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Strategic Plan 2012-2017
Annual Performance Plan 2012-13
Budget 2012-13
Presentation to Portfolio Committee on Justice & Constitutional Development
8 May 2012
Content
1. Introductory Comments
2. Strategic Plan 2012-2017
3. Annual Performance Plan 2012-2013
4. Budget 2012-13
5. Concluding Comments
2
Introductory Comments
Legal Aid SA has over the past years included strategic planning as an integral and core part of its operation. To formulate the strategies that have to be implemented to achieve a clearly defined Vision and Outcomes/Objectives is critical to the success of any focussed and successful organisation.
The organisation has considered its development in terms of strategic periods over which it planned to achieve defined strategic shifts. In this next SP period the strategic shift to be achieved has also been outlined.
All corporate documents including the Annual Performance Plan, Budget and Legal Aid Guide are informed by the Strategic Plan and indicate how the organisation will execute its strategic plan.
The organisations performance management system also ties into the SP and APP thus ensuring the execution, monitoring, tracking and reporting against strategies intended to achieve the Outcomes and Vision.
In this new SP for the period 2012-2017 Legal Aid SA has ensured compliance with the new National Treasury Regulations on Planning and Reporting. As required, KPIs and targets have also been included in this SP.
3 3
Strategic Plan 2012-2017 - Content
Introduction and Background
Strategic Planning Methodology and Process
Legislative and Other Mandates
Situational Analysis
External (Performance) Environment
Internal (Organisational) Environment
Vision 2025
Mission 2025
Values 2012-2017
Strategic Shifts 2012-2017
Strategic Risks 2012-2017
Outcomes and Objectives 2012-2017
Strategies 2012-2017
5
Strategic Plan 2012-2017 - Introduction & Background
Legal Aid SA established in terms of Legal Aid Act 1969 (as amended)
A Schedule 3A National Public Entity in terms of PFMA
Legal Aid SA governed by Board of Directors (Accounting Authority)
which is accountable to the Executive Authority (EA) ie the Minister of
Justice & Constitutional Development as well as to Parliament
Complying with requirements of NT Regulations to
Prepare a 5 year Strategic Plan (SP)
Which informs the 3-year MTEF and Annual Performance Plan and Budget
Submit SP to EA by end January prior to start of SP period
Legal Aid SA Strategic Plan 2012-2017 finalised and submitted to EA
in January 2012 and approved by EA in March 2012.
6
Activity Time frame
I. Proposal for preparation of Strategic Plan 2012-2017 approved by the
Board of Legal Aid SA
November 2010
II. Research commissioned and finalised November 2010 - May 2011
III. Workshop with Management Executive Committee June 2011
IV. Draft 1 of Strategic Plan compiled and submitted to
Board
June 2011
V. Board Strategic Planning Workshop July 2011
VI. Consultation with Internal Stakeholders on Draft 2 Strategic Plan
2012-2017
August – September 2011
VII. Consultation with External Stakeholders on Draft 2 Strategic Plan
2012-2017
August – October 2011
VIII. Strategic Plan (final draft) incorporating stakeholder input submitted to
Board for approval
November 2011
IX. Final approved Legal Aid SA Strategic Plan 2012-2017 submitted to
the Executive Authority
January 2012
X. Minister of Justice approval of Strategic Plan 2012-17 17 March 2012
Strategic Plan 2012-2017 - Process
7
Strategic Plan 2012-2017 - Methodology
The methodology followed by Legal Aid SA included the following:
Identifying factors in the environment that impact on the work of the Legal Aid SA;
Strategic risks that have to be mitigated to achieve the vision;
Vision, Mission and Values Vision - what the organisation wants to achieve in the long-term in aspirational terms
Mission - the type of organisation it has to develop to achieve its vision and
Values – principles by which the organisation will act in achieving its vision and mission;
Outcomes and objectives - goals that the organisation wants to achieve;
Strategies - how to use the resources optimally to achieve the vision and outcomes;
Programmes - action plans to implement strategies – within available resources and time-frames;
KPIs and Targets Key performance indicators (KPIs) - to measure performance on programmes to achieve objectives and
outputs, and
Targets - to be achieved for each objective in five years, and
Baseline level of performance - at the start of the Strategic Plan period against which targets and performance is assessed.
8
Financial
To succeed financially, how should we appear to our shareholders?’’
Internal Business Process
“ To satisfy our shareholders and customers , what business processes
must we excel at?”
Learning and Growth
“To achieve our vision, how will we sustain our ability to change and improve?”
Customer
“To achieve our vision, how should we appear to our customer?”
Objecti
ves
Mea
sure
sTa
rgets
Initia
tives
Obje
ctiv
esM
easu
res
Targ
ets
Initi
ativ
es
Vision and
Strategy Objec
tives
Mea
sure
sTa
rgets
Initia
tives
Objec
tives
Measu
res
Targe
ts
Initia
tives
Strategic Plan 2012-2017 – Methodology: Balance Scorecard
The Balanced Scorecard
approach goes beyond
measuring success based on
financial performance, to also
include performance in terms of
delivery to clients and
stakeholders as well as on
monitoring progress in building
the capabilities and assets
required for future growth.
This includes external and
internal factors impacting on
the business:
Client, Community,
Stakeholder and
Shareholder (external)
Finance and Sustainability
(external)
Business Processes
(internal)
Employee and
Organisational Capacity and
Innovation and Learning
(internal). 9
Strategic Plan 2012-2017 - Legislative & Other Mandates
Constitutional Mandate
Sections 35(2); 35(3) and 28(1)
Legislative Mandate
Legal Aid Act 22 of 1969 as amended
Other Legislation Impacting on Delivery of Legal Aid
PFMA
Relevant Court Rulings
S v Vermaas; S v Du Plessis 1995 (3) SA 292 (CC
Bernstein v Bester NO 1996 (2) SA 751 (CC)
Nkuzi Development Association v Government of the Republic of South Africa 2002 (2) SA 733 (LCC)
Legal Aid Board (Ex Parte) v Johan Pretorius and Another 2006 JDR 0458 (SCA) Unreported
Legal Aid Board v The State and Others 2011(1) SACR 166 (SCA) (Porritt and Bennett)
10
Strategic Plan 2012-2017 - Situational Analysis
External (Performance) Environment
The population of SA increasing - 50.59 million, with 13.8 m households.
Internal migration (between provinces), migration from neighbouring countries as well as urbanisation impacts on services delivery.
The economy is still in recession. Economic growth is positive but slow, projected at 3.1% of GDP in 2011 and 3.4% in 2012.
SA has a high unemployment rate - the unemployment rate (strict definition) is 25%
The implementation of the Legal Practice Bill will have drastic implications.
Pro bono is still not effectively undertaken by the legal professional bodies - could increase the supply of civil legal aid services
Focus on improved case flow management in courts
According to the Police crime statistics crime has decreased in the last several years and this may lead to a decrease in the demand for criminal legal aid.
