnin
g an
d in
stal
la-
tion
of c
ompu
ter
pro
-
gram
me
by M
AR
199
8
Ap
ril
1998
and
ongo
ing
HR
037
Eva
luat
e a
ll co
urse
s a
nd
red
esig
n in
ligh
t o
f
iden
tifie
d ne
eds,
tak
ing
into
acc
ount
cou
rses
offe
red
in o
ther
ins
titut
ions
Hum
an R
esou
rces
T
rain
ing
need
s as
sess
-
men
t by
MA
R 1
998
On
go
ing
HR
038
Ass
ess
DoJ
tra
inin
g in
stitu
tions
, inc
ludi
ng
Just
ice
Col
lege
and
red
esig
n in
lig
ht o
f tr
ain-
ing
need
s an
d co
st e
ffici
ency
H~~
~~ R
~~~~
~~~~
E
xist
ence
of
natio
nal &
re
gion
al D
oJ t
rain
ing
team
s b
y D
EC 1
997
On
go
ing
*'
HR
039
Dev
elop
a c
ompr
ehen
sive
trai
ning
str
ateg
y
FIR
040
Dev
elop
reg
iona
l a
nd
su
bre
gio
na
l tra
inin
g
com
pone
nts
Lead
: H
uman
Res
ourc
es
Sup
port
: Reg
iona
l Co-
ordi
-
notio
n
Lead
: Hum
an R
esou
rces
Sup
port:
Reg
iona
l Co
-ord
i-
natio
n
Res
ourc
es,
trai
ners
&
infr
astr
uctu
re in
pla
ce
by
DE
C 1
997
, .
On
go
ing
Tra
inin
g P
rogr
amm
es
in p
lace
by
JUN
1998
O
ng
oin
g
,
./
STR
ATE
GY
5.3
Impl
emen
ting
a
prog
ram
me
that
will
enha
nce
the
skills
OF th
e
exis
ting
train
ers,
bro
ad
-
en t
he p
ool o
iGai
ners
invo
lved
ini'n
-hou
se
trai
ning
and
pro
vide
a
supp
ortiv
e in
Fras
truct
ure
for
train
ers
KP
ls
1 N
umbe
r an
d de
mog
raph
ic p
ro-
file
OF tr
aine
rs tr
aine
d
2 S
ucce
ss r
ate
of s
tude
nts
3 C
ompl
aint
s as
gle
aned
from
stud
ents
op
inio
n su
rvey
s
AC
TIO
N P
LA
NS
HR
042
Impl
emen
t con
tinui
ng e
duca
tion
incl
ud
ing
hum
an ri
ghts
an
d s
ocia
l co
ntex
t di
vers
ity
awar
enes
s tr
aini
ng f
or e
xist
ing
trai
ners
HR
041
Con
duct
an
ass
essm
ent o
f tr
aini
ng a
nd
infr
a-
Lead
: H
uman
Res
ourc
es
stru
ctur
e ne
eds
Sup
port
: Cor
pora
te
men
t of
exec
utin
g
Ser
vice
s /
Reg
iona
l Co-
ag
ency
by
OC
T 1
997
ordi
natio
n
RE
SP
ON
SIB
ILIT
Y
HR
043
Impl
emen
t a t
rain
ing
prog
ram
me
for
new
an
d p
rosp
ectiv
e tr
aine
rs c
over
ing
adul
t tr
ain-
ing
tech
niqu
es
Lead
: Hum
an R
esou
rces
Sup
port:
Reg
iona
l CO
-ord
i-
natio
n
HR
044
Intr
oduc
e a
trai
ning
pro
gram
me
whi
ch r
en-
ders
eve
ry m
anag
er o
r su
perv
isor
a t
rain
er
and
men
tor
MIL
ES
TO
NE
S
Lead
: H
uman
Res
ourc
es
Sup
port:
Reg
iona
l Co-
ordi
-
natio
n
TIM
E F
RA
ME
Pla
nnin
g an
d ap
poin
t-
men
t of
exec
utin
g
agen
cy b
y O
CT
199
7
Lead
: H
uman
Res
ourc
es
Sup
port:
Reg
iona
l Co-
ordi
-
natio
n
OC
T 19
97 to
200
2
plan
ning
, id
entif
icat
ion
of t
rain
ers
an
d g
ener
ic
curr
icul
um b
y O
CT
OC
T 19
97 to
MAR
2
00
0
Pla
nnin
g co
mpl
eted
by
MA
R 1
998
APR
199
8 to
20
02
Ministry of Justice JUSTICE VISION 2000
6 The Legal Profession
A Challenges
. I
Five Year Notional Strategy for Transforming the Administration of Justice and Stote Leaal Affairs
The legal ~rofession will play a critical role in fulfilling the transformation of the administration of justice. Lawyers pro-
vide:
Legal advice Legal representation in courts Arbitration and mediation services
The pool of senior lawyers from which high court iudges are selected Create opportunities for women to advance in their career paths
The Image of The Legal Profession
Because lawyers are central to any system of justice, they have a strong influence on how the public sees the iustice system.
The process of political and social transformation in South Africa challenges lawyers in terms of the services that they pro-
vide to the public. In line with our new Constitutional values, lawyers will have to develop:
Their awareness and understanding of diversity Their awareness of changes in society
Their knowledge and understanding of human rights
It is not enough to have a Constitution that guarantees that all people are equal before the law. The Constitution has also to be upheld, and this means that lawyers should believe in it and be prepared to act accordingly.
For the legal profession, this will mean:
Making it easier for people to use their services
Making their services more afFordable Ensuring that the profession is sensitive and responsive to peoples' different needs Making the profession representative of all the people who live in South Africa
Lawyers in South Africa will have to start a process of internal self-appraisal, and also one that will make the profes- sion itself more representative.
A t present the profession does not reflect the diverse nature of the South African society. Disadvantaged groups, espe- cially black people, are not well represented i'n the legal profession. Few black graduates are able to enter the profes- sion. To a lesser extent, the same is true of white female graduates. Of those that do enter the profession, only a few
develop specialised expertise in areas like corporate law, tax law, commercial law and constitutional practice.
The profession must become more representative. To do this, lawyers will have to:
Institute programmes that complement the expertise and exposure of aspirant and legal professionals from his- torically disadvantaged groups
Remove the constraints that make access to the profession unduly difficult, and sometimes impossible
Improve professional training programmes and strengthen the capacity of existing training institutions
Change the uneven distribution of expertise because the concentration of certain specialised expertise in partic-
ular segments of the profession, increases the cost of such services
MlnlslrY of Justice
JUSTICE V I S I O N 2000 Five Year National Strategy for Transforming the
Administration of Justice and State Legal Affairs
1 Access to Lawyers
I ~ o s t people cannot afford legal representation or legal advice. This i s partly because court cases take a long time, and
partly because lawyers charge excessive fees. This situation is made worse by the stratified nature of the legal profes-
,ion. A client who has a case in a high court usually still has to pay for the services of both an attorney and an advo-
cate or sometimes two advocates, despite the fact that attorneys can now get right of appearance in the high courts.