NPA new cases have decreased; The number of finalised cases increased substantially; Outstanding and backlog cases increased; Diversions increased.
The number of finalised and new cases that Legal Aid SA has dealt with has continued to grow.
Implementation of the findings of the CJS review is underway - may result in improved screening and reduction in trial matters.
Civil legal aid remains limited by budgetary constraints - budget consumed by criminal legal aid.
The ‘not so poor’ gap group is not being assisted.
Donor funding decreases or resources decline for other service providers such as NGOs could result in increased demand for Legal Aid services.
In 2010/11, 988,451 (of which 962,317 were new cases) criminal cases were processed through the courts.
The major criminal gap exists in District courts (excluded matters) since Legal Aid SA represents the majority of accused persons in criminal cases, especially serious matters heard in High Court and Regional Court.
In 2010/11, 2,728,305 civil matters (including new cases, trials, motions and judgements) were processed through the lower courts. It is not known which proportion of these cases required legal aid assistance. It is however predicted that demand for civil legal aid is set to increase.
Legal Aid SA will remain the significant provider of legal aid services on the greater scale. Other service providers will assist to close the gap at a smaller scale.
The gap between supply and demand of legal aid is set to increase. More resources will be needed to cope with supply to meet demand.
11
Strategic Plan 2012-2017 - Situational Analysis External (finance & Sustainability) Environment
Legal Aid SA source of funding is mainly government grants.
Legal Aid SA is highly compliant with legislation including the PFMA and Regulations and Financial
and Reporting Standards.
Updated Report and Code on Corporate Governance (King III) published in 2009. Legal Aid SA has
implemented more than 95% of the principles of King III.
A Board Agenda is developed for the reporting cycle which is flexible and has an appropriate
balance between strategy, implementation, sustainability, risk and legal compliance.
The organisation is setting both risk tolerance measures for defensive strategies and risk appetite
measures for opportunity driven strategies. Risk is managed effectively.
Strong alignment between Governance Policies, organisational culture, practices and systems.
Independent Board evaluation in 2011 indicates that the Board is fulfilling its roles and
responsibilities effectively and efficiently and is successfully fulfilling its strategic leadership role in
setting strategy as well as its oversight role to ensure strategy is implemented.
Board and Board Committees function effectively.
The brand of the organisation has continued to grow as the performance of the organisation has
improved.
Awareness about Legal Aid SA amongst public increased by 8% to 49% in the past seven years. 12
Strategic Plan 2012-2017 - Situational Analysis Internal (Organisational) Environment
Legal Aid SA has a mixed delivery model - provision of legal aid through: justice centres (96% of new
matters), judicare (3%), co-operation partners (1%) and agency agreements (<1%). The mixed
delivery model will continue being used.
Number of cases dealt with has increased annually, as the national footprint has expanded.
In 2010/2011, 92.5% of new matters were criminal legal matters and 7.5% were civil legal matters.
Client access to civil legal aid will be increased.
Legal Aid SA uses the Justice Centre Model - 2011 National Footprint: 64 justice centres and 64
satellite offices. Legal Aid SA’s national footprint is expected to increase by approximately 10%. The
growth will result from the conversion of satellite offices into justice centres.
Legal Aid SA coverage is 80% (4days/week) coverage of District Courts and 100% (5days/week)
coverage of Regional Courts. In high courts a central court-roll model provides coverage on all
matters requiring legal aid.
The Legal Aid Advice Line, a call centre, was established in 2010 to increase access to clients of
general legal advice service. The number of clients assisted by the Legal Aid Advice line is likely to
increase significantly.
Management of HR practices within Legal Aid SA is by large in line with current industry practices.
Performance Management System is in line with best practice of employee rewards.
Legal Aid SA has increased its investment levels on ICT. There is a need to improve the IT
governance and IT risk management.
13
VISION (2025):
A South Africa in which
the rights enshrined in
the Constitution are
realised and upheld and
responsibilities are
complied with to ensure
equality, justice and
quality of life for all.
MISSION (2025):
To be a leader in the provision
of accessible, sustainable,
ethical, independent and
quality legal services to the
poor and vulnerable.
Strategic Plan 2012-2017 - Vision 2025 & Mission 2025
14
I. Passion for Justice
To strive to give effect to the rights enshrined in our Constitution and to be committed and dedicated to
increasing access to justice for all.
II. Ubuntu To ensure that in all our dealings with our clients, community and staff , we treat each other with
compassion, respect, human dignity, regardless of class, sex, race, gender, sexual orientation, age or any
other form of prejudice.
III. Integrity
To live by the highest ethical standards, demonstrating honesty and fairness in all our dealings with our
clients, community, stakeholders and employees.
IV. Accountability
To be accountable to our clients, the public, stakeholders and shareholders by ensuring compliance with
our mandate within the framework of good governance and effective and efficient utilisation of public
funds.
V. Service Excellence
To provide the best in quality legal service and in everything we do, achieving excellence every day.
VI. People Centred Development
To empower our clients and communities to make informed choices about legal matters impacting on their
lives. To strive for a workplace where opportunity, openness, enthusiasm, empowerment, teamwork,
empathy, learning, accountability and a sense of purpose combine to provide a rewarding professional
experience resulting in a highly motivated, valued and diverse workforce.
Strategic Plan 2012-2017 - Values
15
Pre 1999
• Legal aid delivery model relied on judicare practitioners (outsourced model) and partnerships with law clinics, NGOs and attorneys in rural areas.
• Legal aid was initiated to assist the poor but was not equally accessible and did not reach all as a result of financial constraints.
• By the 1990s the organisation was in crisis, financially and administratively.
• There was no WAN and LAN and a stand-alone IT system was used to record legal aid.
2000 – 2002
• There was a shift to the Justice Centre model and the roll out of a national footprint of justice centres, aimed at reaching many more South Africans.
• The financial crisis was averted and the first unqualified audit report was received.
• The WAN and LAN were implemented and a stand-alone IT system was used to record legal aid.
2003-2006
• Justice Centre model roll out completed. Policies, procedures and systems implemented.
• There was a clear strategic shift to a focus on the delivery of professional legal services, with access and quality of legal services a key strategic priority.
• Work was done on the quality of legal services and quality interventions were introduced.
• Financial performance and governance was strengthened and an unqualified audit was maintained.
• Number of staff doubled therefore focus on human resources management. Legal staff were made permanent.
• IT platform was consolidated, a legal administration application was implemented and there was improved connectivity across the national footprint of justice centres.
• Basic management information was being collected and collated manually.
• Justice Centre Performance Monitor was initiated.
Strategic Plan 2012-2017 - Strategic Shifts
16
2006-2009
• The National Footprint expanded to provide legal aid at all criminal courts.
• There was a focus on the practitioner per court ratio which was too low and therefore impacting on caseloads and quality.
• Access and quality of legal services continued to be a key strategic priority.
• Attention was given to improving the strategic positioning of the organisation within both the justice cluster and the South African community in general.
• Financial performance and governance were enhanced. The unqualified audit included no matters of emphasis from the Auditor General.
• The human resources focus was on people centred programmes and organisational culture programmes aimed at developing a strong values based culture within the organisation.
• Performance management and the tracking of performance continued.
• The development of management and leadership skills of managers was a focus.
• The IT platform was expanded to support the expansion of the national footprint and to serve the operational needs within legal administration, finance and human resources.
• There was a shift to the electronic collection and compilation of management information. Business Intelligence and the Corporate Dashboard were developed.
Strategic Plan 2012-2017 - Strategic Shifts
17
2009-2012
• New ways of increasing access to justice within resource constraints were explored and implemented.
• The Legal Aid Advice Line was launched to improve access to first level legal assistance.
• Mechanisms to increase the practitioner per court ratio was a focus
• In ensuring quality legal services independent quality assurance was implemented through the
establishment of a Legal Quality Assurance Unit.
• Programmes and projects from the Criminal Justice Review were implemented.
• The Legal Aid brand was consolidated in order to increase public awareness of the independent quality
legal aid services provided.
• The financial maturity of the organisation improved as did risk based management in all facets of the
business, in an effort to maintain unqualified audits.
• People development programmes were consolidated and aligned to create a rich talent pool of premium
brand public interest professionals thus developing staff to be ambassadors of the brand.
• Risk based management of performance with individual responsibility for tracking performance was
introduced and the shift from management to leadership began.
• The IT platform was further enhanced and the Virtual Private Network (VPN) was implemented.
• Business Intelligence was made available to all staff to improve management of their performance and
the Corporate Dashboard was electronically compiled.
Strategic Plan 2012-2017 - Strategic Shifts
18
The strategic shift the organisation plans to effect over the 2012-2017 period is as follows:
I. Enhancing and expanding new forms of legal aid access;
II. Client-focused legal aid delivery;
III. Quality, rights based legal aid services delivering desired outcomes;
IV. Proactively making the justice system function more effectively and efficiently;
V. Strengthening the legal aid brand to be a respected and acclaimed legal service provider;
VI. Sustainability - financial and non-financial;
VII. Talent management growing and renewing core strategic competencies;
VIII. Competitive Employee Value Proposition (EVP);
IX. Building Values-based Authentic Leadership.
X. IT Platform increasing clients access to legal aid services;
XI. Management information improving reporting and accountability and informing improved
performance
Sustainable high performance and excellence in all segments of the organisation over the next decade, positively touching
the lives of many more South Africans thus ensuring JUSTICE FOR ALL.
Strategic Plan 2012-2017 - Strategic Shifts
19
Client & Community
• Coverage of criminal courts matched to demand subject to a minimum coverage at every court including rural based courts
• Improved case finalisation - Reduction of awaiting trial period and incarceration
• Improved client relationship management including response to client's complaints
• Increased number of clients assisted in civil legal matters through innovative delivery models
• Primary level service expanded and consolidated including Legal Aid Advice Line
• Self help legal services expanded and consolidated thus expanding the footprint
• Improved networking &focused visibility initiatives with stakeholders to extend footprint to reach many more clients
• Proactively facilitate partnerships with institutions who render pro bono services
• Expanded National Footprint with additional points of contact with clients, in under-serviced areas in particular, as well new forms of contact and
assistance
• Mixed model delivery system affirmed and enhanced with alternative and innovative delivery systems - largest proportion being JCs
• Increased access to internal and external legal support & expertise, including on line support, to ensure improved quality of services rendered
• Risk based monitoring of practitioner's legal quality continued (balancing it out with productivity to be continued)
Increase % of staff on low support requirement by development of legal staff
• Legal Quality Assurance Unit enhanced to provide independent assessments of quality of legal services rendered by practitioners including court
observation
• Formation of strategic and effective partnerships to improve efficiency of justice system
• Improved alignment of management information of justice cluster stakeholders
• Implementation of all recommendations from CJS review and Civil Justice Review
Strategic Plan 2012-2017 - Strategic Shifts
20
Client Community
I. Challenges to the Rule of Law.
II. Capacity to meet community demand for civil legal aid - lack of funding for civil legal aid.
III. Quality of legal services offered by Legal Aid SA (including judicare quality).
IV. Legal Aid SA image/ perception/ reputation risk.
Legal and Justice
V. Lack of confidence in the justice system. Inefficiencies of the justice system negatively impact on image and credibility of all entities within the justice system. Lack of complementary facilities to enhance access to justice.
Finance and Governance
VI. Government’s ability to maintain baseline level of funding.
VII. Sustainable performance and sustainable practice.
Employee and Organisational Capacity
VIII. Attraction and retention of expertise and specialist skills.
IX. IT Governance and IT platform and capacity responsiveness to business need.
X. Deepening client- focused, values-based organisational culture.
Strategic Plan 2012-2017 - Strategic Risks
21
Client & Community Finance & Sustainability Business Processes Employee & Organisational Capacity
1. Empowered clients and communities
making informed choices about their legal
rights and responsibilities.
6. Financial and non-financial
sustainability impacting positively
on society, the economy and the
environment.
9. Delivery and business processes that are
client focused, efficient, effective and
sustainable.
12. An expanded and capacitated/ resourced
National Footprint reaching the poor and
vulnerable persons requiring legal assistance.
2. All poor and vulnerable persons able
to access quality public funded legal
services to protect and defend their
rights.
7. Good governance practices
enabling high performance
10. An effective and efficient, economic and
environmentally responsive supply chain
management system supporting client
services delivery and internal business
processes.
13. Committed, competent and dedicated
employees empowered to deliver the
organisation's mandate and strategies.
Stakeholder
3. An accessible, effective and efficient
justice system serving all in South Africa.
8. A recognised, respected and
acclaimed legal aid brand.
11. Management information that is
accurate, reliable and timeous.
14. A learning and flexible organisation growing
its own knowledge base to optimise
performance.
4. Effective sustained stakeholder
partnerships able to jointly increase
access to justice as well as to support
other external developing legal aid
organisations.
15. An organisation based on a people centred
culture.
16. An Employee Value Proposition able to
recruit and retain the best talent to deliver the
organisation's mandate/ strategies.
Shareholder
5. Delivering on our constitutional and
statutory shareholder mandate in an
independent, accountable and
sustainable manner.
17. A Values-based and ethical leadership
inspiring and harnessing the contribution of
employees for sustainable performance geared
to serve client’s needs.
18. A modern, integrated, secure and effective
IT Platform facilitating client services and
linkages and enabling internal business needs.