I Other areas of concern about access are:
i The reservation of certain kinds of legal work, like the conveyancing of fixed property, to the private legal pro-
i fession
I
I The fact that most people do not really understand the role of lawyers and the workings of the legal system, so they easily believe that lawyers are there only to serve the interests of rich people and large companies
I ! 'the concentration of lawyers in urban centres. This leaves rural communities with very few professional legal
1 services i i 1 The Role of The Department of Justice
: The Department of Justice is reluctant to exert pressure on the legal profession because it could be interpreted as inter-
i ference.
1 But the Department believes that transformation of the profession is essential. The way that the legal profession operates
i r must be brought into line with the values in the Constitution. In particular, it i s necessary to transform the composition of:
j 'the profession
1 Its governing bodies
We will therefore start facilitating a framework for discussions with the governing bodies of the legal profession on the
question of transformation. This will have to go beyond merely examining the governing bodies and their admission
I procedures It will also have to address the values and the assumptions that underlie the present legal profession.
I I There are many questions that we must ask:
Should legal education be primarily geared towards private practice?
Should legal education not also focus more on the public sector ?
How should legal education be standardised and harmonised among the various training institutions?
How can this be done without undermining each institution's academic freedom?
How should public money be allocated to law schools to ensure that lawyers from disadvantaged groups are
able to enter and develop careers within the profession?
We are also challenged to remove the present artificial barriers of entry into the profession, and to make reasonable
arrangements for practical post-graduate training of advocates and attorneys, especially in the light of the proposed new
uniform law degree.
The Department wilf have to initiate discussions with all role players, including the public, to facilitate the transformation of the legal profession. Hopefully, after that, the legal profession will be willing to address the issues itself. Then the Department will play a facilitating role in the discussion and also prepare the necessary legislation for any reforms.
Ministry of Justice
JUSTICE V I S I O N 2000
. a- " %,, -, - t" w>:y"." :;p.\'",, $
Flve Year Not~onol Strategy for Tronsform~n~ the 8 ; - t . p l I 1
Adm~n~strat~on of Just~ce ond State L e ~ o l Affa~rs - .*dt -&
B The Strategic Goals and Key Indicators of Success
1. A legal profession that is representative and accessible, and that reflects the diver- sity of South African society
'.* , '-\
1 More people entering the legal piofession
2 A representative group of people entering the legal
profession 3 Vertical and horizontal mobility in the legal profes-
sion and related branches
4 Opportunities to acquire and transfer skills
Strategic Goals
2. An affordable legal system
Indicators of Succebs
1 More legal representation
2 More attorneys offering voluntary services
3 Fewer complaints about legal fees
3. High standards in the legal profession 1 Uniform training and admission standards 2 Mechanisms for acting against fraudulent and negli-
gent behavior by lawyers
3 Fewer complaints about professional misconduct
C The Strategies 1. We aim to achieve a legal profession that is representative and accessible and that reflects the
diversity of South African society. We will use the following strategies:
1.1 Developing policies that support uniform standards and procedures for entry into all branches of the legal
profession. This framework will include alternative ways of entering the profession.
1.2 Developing policies, opportunities and structures that will ensure mobility within the legal profession, espe- cially for lawyers from disadvantaged backgrounds. This will include encouraging of companies, attorneys
and government departments to engage the services of previously disadvantaged attorneys and advocates,
and providing alternative ways of entering the profession for previously disadvantaged people.
2. We aim to achieve an affordable legal system. We will use the following strategies:
2.1 Promoting policies and programmes that will increase awareness of the services provided by the legal
profession and facilitate access to them. This will include providing assistance to consumers on information
about the cost of various legal services, from flat-rate transactions such as wills and conveyancing through to
rates and charging practices in more complex areas.
2.2 Promoting policies that will rationalise the legal profession. 'this will include an investigation into the merits and demerits of a fully integrated legal profession.
3. We aim to achieve high standards in the legal profession. We will use the following strategies:
3.1 Reviewing the training that takes place in law schools and professional training institutions to make sure that
standards are comparable and that curricula are relevant.
3 .2 Reviewing all aspects of governance, admission and professional standards to ensure effectiveness and public accountability.
3.3 Promoting programmes that will facilitate continuing legal and professional education so that our legal pofes-
sionals will maintain high standards and be aware of, and responsive to the diverse needs of people in South Africa. .
118
Ministry of Justice JUSTICE V I S I O N 2000
* - - - - . s,. 4 , ;,,
Five Year Natlonal Strategy for Transforming the - ,,f>j .. ,#;: $ , J : , v *
Admlnlstratlon of Just~ce and State Legal Affa~rs , kk:',",**kS$-
D The Action Plans
GOAL NUMBER 1
We aim to achieve a legal profession that i s representative and accessible and that reflects the diversity of South African
society
Ministry of Justice JUSTICE VISION 2000
.:
Five Year National Strategy for Transforming the Administration of Justice and State Legal Affairs
atto
rney
s an
d go
vern
men
i
depa
rtmen
ts to
eng
age
the
serv
ices
af p
revi
ousl
y
disa
dvan
tage
d at
torn
eys
and
advo
cate
s, a
nd p
ro-
vidi
ng a
ltern
ativ
e w
ays
of
ente
ring
the
prof
essi
on fo
r
prev
ious
ly d
isad
vant
aged
--.-
---.-
- . ii.--.-v
--.-
ed to
hig
h po
sitio
ns in
the
iudi
-
ciar
y
STR
ATE
GY
. .
KP
ls
1.2
Dev
elop
ing
1 Th
e nu
mbe
r of
law
yers
from
disa
dvan
tage
d ba
ck g
roun
ds in
po
licie
s, o
ppor
tuni
ties
and
stru
ctur
es th
at w
ill
seni
or p
rofe
ssio
nal p
ositi
on
ensu
re m
obili
ty w
ithin
the
(S
enio
r cou
nsel
)
lega
l pro
fess
ion,
.esp
ecia
l- ly
for
Iaw
yers
,~f~
iom
di
sad-
2
Num
ber
of s
peci
alis
ed tr
aini
ng
vont
aged
bai
kgro
unds
co
urse
s.
This
will
incl
ude
enco
ur-
3 N
umbe
r of
law
yers
from
dis
ad-
LP00
6 S
uppo
rt th
e pr
ovis
ion
of t
he a
ccel
erat
ed
trai
ning
opp
ortu
nitie
s an
d ex
posu
re to
law
yers
fro
m d
isad
vant
aged
gro
ups
in
dive
rse
area
s of
the
law
Hum
an R
esou
rces
1 agi
ng o
f co
mpa
nies
, I
vant
aged
bac
kgro
und
appo
int-
I
I 1 1
998
I .