Outcome 1:Quality justice for all, focusing on the poor and vulnerable.
Outcome 2: Respected, high performance, sustainable, accessible public entity impacting positively on society, the economy
and the environment.
Strategic Plan 2012-2017 - Outcomes & Objectives
22
Client & Community Finance &
Sustainability
Business Processes Employee & Organisational Capacity
I. Delivering client-focused legal aid, including to
vulnerable groups, in criminal matters.
X. Increasing Financial
Sustainability.
XIV. Maintaining a mixed-model
legal aid delivery system.
XIX. Expanding and capacitating the National Footprint to
increase points of access and new forms of access,
especially in rural areas.
II. Delivering client-focused legal aid, including to
vulnerable groups, in civil matters.
XI. Increasing Sustainable
(non-financial)
performance.
XV. Building organisational
models/ structures to optimise
performance and delivery of
legal/support services.
XX. Developing and expanding the legal quality and
expertise for each segment of the national footprint.
III. Delivering client-focused primary legal aid
services.
XII. Maintaining and
enhancing good
governance.
XVI. Maintaining a regulatory
framework incorporating best
practice.
XXI. Developing talent and improving competencies to
serve business needs and integrating competencies into
related programmes.
IV. Delivering client-focused Impact legal aid
services.
XIII. Strengthening and
growing a sustainable
recognised brand.
XVII. Maintaining strong financial
management and Supply Chain
Management.
XXII. Leveraging institutional knowledge to remain smart
and effective.
V. Developing new and alternative methods of
increasing access to justice.
XVIII. Developing and enhancing
accurate and reliable Management
Information Systems.
XXIII. Strengthening and stimulating the development of a
people centred culture.
VI. Contributing to the effective functioning of the
justice and legal sector.
XXIV. Developing and implementing an Employee Value
Proposition able to recruit and retain the best talent and
culture fit.
VII. Implementing community education/
outreach programmes.
XXV. Developing values-based and authentic leadership
to ensure sustained high performance to deliver on our
mandate.
VIII. Forging stakeholder partnerships to jointly
increase access to justice.
XXVI. Building an integrated, stable and reliable IT
Platform serving clients' needs and internal business
needs.
VIII. Accounting to the DoJ and Parliament on
delivery of mandate, governance and
sustainability.
Strategic Plan 2012-2017 - Strategies
23
Client & Community
Objective 1: Empowered clients &communities making informed choices about their legal rights & responsibilities
Objective 2: All poor & vulnerable persons able to access quality public funded legal services to protect & defend their rights
Strategy I. Delivering client-focused legal aid, including to vulnerable groups, in criminal matters
Programme 1: To deliver (increase access) quality criminal legal aid services that are client focused
Programme 2: To increase access points to, including to vulnerable groups, to criminal legal aid services
Programme 3: To improve on specialised legal service delivery
Strategy II: Delivering client-focused legal aid, including to vulnerable groups, in civil matters
Programme 4: To deliver (increase access) quality civil legal aid services that are client-focused
Programme 5: To increase access points to civil legal aid and respond to needs of the rural poor and different vulnerable groups
Strategy III: Delivering client-focused primary legal aid services
Programme 6: To deliver (increase access) quality legal advice services that are client-focused
Programme 7: To maintain (and expand within budget) the Legal Aid Advice Line to deliver (increase access) quality telephone legal
advice services that are client-focused
Programme 8: To implement new forms of first level legal services that are client-focused
Programme 9: To improve client relationship management and implement a client feedback mechanism for all legal aid services
Strategic Plan 2012-2017 - Strategies & Programmes
24
Client & Community (continued)
Strategy IV: Delivering client-focused Impact legal aid services
Programme 10: To increase access to justice through impact litigation –which is able to address Constitutional rights and socio-
economic rights and develop jurisprudence on these matters
Strategy V: Developing new and alternative methods of increasing access to justice
Programme 11: To explore, develop and implement new alternative dispute resolution options to improve access to justice
Objective 3: An accessible, effective and efficient justice system serving all in South Africa
Strategy VI: Contributing to the effective functioning of the justice and legal sector.
Programme 12: To proactively improve the functioning of the courts and justice system
Programme 13: To implement recommendations of Criminal Justice Review and Civil Justice Review
Programme 14: To improve the functioning of the justice and legal sector by building stronger and effective partnerships with
stakeholders in the justice and legal sector
Strategic Plan 2012-2017 - Strategies & Programmes
25
Client & Community (continued)
Objective 4: Effective sustained stakeholder partnerships able to jointly increase access to justice as well as to support other external developing legal aid
organisations
Strategy VII: Implementing community education/outreach programmes.
Programme 15: Improve awareness, educate and inform communities on Constitutional rights and responsibilities
Strategy VIII: Forging stakeholder partnerships to jointly increase access to justice
Programme 16: Increasing co-operation with and accountability to stakeholders
Programme 17: Increasing access to clients through partnerships with civil society organisations (including pro bono)
Programme 18: Supporting developing legal aid agencies (within and outside the country)
Objective 5:Delivering on our constitutional and statutory shareholder mandate in an independent, accountable and sustainable manner
Strategy IX: Accounting to the DoJ and Parliament on delivery of mandate, governance and sustainability
Programme 19: To account and provide assurance to the Department of Justice and Constitutional Development and Parliament on
performance and governance
Strategic Plan 2012-2017 - Strategies & Programmes
26
Finance & Sustainability
Objective 6: Financial and non-financial sustainability impacting positively on society, the economy and the environment
Strategy X: Increasing financial sustainability
Programme 20: Ensuring strong financial performance and optimum maturity level
Programme 21: Improved strategic budgeting and financial planning
Programme 22: Compliant and best practice financial reporting
Programme 23: Sustainable government grant funding
Programme 24: Client contributions and other revenue streams
Strategy XI: Increasing sustainable (non-financial) performance
Programme 25: Increasing Sustainable (non-financial) and integrated performance and reporting
Programme 26: Sustainable corporate policies and practices
Programme 27: Improve and maintain Risk Management to optimum maturity level
Programme 28: Maintain Fraud Management Practices
Strategic Plan 2012-2017 - Strategies & Programmes
27
Finance & Sustainability (continued)
Objective 7: Good governance practices enabling high performance
Strategy XII: Maintaining and enhancing good governance
Programme 29: Ensure best governance practice, King III guidelines, compliance with PFMA and other statutory requirements
Programme 30: An effective and strategic board providing leadership and oversight of delivery on performance
Programme 31: Independent monitoring and oversight unit providing combined assurance
Objective 8:A recognised, respected and acclaimed legal aid brand
Strategy XIII: Strengthening and growing a sustainable recognised brand
Programme 32: Develop and maintain a strong and recognised legal aid brand
Strategic Plan 2012-2017 - Strategies & Programmes
28
Business Processes
Objective 9: Delivery and business processes that are client focused, efficient, effective and sustainable
Strategy XIV: Maintaining a mixed-model legal aid delivery system
Programme 33: To adjust the mixed model service delivery model to improve court coverage and delivery
Strategy XV: Building organisational models/structures to optimise performance and delivery of legal/support services
Programme 34: To review and improve on matrix and risk based management
Programme 35: To refine and develop legal service delivery and support models to improve efficiency and effectiveness of delivery and
functioning of the justice system
Strategy XVI: Maintaining a regulatory framework incorporating best practice
Programme 36: Implement an updated and approved Legal Aid Act and Legal Aid Guide
Programme 37: Review and improve Policies, Procedures and SOPs: support and legal
Strategic Plan 2012-2017 - Strategies & Programmes
29
Business Processes (continued)
Objective 10: An effective and efficient, economic and environmentally conscious supply chain management system supporting client services delivery and
internal business processes
Strategy XVII: Maintaining strong financial management and Supply Chain Management
Programme 38: Maintain a strong financial and supply chain management (including judicare)
Programme 39: Ensuring good financial management
Objective 11: Management information that is accurate, reliable and timeous
Strategy XVIII: Developing and enhancing accurate and reliable Management Information Systems
Programme 40: Maintain integrated, accurate and timeous management information (Support and Legal functions)
Programme 41: Develop and maintain Business Intelligence (BI) platform (legal and support)
Strategic Plan 2012-2017 - Strategies & Programmes
30
Employee & Organisational Capacity
Objective 12: An expanded and capacitated/resourced national footprint reaching the poor and vulnerable persons requiring legal assistance
Strategy XIX: Expanding and capacitating the national footprint to increase points of access to legal aid services and new forms of access, especially in rural
areas.
Programme 42: Expand and maintain the national footprint, including the physical and ICT service points, to improve access
Programme 43: Building a segment of the national footprint which in partnership with other delivery/supply agents (including pro bono)
improve access to justice (x-ref Programme 17)
Programme 44: Capacitate (staff) the National Footprint
Strategy XX: Developing and expanding the legal quality and expertise, for each segment of the national footprint
Programme 45: To implement interventions to improve and monitor legal services delivery quality to deliver desired outcomes
Programme 46: To strengthen and expand legal expertise required for delivery of desired quality outcomes
Programme 47: Legal Research undertaken to support delivery of quality legal services, to inform legal aid policy and protect clients’ rights
Programme 48: Legal Support interventions implemented to support delivery of quality legal services. (including legal resources and experts)
Programme 49: Independent Legal Quality Assurance (LQA)
Strategic Plan 2012-2017 - Strategies & Programmes
31
Employee & Organisational Capacity (continued)
Objective 13: Committed, competent and dedicated employees empowered to deliver the organisation's mandate and strategies
Strategy XXI: Developing talent and improving competencies to serve business needs and integrating competencies into related programmes
Programme 50: Talent and career management (including recruitment and succession planning)
Programme 51: Competency and skills development (Legal & Support staff)
Objective 14: A learning and flexible organisation growing its own knowledge base to optimise performance
Strategy XXII: Leveraging institutional knowledge to remain smart and effective
Programme 52 Build a learning and innovative organisation (including implementing a knowledge management strategy)
Objective 15:An organisation based on a people centred culture
Objective 16: An Employee Value Proposition able to recruit and retain the best talent to deliver the organisation's mandate/ strategies
Strategy XXIII: Strengthening and stimulating the development of a people centred values-based culture.
Programme 53: Employer brand
Strategy XXIV: Developing and implementing an Employee Value Proposition able to recruit and retain the best talent and culture fit
Programme 54: Employee Value Proposition (EVP)
Programme 55: Maintain a competitive remunerations and rewards system
Strategic Plan 2012-2017 - Strategies & Programmes
32
Employee & Organisational Capacity (continued)
Objective 17: A values-based and ethical leadership inspiring and harnessing the contribution of employees for sustainable performance geared to serve
clients‟ needs
Strategy XXV: Developing values-based and authentic leadership to ensure sustained high performance to deliver on our mandate
Programme 56: Develop and maintain a value-based leadership pipeline
Objective 18: A modern, integrated, secure and effective IT Platform facilitating client services and linkages and enabling internal business needs
Strategy XXVI: Building an integrated, stable and reliable IT Platform serving clients' needs and internal business needs
Programme 57: Improve IT network and hardware infrastructure (including to support knowledge management)
Programme 58: Modernise Information and Communication Technology (ICT) client platform including for effective social media networking
Strategic Plan 2012-2017 - Strategies & Programmes
33
Annual Performance Plan - Content
BUDGET PER FUNCTIONAL AREA
COMPONENT OF BALANCED SCORECARD
BUDGET
ALLOCATION
2012/2013
% OF TOTAL
BUDGET
A Client & Community & Stakeholders & Shareholders 872 982 177 67.8%
B Finance & Sustainability 21 676 885 1.7%
C Business Processes (Internal ) 13 053 406 1.0%
DEmployee and Organisational Capacity and Innovation
and Learning379 065 623 29.5%
Ad Additional Programmes 0 0.0%
Total budget R 1 286 778 091 100.0% 35
Annual Performance Plan
Client & Community & Stakeholder Programmes per Strategy
Projects KPIs Outputs RisksProof of
Delivery
MeasuresBase Year
(2011) Targets
Quality Quantity
Objective 1: Empowered clients and communities making informed choices about their legal rights and responsibilities
Objective 2: All poor and vulnerable persons able to access quality public funded legal services to protect and defend their rights
STRATEGY I: DELIVERING CLIENT-FOCUSED LEGAL AID, INCLUDING TO VULNERABLE GROUPS, IN CRIMINAL MATTERS
Programme 1: To deliver (increase access) quality criminal legal services that are client focused
P1-1 Criminal Court
Coverage
Access to
justice to
indigent in
criminal
matters
Coverage of
Courts:
DCs: 83%;
RCs: 96%
HCs: All LA
matters
Practitioners in
lower courts to
be allocated
court work a
maximum of 4
days per week.
Coverage:
DCs: ≥85%;
RCs: 100%;
HCs: All LA
matters
All criminal
courts covered
Clients not
legally
represented
at their trials
Court
Coverage
report
* * * * 687 776 834
P1-4 Reducing
case
backlogs
Cases in all
court types
exceeding
targeted
turnaround
times
monitored.
Case
turnaround
times:
DC: 16%
RC: 27%
HC: 40%
Case
turnaround
times:
< 20% DC
cases > 6
months;
< 25% RC
cases > 9
months;
< 30% HC
cases > 12
All pending
matters
exceeding
target
turnaround
times
monitored
Matters
unnecessaril
y prolonged/
delayed
Pending
matter
reports
Pending
matters
exceeding
target
turnaround
times report.