I
AC
TIO
N P
LA
NS
R
ES
PO
NS
IBIL
ITY
M
ILE
ST
ON
ES
' TIM
E F
UM
E
LP00
4 F
acili
tate
the
deve
lopm
ent o
f a
natio
nal
Legi
slat
ion
and
Res
earc
h C
onsu
ltatio
ns c
ompl
et-
Impl
emen
ted
by
cont
rolli
ng b
ody
for
bran
ches
of
the
ed a
nd d
raft
prop
osal
s 19
99
Con
tinui
ng le
gal e
du-
catio
n pr
ogra
mm
es
com
-men
ced
in 1
996
and
new
pro
gram
mes
to b
e la
unch
ed b
y
MA
R 1
998
prof
essi
on
LP00
5 R
evie
w c
riter
ia f
or n
omin
atio
n to
the
ju
dici
ary
and
reco
gniti
on w
ithin
the
pr
ofes
sion
Lead
: Leg
al S
ervi
ces
Sup
port
: Hum
an R
esou
rces
by A
UG
1 9
98
Rev
iew
gui
delin
es fo
r
nom
inat
ion
to j
udic
iary
and
reco
gniti
on w
ithin
the
prof
essi
on b
y O
CT
APR
1999
to M
AR
2002
M
0
0
0
Ministry of Justice
JUSTICE V IS ION 2000
I
Five Year National Strategy for Transforming the
Administration of Justice and State Legal Affairs
GOAL NUMBER 2
We aim to achieve an affordable legal system
STR
ATE
GY
2.1
Pro
mot
ing
po
li-
ties
and
prog
ram
mes
thai
will
inc
reas
e aw
aren
ess
of t
he s
ervi
ces
prov
ided
by
the
lega
l pro
fess
ion
and
faci
litat
e pe
cess
to
them
This
will
inc
lude
pro
vidi
ng
assi
stan
ce to
con
sum
ers
and
info
rmat
ion
Info
rmat
ion
wilt
incl
ude
the
cost
of
vario
us s
er-
vice
s, f
rom
fla
t-ra
te tr
ans-
actio
ns s
uch.
,as
will
s an
d
conv
eyan
cing
thro
ugh
to
rate
s fo
r m
ore
com
plex
area
s
1 A
vera
ge c
ost o
f le
gal s
ervi
ces
2 Th
e ra
nge
of
info
rmat
ion
outle
ts
in le
gal s
ervi
ces
AC
TIO
N P
LAN
S -
LP
007
Rev
iew
tarif
fs f
or p
rofe
ssio
nal s
ervi
ces
LP
008
Enc
oura
ge r
ecog
nitio
n of
par
aleg
als
and
law
stu
dent
s th
roug
h le
gal
aid
clin
ics
LP
009
Spr
ead
info
rmat
ion
thro
ugh
pam
phle
ts, o
n-
line
com
mun
icat
ion
an
d o
ther
med
ia o
n se
r-
vice
s pr
ovid
ed b
y th
e le
gal
prof
essi
on a
nd
the
cost
of
serv
ices
tarif
fs
Lega
l Ser
vice
s D
raft
legi
slat
ion
on
reco
gniti
on o
f pa
rale
-
gals
and
law
stu
dent
s
Lead
: Le
gal S
ervi
ces
An
info
rmat
ion
netw
ork
Sup
port
: Cor
pora
te
on le
gal s
ervi
ces
in
Ser
vice
s pl
ace
by
OC
T 1
998
TIM
E F
RA
ME
1999
OC
T 1 9
98 to
MA
R
20
02
-
2.2
Pro
mot
ing
polic
ies
that
will
rat
iona
lise
the
lega
l pro
fess
ion
This
will
inc
lude
an
inve
s-
tigat
ion
into
the
mer
its
and
dem
erits
of a
ful
ly
inte
grat
ed le
gal p
rofe
s-
sion
1 M
obili
ty w
ithin
var
ious
bra
nch-
es o
f th
e le
gal p
rofe
ssio
n
LPO
lO U
nder
take
a s
tudy
on
the
mer
its a
nd
dem
erits
of
a si
ngle
pro
fess
ion
Legi
slat
ion
and
Res
earc
h P
rogr
amm
e fo
r th
e Im
plem
ente
d b
y
tran
sfor
mat
ion
of t
he
20
00
lega
l pr
ofes
sion
by
JUN
199
8
LP
Oll
Org
anis
e a
sym
posi
um o
n tr
ansf
orm
atio
n of
the
lega
l pro
fess
ion
to d
iscu
ss i
ssue
s of
entry
, ad
vonc
emen
t, in
tegr
atio
n, g
over
nanc
e
an
d th
e ro
le o
f th
e pr
ofes
sion
in th
e tr
ansf
or-
mat
ion
proc
ess
Lead
: Le
gal S
ervi
ces
Rec
omm
enda
tion
by
Sup
port:
Hum
an R
esou
rces
JU
N 1
998
APR
19
98 to
MAR
2
00
2
Ministry of Justice
JUSTICE VISION 2000
GOAL NUMBER 3
We aim to achieve high standards in the legal profession
.?
. . .. _ _ " b ., - < , - ,- :. .~ ' 1
Five Year National Strategy for Transforming the , . _ . . . i , : , , .
' i . ', Administration of Justice and State Legal Affairs . , , $ ' . - , .
, . , , .
STR
ATE
GY
3.1
Rev
iew
ing
the
trai
ning
that
take
s pl
ace
in la
w s
choo
ls a
nd p
ro-
fess
iona
l tra
inin
g in
stitu
-
tions
to m
ake
sure
,that
stan
dard
s ar
ec<o
mpa
ra-
ble
an
d th
at c
urric
ula
are
rele
vant
I K
Pls
1 N
umbe
r of
law
sch
ools
usi
ng
revi
ewed
LLB
degr
ee
2 N
umbe
r of
law
sch
ool,
with
prac
tical
tra
inin
g fa
cilit
ies
3 P
erce
ntag
e an
d de
mog
raph
ic
prof
ile o
f gr
adua
tes
ente
ring
vario
us b
ranc
hes
of t
he le
gal
prof
essi
on a
nnua
lly,
with
an
emph
asis
on
race
and
gen
der
AC
TIO
N P
LA
NS
R
ES
PO
NS
IBIL
ITY
M
ILE
ST
ON
ES
T
IME
FR
AM
E
LP01
2 R
evie
w r
egul
atio
ns r
elat
ing
to L
LB d
egre
e Le
gisl
atio
n a
nd
Res
earc
h D
rah
legi
slat
ion
on
Impl
emen
ted
by
new
LLB
deg
ree
JAN
199
8
LP01
3 In
crea
se c
apac
ity o
f hi
stor
ical
ly d
isad
van-
ta
ged
univ
ersi
ties
Hum
an R
esou
rces
In
crea
sed
fund
ing,
infr
ostr
uctu
ral s
uppo
rt
and
co-o
pera
tion
betw
een
hist
oric
ally
adva
ntag
ed a
nd h
isto
r-
ical
ly d
isad
vant
aged
univ
ersi
ties
OCT
199
7 to
MA
R
20
02
LP01
4 In
crea
se p
ract
ical
tra
inin
g ou
tlets
, pr
iorit
isin
g
the
need
to
rend
er th
e pr
ofes
sion
rep
rese
nts-
tiv
e
1997
to M
AR
20
02
Lead
: H
uman
Res
ourc
es
Sup
port
: Le
gal S
ervi
ces
At
leas
t 50%
incr
ease
in p
ract
ical
tra
inin
g
outle
ts b
y FE
B 19
99
STR
ATE
GY
3.2
Rev
iew
ing
all
ispe
cts
of g
over
nanc
e,
~dm
issi
on an
d pr
ofes
-
ion
al s
tand
ards
to e
nsur
e
?ffe
ctiv
enes
s and
pub
lic
~cc
ount
abili
ty
1 In
cide
nce
of u
nres
olve
d co
n-
sum
er c
ompl
aint
s ab
out
lega
l
prac
titio
ners
2 S
ucce
ss r
ate
in in
stitu
tiona
l int
e-
grat
ion
3 M
obili
ty r
ate
betw
een
vario
us
bran
ches
of
the
prof
essi
on
AC
TIO
N P
LA
NS
-
-
-
LP01
5 In
vest
igat
e th
e ef
fect
iven
ess
of c
onsu
mer
pro
-
tect
ion
and
prof
essi
onal
acc
ount
abili
ty w
ith
reg
ard
to t
he p
rovi
sion
of
lega
l se
rvic
es b
y le
gal
prac
titio
ners
LP01
6 R
atio
nalis
e st
anda
rds
an
d g
over
nanc
e st
ruc-
tu
res
in th
e le
gal p
rofe
ssio
n to
fac
ilita
te l
ater
-
al
mob
ility
and
com
para
ble
stan
dard
s
LP
017
Dev
elop
a m
ultip
le e
ntry
fra
mew
ork
whi
ch
faci
litat
es e
ntry
int
o a
nd
mob
ility
bet
wee
n
vario
us b
ranc
hes
of t
he p
rofe
ssio
n
RE
SP
ON
SIB
ILIT
Y
Lega
l Ser
vice
s
Lega
l Ser
vice
s
Legi
slat
ion
an
d R
esea
rch
MIL
ES
TO
NE
S
Pub
lic h
earin
gs b
y O
CT
1998
Rec
omm
enda
tion
by
OC
T 19
98
Rep
ort
incl
udin
g re
c-
omm
enda
tions
by
OC
T
1998
.
TIM
E F
RA
ME
New
fram
ewor
k b
y
MA
R 2
00
2
Impl
emen
ted
by
MAR
200
1
Impl
emen
ted
by
DE
C 1
998
Ministry of Justice JUSTlCE V l S l O N 2000
' .!
Five Year National Strategy for Transforming the
Administration of Justice and State legal Affairs
7 State Legal and Legislative Services \
A The Challenges 1
The Department of Justice administers three divisions that supply legal and legislative services to the national government
and the provincial governments. They are:
The Office of the State Attorney The Office of the State Law Advisor
the South African Law Commission
The State Attorneys
The state attorneys are the government's lawyers. They are qualified attorneys who work on behalf of the central gov-
ernment as attorneys, notaries and conveyancers. Like any other attorneys, they act on the instructions of their clients. In
this case however, all the clients come from the various government departments. State attorneys handle:
Criminal cases
Civil claims and actions
Notarial work
Contracts
Legal advice
Aside from the services they provide for the national government, state attorneys also:
Act for the provincial governments i f there is no conflict between the national government and the provincial gov- ernment in the particular case
Do legal work for various statutory bodies in which the government has financial or other interests
State attorneys save the central government and the provincial governments millions of rands in legal fees every year
because they do not charge the departments for their services. Client departments do however have to pay for any
expenses and all costs that have to be paid to opponents. Expenses include things like advocates' fees, sheriffs' fees and
SO on.
All legal costs that state attorneys get from opponents, are paid into the Consolidated Revenue Fund for Central
Government Departments.
The State Law Advisors
The state law advisors do the following:
Draft and check parliamentary legislation
Review government contracts
Give legal opinions to the executive, to government departments and to statutory bodies
Check subordinate legislation to make sure that is clear, correct and legal
Scrutinise international agreements to make sure that they are not in conflict with the Constitution or with any
South African municipal laws
JUSTICE V I S I O N 2000 Five Year National Strategy for Transforming the Administration of Justice and State Legal Affairs
I The South African Law Coqmission I
The South African Law Commission does research on law reform. It issues papers and reports and often drafts legis- lation if client departments ask for it.
The Effect of the Constitution
The new Constitution challenges the way that the state runs its legal affairs. Here are some of the challenges:
The national government has grown in size
There are nine new provinces with legislative and executive powers W e need more people, and people with better skills
State Law Services are not available everywhere W e need more specialist people to handle a variety of legal issues. Many government departments are having
to use external legal specialists and this is expensive The state attorney's office is too small to cope with the legal needs of all the government departments
The Constitution has also introduced a new value system, one that i s based on human rights and democracy. At the same
time the government has introduced a policy of reconstruction and development. This means that the people who are handle state legal affairs have now to give a different kind of service.
Law advisors will have to make sure that draft legislation, government contracts, and legal opinions, are all in keeping with the new values
I State attorneys will have to handle litigation and debt collection services for the state in terms of the new values
Everybody in the Department will have to be able to deliver fast service that is of a high quality
The Department will have to be pro-active about promoting fair and equal access to justice
To do this, we will implekent training programmes on the values in the Constitution, particularly human rights, and on the government's policy for reconstruction and development. W e will have to make sure that peoples' mindsets and atti- tudes are compatible with the new values, and that they are committed to the goals of the new government.
A Representative Public Service
The Constitution prescribes a representative public service. This places a duty on us to remove any artificial barriers that stop historically disadvantaged people from getting into the various professional ranks.
W e will have to implement measures to attract, fast track and retain suitably qualified people from historically disad- vantaged groups. So far, it has been difficult to attract new people and to retain experienced people because of heavy workloads, poor working conditions, low salaries and environments that do not support diversity. The loss of these peo- ple robs the Department of much-needed skills and experience, and prevents us from achieving our goal of a represen- tative public service.
To make our Department representative, we will have to:
Review the existing public service policies and regulations
Adopt policies to facilitate the lateral recruitment of historically disadvantaged professionals from the private sector
Improve p&oples' working conditions in the whole Department -_ Promote equality o f employment opportunities
Create opportunities for women to advance in their career paths
Ministry of Justice
JUSTICE V I S I O N 2000
i . 3
Five Year National Strategy for Transforming the
Administratton of Justice and Stote Legal Affairs
Transforming the Institutions
We will have to review the entire institutional framework for the administrdfion of state legal'6.ffairs. Many of the exist- ing laws do not conform with the Constitution. For example, the State Attorney's Act, N o 56 of 1957 did not anticipate
a unified South Africa with nine provincial governments that have substantial legislative powers. As a result, some of the
provinces are now arguing for the establishment of provincial state attorneys.
The appropriate role of the state law advisors and how they should be organized in the new democracy, also needs some
rethinking. Among other things, we will have to address issues like:
Closeness of the services to users
Accessibility
Familiarity with the specific legal needs of client departments
Capacity to handle issues quickly and responsively
The position of provinces in cases of conflict, or ~otential conflict, with the central government or other provinces
These issues need to be addressed urgently because they have implications for fiscal discipline and for the common stan- dards and practices in the justice system.