* * * *
Programme 2: To increase access points, including to vulnerable groups, to criminal legal aid services
P2-1 Linkage with
police and
social
development
(Children
Criminal
Matters)
Improved
linkages with
police and
social
development to
ensure legal
representation
for children in
criminal
matters
Linkage with
police
primarily at
case flow
meetings
Quarterly
interaction
Improved
linkage with
police and
social
development
Children
unrepresent
ed
Stakeholder
linkage
reports
* * * * n/a
Programme 3: To improve on specialised legal service delivery
P3-1 Coverage of
specialist
Children's
courts
Child justice
courts
(Childrens
courts -
criminal
matters)
89% 100% of Child
Justice Courts
Legal Aid SA
specialist
capacity
available at all
Child Justice
Courts.
Clients in
specialist
courts
unrepresent
ed
Court
coverage
statistics
* * * * 37 535 051
All children
requiring legal
aid
Representatio
n of children in
all criminal
matters
Children
criminal
stats
* * * *
Q4Q3Q2
Time-frames
BudgetQ1
36
Annual Performance Plan
Client & Community & Stakeholder Programmes per Strategy
Projects KPIs Outputs RisksProof of
Delivery
MeasuresBase Year
(2011) Targets
Quality Quantity
Objective 1: Empowered clients and communities making informed choices about their legal rights and responsibilities
Objective 2: All poor and vulnerable persons able to access quality public funded legal services to protect and defend their rights
STRATEGY II: DELIVERING CLIENT-FOCUSED LEGAL AID, INCLUDING TO VULNERABLE GROUPS, IN CIVIL MATTERS
Programme 4: To deliver (increase access) quality civil legal aid services that are client-focused
P4-1 Increased
access to
Civil Legal Aid
Increased civil
legal aid
Civil Matters:
31,451
10% growth in
civil matters per
annum
Increased
numbers of
clients
assisted in
civil matters
Inability to
meet
demand for
civil legal aid
services
Civil
productivity
stats.
* * * * 60 664 580
Programme 5: To increase access points to civil legal aid and respond to needs of the rural poor and different vulnerable groups
P5-1 Improved
linkages with
community
advice offices
(including
NADCAO) to
increase
Clients
assisted at
advice offices
Linkages with
advice offices
currently in
place
Quarterly Effective
linkage with
advice offices
within
coverage
area.
Clients with
civil
problems
unassisted
Advice
office
linkage
report
* * * * 8 085 710
Q4Q3Q2
Time-frames
BudgetQ1
37
Annual Performance Plan
Client & Community & Stakeholder Programmes per Strategy
Projects KPIs Outputs RisksProof of
Delivery
MeasuresBase Year
(2011) Targets
Quality Quantity
Objective 1: Empowered clients and communities making informed choices about their legal rights and responsibilities
Objective 2: All poor and vulnerable persons able to access quality public funded legal services to protect and defend their rights
STRATEGY III: DELIVERING CLIENT-FOCUSED PRIMARY LEGAL ADVICE SERVICES
Programme 6: To deliver (increase access) quality legal advice services that are client-focused
P6-1 Legal Advice
capacity
General advice
service
available at all
Legal Aid SA
offices
Legal Advice
Matters:
234,693
Growth in legal
advice matters:
5%
Increase
general advice
service
provided at all
offices
Clients
requiring
legal advice
unassisted
General
advice
statistics
* * * * 32 002 053
Programme 7: To maintain (and expand within budget) the Legal Aid Advice Line to deliver (increase access) quality telephone legal advice services that are client-focused
P7-1 Legal Aid
Advice Line:
increase
access
Increased
number of
clients assisted
with telephone
legal advice
Call Centre
Calls: 13,926
10% growth in
telephone legal
advice matters;
Target: 6 calls
per hour per call
centre agent.
(subject to
Increased
number of
clients
assisted with
telephone
legal advice
System/
connectivity
problems
Call Centre
statistics
* * * * 6 965 702
Programme 8: To implement new forms of fist level legal services that are client-focused
P8-1 Legal self-help
modules
Legal self-help
modules
developed: 4
modules
annually
n/a 4 Modules
developed
annually
Develop Legal
self-help
modules
developed
Unresolved
client
problems
Self-help
web page
hits
recorded
* * * * n/a
Programme 9: To improve client relationship management and implement a client feedback mechanism for all legal aid services
P9-1 Client
satisfaction
Client
satisfaction
surveys
n/a Client
satisfaction >
80% for all legal
aid services
Quarterly Quarterly
Client
Satisfaction
Surveys
Client
satisfaction
unknown
Client
satisfaction
survey
reports
* * * *
Q4Q3Q2
Time-frames
BudgetQ1
38
Annual Performance Plan
Client & Community & Stakeholder Programmes per Strategy
Projects KPIs Outputs RisksProof of
Delivery
MeasuresBase Year
(2011) Targets
Quality Quantity
Objective 1: Empowered clients and communities making informed choices about their legal rights and responsibilities
Objective 2: All poor and vulnerable persons able to access quality public funded legal services to protect and defend their rights
STRATEGY IV: DELIVERING CLIENT FOCUSED IMPACT LEGAL AID SERVICES
Programme 10: To increase access to justice through impact litigation - which is able to address Constitutional rights and socio-economic rights and develop jurisprudence on these matters
P10-1 Legal action
through the
impact
litigation unit,
class actions
etc
Effective
Strategic Plan
for the ILU
Aligned to the
Organisational
Strategic Plan
1. Impact Unit
– 7
2. Justice
Centres – 11
3. External
Service
Providers -13
Effective 1 Implement ILU
Strategic Plan
Quality of
legal
services
rendered
may not be
of required
standard
ILU Updated
Strategic
Plan and
Agenda
* 7 096 016
Objective 1: Empowered clients and communities making informed choices about their legal rights and responsibilities
Objective 2: All poor and vulnerable persons able to access quality public funded legal services to protect and defend their rights
STRATEGY V: DEVELOPING NEW AND ALTERNATIVE METHODS OF INCREASING ACCESS TO JUSTICE
Programme 11: To explore, develop and implement new alternative dispute resolution options to improve access to justice
P11-1 Alternative
dispute
resolution
New and
alternative
methods of
increasing
access to
justice
investigated
and
implemented
New
programme
Research
report
Mediation pilot
report
Inability of
justice
system to
support and
sustain
alternative
modes of
providing
access to
justice
Research
report;
Implementati
on record.