Common Standards and Practices
We need to make sure that common standards and practices become a part of the state legal and legislative services. At present, the lack of common standards and practices is causing problems, among them, the following:
The offices of the state attorneys are located in the divisions of the high courts and each one operates accord- ing to its own standards and practices, and there i s no policy framework except for the common standards set
out in the national Treasury directives
The provinces have state law advisors that are not connected to the national law advisors
The Department of International Affairs handles the international legal affairs of the government and the
Department of Justice handles matters like extradition treaties, extradition processes and the application of inter-
national legal documents but there are no common standards
There are no common practices for handling the criminal and delictual matters that could arise from the deeds of
the state or its employees during the apartheid era
These can only be solved with the creation of deliberate government policies and regulations.
Ministry of Justice
JUSTICE V I S I O N 2000
- * .~, , ."-"- - '. .,.r"..imiry.i'c >-,a , gd,, : <(? ,9 T : ' ~ f . ,;:- Five Year Nationol Strategy for Transforming the 1 :y$. ,:I.,, $ 1 i f "s;, Administration of Justice and Stale Legal Affairs !...:.a& :~i~<-~+&&ig.i
B The Strategic Goals and Key indicators of Success
C The Strategies
Strategic Goals
1. Policy and institutional cohesion in the administration of state legal affairs and the legislative process
2. Systems that support efficient and eco- nomic delivery of responsive and effec- tive legal and legislative services to gov- ernment
3. Representative institutions that are based on sound and fair human resource policies
1. We aim to achieve policy and institutional cohesion in the administration of state legal affairs and the legislative process. We will use the following strategies:
Indicators of Success
1 Fewer public complaints about the state's inconsis- tent litigation policies
2 All laws or regulations will be consistent with the Constitution
3 More policy consultations with other government departments and the public
4 More cases dealt with by state attorneys
5 More contracts awarded to historically disadvan- taged professionals
1 Fewer complaints by client departments about the services of the state attorneys
2 Fewer cases defended unsuccessfully by the state 3 More money collected through the state attorney's'
office 4 Faster processing of legislation
1 Representivity in the offices of the state law advi-
sors and state attorneys 2 Lower staff turnover 3 More people trained in legal drafting
1 . I Rationalising the state attorneys' office to ensure, effective and efficient coordination, an even distribution of service outlets, avoidance of duplication and integration of personnel from establishments in the former
fragmented departments.
1 .2 Developing policies that foster consistency and the promotion of the values in the Constitution. Developing
government policies on reconstruction and development and at the same time ensuring that the government can meet it's international obligations in the administration of the legal affairs of government departments, provinces and parastatals.
1.3 Redesigning the legislative process to make sure that it is efficient and rational and cost effective
2. We aim tp achieve systems that support efficient and economic delivery of responsive and effective I = ~ ~ I and legislative services to government. We will use the following strategies:
2.1 Updating the information systems that the people in state legal and legislative services use so that data can
be stored effectively, and so that there is easy and efficient access to relevant legal information such as case law, law reports and international iurisprudence.
Ministry of Justice JUSTICE VISION 2000
' 5
Five Yeor National Strategy for Transforming the Administration of Just~ce and State Legal Affairs
2.2 Reorganising the offices of the state attorney and state law advisor to make sure that the people who work there are responsive to the special needs of different government.departments ,. and where appropriate, to . , provincial administrations as well. I
2.3 Providing systems for efficient case management so that litigation costs are lower, and that cases involving the government are resolved speedily.
3. We aim to achieve representative institutions that are based on sound and fair human resource policies. We will use the following strategies:
3.1 Implementing the employment equity policy of the Department through programmes that seek to achieve horizontal and vertical representation of historically excluded groups of people and that will remove all artificial barriers to entry and advancement in the profession and to remaining in the profession.
3.2 Re-engineering human resource policies and systems to create a Framework that fosters professionalism, motivation and stability among all the people that are involved in the provision of legal services.
Ministry of Justice JUSTICE VISION 2000
F~ve Year Nat~onal Strategy f o ~ T~arisform~ng the
Admln~stratlon of Just~ce and State Legal Affa~rs
D The Action Plans
GOAL NUMBER 1
We aim to achieve policy and institutional cohesion in the administration of state legal affairs and the legislative process
1.1
Rat
iona
lisin
g th
e
stat
e at
torn
eys'
offi
ce to
ensu
re,
effe
ctiv
e an
d ef
fi-
cien
t co-
ordi
natio
n, a
n
even
dis
trib
utio
n of
ser
-
vice
out
lets
, av
oida
nce
of
dupl
icat
ion
and
inte
gra-
tion
of p
erso
nnel
from
esta
blis
hmen
ts in
the
for-
mer
frag
men
ted
depa
rt-
men
ts
1 Ti
me
take
n to
pro
cess
cas
es i
n-
hous
e as
aga
inst
tim
e ta
ken
by
exte
rnal
age
ncie
s
TIM
E F
RA
ME
S
TRA
TEG
Y
2 In
cide
nce
of o
verla
p be
twee
n
stat
e at
torn
ey's
wor
k an
d w
ork
of s
tate
law
adv
isor
s
LSO
Ol
Aud
it cu
rren
t est
ablis
hmen
ts i
n te
rms
of
capa
city
, lo
catio
n an
d pe
rson
nel
KP
ls
Lead
: Cor
pora
te S
ervi
ces
Sup
port
: Hum
an R
esou
rces
/ R
egio
nal C
o-or
dina
tion
MIL
ES
TON
ES
Pla
nnin
g, te
rms
of r
ef-
eren
ce a
nd a
ppoi
nt-
men
t of
exec
utin
g
agen
cy b
y MAR
199
8
MA
R 1
998
to M
AR
1999
LSO
O2
Inve
stig
ate
the
feas
ibili
ty o
f re
view
ing
the
Sta
te A
ttorn
eys
Act
of
1957
to i
nteg
rate
the
stat
e at
torn
ey a
nd le
gal a
dvis
or in
stitu
tions
into
a s
ingl
e, i
nteg
rate
d na
tiona
l ent
ity w
ith
regi
onal
and
sub
-reg
iona
l bra
nche
s al
ong
the
lines
of
the
Nat
iona
l P
rose
cutio
n A
utho
rity
Lead
: Hum
an R
esou
rces
Sup
port
: Le
gisl
atio
n an
d
Res
earc
h /
Sta
te L
egal
Adv
ice /
Reg
iona
l Co-
ordi
natio
n
Dra
ft le
gisl
atio
n by
SEP
19
98
Impl
emen
ted
Act
by
SEP
1999
Not
e:
The
cost
ing
of th
e ac
tion
plan
s w
ill be
don
e w
ithin
the
six
bran
ches
of t
he D
epar
tmen
t as
part
of
the
rolli
ng p
lann
ing
cycle
.
STR
ATE
GY
1.2
Dev
elop
ing
po
li-
cies
tha
t fo
ster
con
sist
en-
cy a
nd th
e pr
omot
ion
of
the
valu
es in
the ,'.
Con
stitu
tion
. ('
Dev
elop
ing
gove
rnm
ent
polic
ies
on r
econ
stru
ctio
n
an
d d
evel
opm
ent
Ens
urin
g th
at th
e go
vern
-
men
t can
mee
t it's
int
er-
natio
nal o
blig
dtio
ns in
the
adm
inis
trat
ion
of th
e le
gal
affa
irs
of g
over
nmen
t
depa
rtm
enii,
pro
vinc
es
an
d p
aras
tata
ls
KP
ls
1 N
umbe
r o
f ha
rmon
ised
law
s
2 I
ncid
ence
of
inco
nsis
tent
pol
icy
appr
oach
es b
etw
een
depa
rt-
men
ts
--
-
-
AC
TIO
N P
LAN
S
LS00
3 D
evel
op a
pol
icy
to c
lari
fy t
he r
ole
of th
e
natio
nal s
tate
atto
rney
and
leg
al a
dvis
or in
rela
tion
to t
he p
rovi
ncia
l gov
ernm
ents
LS00
4 R
evie
w a
nd
cla
rify
pol
icie
s re
latin
g to
the
stat
e at
torn
ey's
rol
e in
def
endi
ng e
mpl
oyee
s
and
form
er s
tate
em
ploy
ees
in c
rimin
al a
nd
delic
tual
mat
ters
to e
nsur
e ce
rtai
nty
and
com
-
plia
nce
with
Con
stitu
tiona
l val
ues
LS00
5 E
stab
lish
a co
mm
on a
ppro
ach
to d
elic
tual
actio
ns b
roug
ht a
gain
st th
e cu
rren
t gov
ern-
men
t for
hum
an r
ight
s vi
olat
ions
, ar
isin
g fr
om
the
apar
thei
d er
a to
ens
ure
that
all
actio
ns
are
deal
t with
in
a m
anne
r th
at is
con
sist
ent
with
con
stitu
tiona
l val
ues
LS00
6 U
pdat
e gu
idel
ines
on
bri
efin
g p
olic
y to
lim
it
unne
cess
ary
expe
nditu
re a
nd a
void
rei
nfor
c-
ing
hist
oric
al r
ace
and
gend
er d
ispa
ritie
s
RE
SP
ON
SIB
ILIT
Y
Lead
: Sta
te L
egal
Adv
ice
Sup
port
: Leg
al S
ervi
ces /
Reg
iona
l Co-
ordi
natio
n
Lead
: Le
gal S
ervi
ces
Sup
port
: Reg
iona
l Co-
ordi
-
natio
n
Lead
: Leg
al S
ervi
ces
Sup
port
: Reg
iona
l Co-
ordi
-
natio
n
Lead
: Leg
al S
ervi
ces
Sup
port
: H
uman
Res
ourc
es
/ S
tate
Leg
al A
dvic
e
MIL
ES
TON
ES
Dra
ft re
com
men
datio
ns
and
inte
rgov
ernm
enta
l
mee
ting
by
MAR
199
8
Dra
ft gu
idel
ines
and
natio
nal
inte
rgov
ern.
men
tal m
eetin
g by
MAR
199
8
Dra
ft po
licy
reco
mm
en-
datio
ns a
nd n
atio
nal
inte
rgov
ernm
enta
l
mee
ting
by
JUN
199
8
Dra
ft po
licy
guid
elin
es
agre
ed u
pon
by
SEP
1998
TIM
E F
RA
ME
APR
1998
to M
AR
1999
JUL
1998
to J
UN
1999
OC
T 1
998
to S
EP
1999
OC
T 1
998
to S
EP
1999
STR
ATE
GY
1.3
Red
esig
ning
the
legi
slat
ive
proc
ess
to
mak
e su
re th
at i
t is
eff
i-
cien
t and
rat
iona
l an
d
cost
effe
ctiv
e
-
KP
ls
1 A
vera
ge ti
me
take
n to
pro
cess
legi
slat
ion
2 In
crea
se in
cos
t of
draf
ting
leg-
isla
tion
MIL
ES
TON
ES
Pla
nnin
g, r
esou
rce
allo
-
catio
n a
nd
app
oint
-
men
t of
exec
utin
g
agen
cy
by M
AR 1
998
Pla
nnin
g co
mpl
eted
by
MAR
199
8
Dra
ft re
port
by
SEP
1998
Pla
nnin
g, r
esou
rce
allo
-
catio
n a
nd
rec
ruitm
ent
of f
irst g
roup
of
train
ees
by
MAY
199
9
TIM
E F
RA
ME
MAR
199
8 to
MAR
19
99
To t
ake
plac
e b
y
JUN
199
8
Impl
emen
ted
from
SEP
1998
to
MAR
2
00
0
JUN
199
9 to
MAY
2
00
2
. l
, ".
,I J
AC
TIO
N P
LAN
S
LS00
7 C
omm
issi
on a
stu
dy i
nto
the
prob
lem
s of
the
curr
ent l
egis
lativ
e pr
oces
s an
d ap
proa
ches
in
com
para
ble
juris
dict
ions
LS00
8 C
onve
ne a
nat
iona
l int
ergo
vern
men
tal c
onfe
r-
ence
to
exam
ine
the
curr
ent l
egis
lativ
e pr
oces
s
and
cons
ider
wor
king
opt
ions
, in
clud
ing
the
feas
ibili
ty o
f a
Nat
iona
l Le
gisl
atio
n S
ervi
ces
Uni
t
LS00
9 C
omm
issi
on a
stu
dy in
to th
e fe
asib
ility
of
a
natio
nal l
egis
lativ
e fr
amew
ork
inco
rpor
atin
g a
Nat
iona
l Leg
isla
tive
Ser
vice
s U
nit a
nd c
onsi
d-
er t
he r
espe
ctiv
e ro
les
of t
he s
tate
law
adv
isor
and
legi
slat
ion
bran
ch o
f th
e D
oJ, i
nclu
ding
the
role
of
the
SA
La
w
Com
mis
sion
LSO
lO P
ilot t
he c
once
pt o
f a
natio
nal l
egis
lativ
e dr
aft-
ing
trai
ning
ins
titut
e in
corp
orat
ing
the
conc
ept
of s
impl
e la
ngua
ge w
ith t
echn
ical
ass
ista
nce
from
inte
rnat
iona
l dev
elop
men
t ag
enci
es
RE
SP
ON
SIB
ILIT
Y
Lead
: Le
gisl
atio
n an
d
Res
earc
h
Sup
port
: Le
gal S
ervi
ces /
Sta
te L
egal
Adv
ice
Lead
: Le
gisl
atio
n an
d
Res
eaic
h
Sup
port
: Le
gal S
ervi
ces
Lead
: Le
gisl
atio
n an
d
Res
earc
h
Sup
port
: Le
gal S
ervi
ces
Lead
: H
uman
Res
ourc
es
Sup
port
: Le
gisl
atio
n an
d
Res
earc
h /
Sta
te L
egal
Adv
ice
Mln~stry of Jushce
JUSTICE V I S I O N 2000 F~ve Year Nat~onal Strategy for Tronsformlng the
Admlnlstratlon of Just~ce and State Legal Affalrs
GOAL NUMBER 2