* * * * n/a
Q4Q3Q2
Time-frames
BudgetQ1
39
Annual Performance Plan
Client & Community & Stakeholder Programmes per Strategy
Projects KPIs Outputs RisksProof of
Delivery
MeasuresBase Year
(2011) Targets
Quality Quantity
Objective 3: An accessible, effective and efficient justice system serving all in South Africa
STRATEGY VI: CONTRIBUTING TO THE EFFECTIVE FUNCTIONING OF THE JUSTICE AND LEGAL SECTOR
Programme 12: To proactively improve the functioning of the courts and justice system
P12-1 Plea
bargaining
and restorative
justice
Improved use
of plea
bargaining
when in the
best interests
of clients
Informal plea
bargaining on
behalf of
clients
currently
practised by
practitioners
All matters
considered
Increased use
of formal and
informal plea
bargaining
(where
appropriate)
Client
matters
prolonged
with
unfavourable
consequenc
es for client
Plea bargain
stats/Outco
me
Statistics;
File notes
* * * * n/a
P12-3 Improved case
flow
management
Effective
participation in
case flow
forums to
improve
efficiency of
courts
All JCs
currently
participate in
local case
flow meetings
Participate in
case flow
forums as per
local/provincial
meeting
schedules
JC
participation in
all local
Justice Cluster
forums such
as Case Flow
management
meetings.
Inefficient
functioning
of courts
Case flow
meeting
reports -
web page.
* * * *
Programme 13: To implement recommendations of Criminal and Civil Justice Reviews
P13-1 Contribute to
and implement
Criminal
Justice
System
Review
An improved
criminal justice
system
A few
recommendat
ions have
been
incorporated
in draft
protocols
Interests of
Legal Aid SA
clients
monitored and
advanced
All
recommendatio
ns affecting
Legal Aid SA
implemented
Implementatio
n of Criminal
Justice
System review
recommendati
ons
Failure/inabil
ity of other
stakeholders
to implement
recommend
ations
CJS
recommend
ations
tracking
sheet
* * * * n/a
Contribute to
and implement
Civil Justice
System
Review
An improved
civil justice
system
Interests of
Legal Aid SA
clients
monitored and
advanced
All
recommendatio
ns affecting
Legal Aid SA
implemented
Implementatio
n of Civil
Justice
System review
recommendati
ons
Civil Justice
System
Protocols/Im
plementation
Plans
* * * *
Programme 14: To improve the functioning of the justice and legal sector by building stronger and effective partnerships with stakeholders in the justice sector
P14-1 Case Backlog
Project
Participation in
project to
reduce case
backlog
Case
backlog
project in
place
All DC and RC
backlog courts
Participation
in project to
reduce case
backlog
Matters
delayed for
prolonged
periods
Case
backlog
project
statistics
* * * * 32 000 000
Q4Q3Q2
Time-frames
BudgetQ1
40
Annual Performance Plan
Client & Community & Stakeholder Programmes per Strategy
Projects KPIs Outputs RisksProof of
Delivery
MeasuresBase Year
(2011) Targets
Quality Quantity
Objective 4: Effective sustained stakeholder partnership able to jointly increase access to justice as well as to support other external developing legal aid organisations
STRATEGY VII: IMPLEMENTING COMMUNITY EDUCATION/OUTREACH PROGRAMMES
Programme 15: Improve awareness, inform and educate communities on Constitutional rights and responsibilities
P15-1 Community
Outreach on
the
Constitution
and rights
Increased
awareness by
communities
on rights and
Constitution
Education
and
awareness
on
Constitutional
and human
rights
included in
outreach
1 x outreach
event at
government key
service delivery
1 per quarter Local
community
structures
Clients not
fully
informed of
their rights
and
responsibiliti
es
Report on
activities
* * * * n/a
Objective 4: Effective sustained stakeholder partnership able to jointly increase access to justice as well as to support other external developing legal aid organisations
STRATEGY VIII: FORGING STAKEHOLDER PARTNERSHIPS TO JOINTLY INCREASE ACCESS TO JUSTICE
Programme 16: Increasing co-operation with and accountability to stakeholders
P16-1 Stakeholder
Relationship
Management
at local level
Engagement
with all
identified
primary and
secondary
stakeholders
Stakeholder
Relationship
Management
Matrix
developed in
2010/11
Stakeholder
engagement
programme
implemented as
planned
annually
Stakeholder
engagement
programme
implemented
as planned
annually
i. Poor or
low
stakeholder
engagement
ii.
Uninformed
stakeholders
Stakeholder
engagement
programme
* * * * 580 327
Programme 17: Increasing access to clients through partnerships with civil society organisations and the legal fraternity (including pro bono)
P17-1 Partner with
community
traditional
structures to
increase
access
Improved joint
ventures with
NGOs, CBOs,
human rights
organisations
and judicare
practitioners
annually
Support base
for clients:
Family and
social
workers at
32% in
2010/11
Minimum of
quarterly
interaction
Programmes
for civil society
organisations
delivered as
planned
annually
High
expectations
from civil
society
Networking
records
* * * * n/a
Q4Q3Q2
Time-frames
BudgetQ1
41
Annual Performance Plan
Client & Community & Stakeholder Programmes per Strategy
Projects KPIs Outputs RisksProof of
Delivery
MeasuresBase Year
(2011) Targets
Quality Quantity
Programme 18: Supporting developing legal aid agencies (within and outside the country)
P18-1 Implement a
programme to
support the
advancement
of legal aid in
developing
countries
Knowledge
and information
shared with
Delegations/
Countries and
at ATJ
Conferences/
Workshops
International
Delegations
hosted
Co-operation
with legal aid in
developing
countries
fostered
4 interventions
per annum
(subject to
requests by
outside
delegations)
Support
provided and
knowledge
shared with
countries with
developing
legal aid
systems
Demand on
resources
Record of
visits by
outside
delegations
* * * * n/a
Objective 5: Delivering on our constitutional and statutory mandate in an independent , accountable and sustainable manner
STRATEGY IX: ACCOUNTING TO THE DOJ AND PARLIAMENT ON DELIVERY OF MANDATE, GOVERNANCE AND SUSTAINABILITY
Programme 19: To account and provide assurance to DoJ and parliament on performance and governance
P19-1 Reporting and
accountability
to
shareholder/E
xecutive
Authority
Reporting and
accountability
to the
Executive
Authority and
statutory
compliance
maintained and
improved
Reporting
and
accountability
to the
Executive
Authority and
statutory
compliance
maintained at
100%
Timeous and
accurate
Reporting and
accountability to
the Executive
Authority and
statutory
compliance
maintained at
100%
i. 4 Quarterly
performance
reports
ii. 1 Annual
Report
iii. Reporting
to and briefing
of
Parliamentary
Committees
iv. Responses
to questions
from
Parliament
i.
Performanc
e reports not
submitted
timeously
ii.
Inconsistent
and
unverifiable
performance
data
i. 4 Quarterly
performance
reports
ii. 1 Annual
Report
iii. Reporting
to and
briefing of
Parliamentar
y
Committees
iv.