( We aim to achieve systems that support efficient and economic delivery of responsive and effective legal and legislative services to gov- I ernment
0
I S
TRA
TEG
Y
0
2.1
Upd
atin
g th
e
info
rmat
ion
syst
ems
that
the
peop
le in
sta
te l
egal
and
legi
slat
ive
serv
ices
use,
so
that
dat
a ca
n be
stor
ed e
ffect
ivel
y, a
nd s
o
that
ther
e is
eas
y an
d ef
fi-
cien
t acc
ess
to r
elev
ant
lega
l inf
orm
atio
n su
ch a
s
case
law
, la
w r
epor
ts a
nd
inte
rnat
iona
l jur
ispr
u-
denc
e
KP
ls
1 N
umbe
r of
sta
te le
gal i
nstit
u-
tions
with
on-
time
com
mun
ica-
tion
netw
ork
2 N
umbe
r of
com
pute
rised
info
r-
mat
ion
serv
ices
AC
TIO
N P
LAN
S
LSOI 1
Upg
rade
infr
astr
uctu
re a
nd a
dmin
istr
ativ
e
syst
ems
in th
e fo
rmer
TBV
C s
tate
s an
d se
lf-
gove
rnin
g te
rrito
ries,
to b
ring
them
int
o lin
e
with
oth
er o
ffice
s
LS012
Impl
emen
t an
info
rmat
ion
syst
em t
hat
ensu
res
acce
ss f
or a
ll go
vern
men
tal l
aw a
dvis
ors
and
atto
rney
s, a
s w
ell a
s th
e SA
Law
Com
mis
sion
and
lega
l ser
vice
s di
visi
on, t
o na
tiona
l and
inte
rnat
iona
l inf
orm
atio
n da
ta s
yste
ms
of
mut
ual i
nter
est
RE
IPO
NS
lBlL
lM
I MIL
ES
TON
ES
I TIM
E ~q
natio
n
Lead
: Cor
pora
te S
ervi
ces
Sup
port
: Reg
iona
l Co-
ordi
-
Cor
pora
te S
ervi
ces
Nee
ds a
sses
smen
t don
e AP
R 19
98 to
MAR
by
OC
T 1
997
1 2001
MA
R 1
998
Pla
nnin
g an
d al
loca
-
tion
of r
esou
rces
by
APR
19
98 to
MA
R
2001
2.2
Reo
rgan
isin
g
the
offic
es o
f th
e st
ate
atto
rney
and
sta
te la
w
advi
sor
to m
ake
sure
tha
t
the
peop
le w
hpG
ork
ther
e ar
e re
s$on
sive
to
the
spec
ialis
ed n
eeds
of
diffe
rent
gov
ernm
ent
depa
rtmen
ts a
nd w
here
appr
opria
te,
to p
rovi
ncia
l
adm
inis
trat
ions
as
wel
l
I In
cide
nce
of s
ucce
ssfu
l use
of
inte
rnal
res
ourc
es in
spe
cial
ised
case
s
STR
ATE
GY
2 N
umbe
r of
spe
cial
ist p
rofe
s-
sion
als
in g
over
nmen
t em
ploy
KP
ls
AC
TIO
N P
LA
NS
3 N
umbe
r of
int
erde
part
men
tal
mee
tings
to d
iscu
ss l
egal
ser
-
vice
s
RE
SP
ON
SIB
ILIT
Y
LS01
3 C
ondu
ct a
n as
sess
men
t of
need
s of
var
ious
stat
e de
partm
ents
with
reg
ard
to s
peci
alis
t
lega
l mat
ters
MIL
ES
TO
NE
S
LS01
4 R
eorg
anis
e th
e of
fices
of
the
stat
e at
torn
ey
into
spe
cial
ist
units
to f
acili
tate
mee
ting
the
spec
ialis
t leg
al n
eeds
of
clie
nt d
epar
tmen
ts
TIM
E F
RA
ME
Sup
port:
Leg
al S
ervi
ces /
Reg
iona
l Co-
ordi
natio
n
LSO
I 5 I
nves
tigat
e th
e po
ssib
ility
of
seco
ndm
ent o
f
stat
e at
torn
eys
to v
ario
us g
over
nmen
t dep
art-
men
ts a
nd if
nec
essa
ry, t
o pr
ovin
cial
adm
inis
-
trat
ions
to p
rom
ote
acce
ssib
ility
to u
sers
OC
T 1
998
to M
AR
20
02
App
oint
men
t of
task
team
by
MAR
1998
Lead
: Le
gal S
ervi
ces
Sup
port
: Sta
te L
egal
Adv
ice
/ R
egio
nal C
o-
ordi
natio
n
LSO
I 6 O
rgan
ise
regu
lar
dial
ogue
with
clie
nt d
epar
t-
men
ts t
o ge
t fee
dbac
k on
ser
vice
s an
d in
for-
mat
ion
on f
urth
er n
eeds
On
go
ing
Pilo
t pro
ject
up
an
d
runn
ing
in o
ffice
by
OC
T 1998
Lead
: Le
gal S
ervi
ces
Sup
port:
Hum
an R
esou
rces
/ S
tate
Leg
al A
dvic
e /
Reg
iona
l Co-
ordi
natio
n
Con
sulta
tions
with
clie
nt d
epar
tmen
ts c
om-
plet
ed b
y JU
N 1998
Lead
: Le
gal S
ervi
ces
Sup
port
: Sta
te L
egal
Adv
ice
/ R
egio
nal C
o-
ordi
natio
n
Ong
oing
STR
ATE
GY
2.3
Pro
vidi
ng s
yste
ms
for
effic
ient
cas
e m
anag
e-
men
t so
that
lit
igat
ion
cost
s or
e lo
wer
, an
d th
at
case
s in
volv
ing
the
gov-
er
nmen
t are
res
olve
d sp
eedi
ly
- -
1 N
umbe
r of
ear
ly s
ettle
men
ts
reac
hed
thro
ugh
ADR
2 P
erce
ntag
e of
nat
iona
l bud
get
spen
t on
litig
atio
n co
sts
I M
ILE
STO
NE
S
I TIM
E F
RA
ME
A
CTI
ON
PLA
NS
LS01
7 In
trodu
ce g
uide
lines
enc
oura
ging
the
use
of
info
rmal
dis
pute
res
olut
ion
optio
ns in
civ
il pr
ocee
ding
s to
enc
oura
ge e
arly
set
tlem
ents
an
d sa
ve l
itiga
tion
cost
s
RE
SP
ON
SIB
ILIT
Y
Lead
: Leg
al S
ervi
ces
Sup
port:
Reg
iona
l Co-
ordi
- na
tion
Trai
ning
in A
DR
for
all
prof
essi
onal
s by
OC
T 19
98
1 natio
n
OC
T 19
98 to
SEP
19
99
3 A
vera
ge ti
me
take
n to
set
tle
lega
l dis
pute
s
LS01
8 In
trodu
ce ti
me
limits
for
case
han
dlin
g to
enco
urag
e sp
eedy
han
dlin
g of
cas
es
LS01
9 E
ncou
rage
team
wor
k to
ens
ure
that
cas
es a
re
not d
elay
ed d
ue to
the
abse
nce
of t
he p
rofe
s-
sion
al w
ho is
han
dlin
g su
ch o
cas
e
LSO
2O P
rovi
de a
dequ
ate
adm
inis
trativ
e an
d pr
ofes
-
sion
al s
uppo
rt to
mai
ntai
n hi
gh
stan
dard
s
Lead
: Leg
al S
ervi
ces
Sup
port:
Reg
iona
l Co-
ordi
-
Lead
: Leg
al S
ervi
ces
Sup
port:
Hum
an R
esou
rces
/ R
egio
nal C
o-or
dina
tion
Lead
: Leg
al S
ervi
ces
Sup
port:
Hum
an R
esou
rces
/
Reg
iona
l Co-
ordi
natio
n
Aud
it of
cur
rent
pra
c-
tices
by
OC
T 19
98
Nee
ds a
sses
smen
t com
-
plet
ed b
y O
CT
1997
APR
1998
to M
AR
2002
APR
1998
to M
AR
2002
Nee
ds a
sses
smen
t by
OC
T 19
97
APR
1998
to M
AR
20
02
Ministry of Justice JUSTICE V I S I O N 2000
Five Year National Strategy for Transforming the Administration of Justice and State Legal Affairs
GOAL NUMBER 3
We aim to achieve representative institutions that are based on sound and fair human resource policies
3.1
Impl
emen
ting
the
empl
oym
ent e
quity
pol
icy
of t
he D
oJ th
roug
h p
ro-
gram
mes
tha
t se
ek t
o
2 5
1 D
emog
raph
ic p
rofil
e of
sta
te
atto
rney
s, a
dvis
ors
and
lega
l
drah
ers
STR
ATE
GY
K
PIS
A
CTI
ON
PLA
NS
1 R
ES
PO
NS
IBIL
I~
I M
ILES
TON
ES
1 TIM- g
5
LS0
2 1
Impl
emen
t acc
eler
ated
mea
sure
s to
ide
ntify
and
fast
tra
ck s
uita
bly
qual
ified
per
sons
from
hist
oric
ally
exc
lude
d gr
oups
for
recr
uitm
ent
and
adva
ncem
ent,
incl
udin
g tr
aini
ng,
to
vert
ical
rep
rese
ntat
ion
of
hist
oric
ally
exc
lude
d
grou
ps o
f pe
ople
and
that
will
rem
ove
all a
rtifi
cial
barr
iers
to e
ntry
and
achi
eve
horiz
onta
l and
man
agem
ent o
f div
ersi
ty
Lead
: Le
gal S
ervi
ces
Sup
port:
Hum
an R
esou
rces
/ R
egio
nal C
o-or
dina
tion
3 S
taff
fluct
uatio
n by
rac
e an
d
gend
er
12
In
cide
nce
of c
onfli
ct r
elat
ed to
Ach
ieve
men
t of
tar
gets
19
96 to
20
02
set
out
by
the
Pub
lic
Ser
vice
Com
mis
sion
for
1999
adva
ncem
ent i
n th
e pr
o-
I I
men
t and
ret
entio
n th
at h
ave
no d
emon
stra
ble
I I
I I
I en
sure
ret
entio
n I
I I
LS0
22 C
ondu
ct a
n au
dit o
f th
e cu
lture
, sy
stem
s an
d
prac
tice
in re
leva
nt in
stitu
tions
to i
dent
ify a
nd
elim
inat
e al
l tho
se b
arrie
rs to
ent
ry,
adva
nce-
fess
ion
and
to r
emai
ning
1
I re
latio
nshi
p to
iob
per
form
ance
I
I I
I I
in th
e pr
ofes
sion
Lead
: Le
gal S
ervi
ces
Sup
port:
Hum
an R
esou
rces
/ R
egio
nal C
o-or
dina
tion
Pla
nnin
g an
d ap
poin
t-
men
t of
exec
utin
g
agen
cy b
y M
AR
1998
MAR
199
8 to
DE
C
1998
STR
ATE
GY
3.2
Re-
engi
neer
ing
hum
an r
esou
rce
polic
ies
and
syst
ems
to c
reat
e a
fram
ewor
k th
at fo
ster
s
prof
essi
onal
ism
~~
mot
iva-
tion
and
stab
ility
am
ong
all t
he p
eopl
e th
at a
re
invo
lved
in th
e pr
ovis
ion
of l
egal
ser
vice
s
KP
ls
1 S
taff
turn
over
2 A
vera
ge o
utpu
t per
pro
fess
ion-
al p
erso
n
3 Fe
wer
val
id c
ompl
aint
s b
y cl
ient
depa
rtmen
ts c
once
rnin
g qu
ality
of w
ork
AC
TIO
N P
LA
NS
LS02
3 C
ondu
ct a
n in
vest
igat
ion
into
sal
arie
s an
d th
e
curr
ent r
ewar
d sy
stem
and
mak
e re
com
men
-
datio
ns c
once
rnin
g m
arke
t-re
late
d sc
ales
and
appr
opria
te r
ewar
d pr
actic
es to
pro
mot
e hi
gh
leve
ls o
f m
otiv
atio
n an
d pr
oduc
tivity
LS02
4 R
evie
w p
ublic
ser
vice
reg
ulat
ions
to p
rovi
de a
fram
ewor
k th
at s
uppo
rts s
ound
hum
an
reso
urce
pol
icie
s to
allo
w th
e D
oJ to
attr
act
and
reta
in s
uita
bly
qual
ified
pro
fess
iona
ls to
pro-
vide
high
qua
lity
lega
l and
legi
slat
ive
ser-
vice
s to
the
stat
e
LS02
5 D
evel
op a
nd im
plem
ent p
rofe
ssio
nal d
evel
op-
men
t pro
gram
mes
to o
rient
new
per
sonn
el
and
to i
mpr
ove
the
skills
, kn
owle
dge
an
d a
tti-
tude
s of
ser
ving
per
sonn
el in
volv
ed in
pro
vid-
ing
lega
l an
d le
gisl
ativ
e se
rvic
es to
gov
ern-
men
t
RE
SP
ON
SIB
ILIT
Y
Lead
: Hum
an R
esou
rces
Sup
port
: R
egio
nal C
o-o
rdi-
natio
n
Lead
: Hum
an R
esou
rces
Sup
port
: R
egio
nal C
o-o
rdi-
natio
n
Lead
: H
uman
Res
ourc
es
Sup
port
: R
egio
nal C
o-or
di-
natio
n
MIL
ES
TO
NE
S
Pla
nnin
g an
d ap
poin
t-
men
t of
exec
utin
g
agen
cy b
y M
AR
199
8
Pla
nnin
g an
d ap
poin
t-
men
t of
exec
utin
g
agen
cy b
y M
AR 1
998
Allo
catio
n of
ade
quat
e
reso
urce
s a
nd
pro
-
gram
me
up a
nd r
un-
ning
by
JUN
199
8
TIM
E F
RA
ME
MAR
199
8 to
DE
C
1998
& im
plem
ent-
ed b
y AP
R 1
999
to
MA
R 2
00
2
MAR
199
8 to
DEC
1998
& im
plem
ent-
ed b
y AP
R 1
999
to
MAR
20
02
JUN
199
8 to
JU
L
20
02