Responses
to questions
from
* * * * 275,904
872 982 177
Q4Q3Q2
Time-frames
BudgetQ1
42
Annual Performance Plan
Finance & Sustainability Programmes per Strategy
Quality Quantity
Objective 6: Financial and non-financial sustainability impacting positively on society, the economy and the environment
STRATEGY X: INCREASING FINANCIAL SUSTAINABILITY
Programme 20 : Ensuring strong financial performance and optimum maturity level
P20-1 Financial
Performance
and maturity
levels
The maturity
level of
financial
performance
increased
from medium
to high in 2nd
year
Financial
maturity level
of the
organisation
at medium
level in
2010/11
Improved
financial
performance
and maturity
levels
The maturity
level of
financial
performance
increased
from medium
to high in 2nd
year
High level of
financial
maturity
Financial
performance
and
optimum
maturity level
may not
improve
Improved
independent
ratting of
financial
maturity level
by Internal
and External
auditors.
* n/a
Programme 21: Improved strategic budgeting and financial planning
P21-1 Strategic
Budgeting
Prepare
balanced and
sustainable
budget (as per
government
grant
allocation)
Financial
planning
aligned to
MTEF
2011/13
MTEF informed
by the
approved
Strategic Plan
Approved
MTEF and
budget
Approved
balanced
MTEF and
budget
i. Financial
planning not
aligned to
organisation
al strategies
ii. Impact of
escalating
cost per
case on
budget
Approved
MTEF which
is aligned to
the strategic
plan
* 2 251 131
Programme 22: Compliant and best practice financial reporting
P22-1 Financial
Reporting
Level of
financial
reporting
compliant with
best practice
annually
2010/11
financial
reporting
compliant
with best
practice
Financial
reporting
compliant with
best practices.
Annual and
Mid year
Financial
Statements
Compliant
financial reports
delivered
annually
Non-
compliant
financial
reporting
Non-
compliant
financial
reporting
* * 5 330 140
Programme 23: Sustainable government grant funding
P23-1 Government
Funding
Baseline
budget
allocation
annually
increased in
line with
approved
MTEF and
macro-
adjustment of
National
Treasury
MTEF
2011/13 and
budget
allocation
2010/11
Comprehensive
and sustainable
MTEF which
address
government
priority matters
Approved
MTEF and
Budget
Approved
MTEF Annual
government
grants received
as per
approved
National
Treasury
allocation
i. Macro-
adjustments
by National
Treasury
below
inflation
ii. Cuts in
government
baseline
funding
Approved
MTEF
2012/13 -
2015/16 and
Budget
* n/a
BudgetRisksProof of
Delivery
Time-frames
Q1 Q2 Q3 Q4Projects
KPIs
OutputsMeasures
Base Year
(2011)
Performance
Targets
43
Annual Performance Plan
Finance & Sustainability Programmes per Strategy
Quality Quantity
Objective 6: Financial and non-financial sustainability impacting positively on society, the economy and the environment
STRATEGY XI: INCREASING SUSTAINABLE (NON-FINANCIAL) PERFORMANCE
Programme 25: Increasing Sustainable (non-financial) and integrated performance and reporting
P25-1 Sustainable
and integrated
performance
and non
financial
reporting
Sustainable
and non
financial
performance
information
included in the
Annual Report
Sustainable
Planning and
Integrated
reporting
Comprehensive
, accurate and
timely
Non financial
report included
in the Annual
Report
Sustainable
(incorporating
short, medium
and long term
impact) &
Integrated
(incorporating
impact on
economy,
society and
environment)
performance
planning and
reports
Planning not
sustainable
and
integrated
impacting on
performance
not being
sustainable
and
integrated
Non financial
report
(Integrated
Annual
Report)
* n/a
Programme 26: Sustainable corporate policies and practices
P26-1 Sustainable
corporate
policies
Sustainable
and statutory
compliant
policies and
practices
Current
policies 2011
improved
sustainability
Policies
updated to be
sustainable
Business not
being
sustainable
and lack of
leadership
* n/a
Programme 27: Improve and maintain Risk Management to optimum maturity level
P27-1 Review
identified risks
Review
identified risks
and ensure
that mitigating
controls are in
place
Risks
managed at
98%
compliance
with Risk
Measures
implemented
by all
business
units
Quarterly risk
surveys of all
strategic,
operational and
support
activities
specific risks
conducted
across the
organisation.
4 Quarterly
survey results
for all
Strategic
Risks, Legal
Risks, Justice
Centres,
Regional
Offices and
National Office
Departments.
4 Quarterly
4 Quarterly Risk
Survey Results.
4 Quarterly Risk
Analysis
Reports which
includes a
graphical
representation
of risks.
Risk may not
be managed
adequately
Emerging
Risks not
identified
timeously
4 Quarterly
Risk Survey
Reports
Results.
4 Quarterly
Risk
Analysis
Reports
*
*
*
*
*
*
*
*
n/a
BudgetRisksProof of
Delivery
Time-frames
Q1 Q2 Q3 Q4Projects
KPIs
OutputsMeasures
Base Year
(2011)
Performance
Targets
44
Annual Performance Plan
Finance & Sustainability Programmes per Strategy
Quality Quantity
Programme 28: Maintain Fraud Management Practices
P28-1 Fraud
management
plan
Zero tolerance
on fraud
100%
compliance
with Fraud
Prevention
Measures by
all business
units ;
Revision of
Fraud Policy
and Plan based
on Best
Practises and
actual incidents
of fraud within
the
organisation
and other public
entities.
1 Annual
Fraud
Prevention
Strategy and
Annual Fraud
Prevention
Plan.
Fraud
prevention
Strategy and
Annual Fraud
prevention Plan
Fraud may
not be
prevented,
detected,
recorded
Annual
Fraud
Prevention
Strategy and
Annual
Fraud
Prevention
Plan.
*
*
*
*
*
*
*
*
*
*
*
*
Objective 7: Good governance practices enabling high performance and accountability
STRATEGY XII: MAINTAINING AND ENHANCING GOOD GOVERNANCE
Programme 29: Ensure best governance practice, King III guidelines, compliance with PFMA and other statutory requirements
P29-1 Ensure best
governance
practice, King
III guidelines,
compliance
with PFMA
and other
statutory
requirements
100%
compliance
with statutory
requirements
including
Legal Aid Act
& PFMA
100%
compliance
with Legal
Aid Act,
PFMA and
other
legislation
Reviews
conducted in
accordance
with IIA
Standards.
4 Quarterly
PFMA and
Statutory
compliance
Reports.
Quarterly
PFMA and
Statutory
compliance
Reports.
Statutory
and
Governance
non-
compliance
resulting in
problems
with EA and
AG
4 Quarterly
PFMA and
Statutory
compliance
Reports.
* * * * n/a
Programme 30: An effective and strategic board providing leadership and oversight of delivery on performance
P30-1 An effective
and strategic
Board
Skilled and
properly
constituted
Board and
Board
Committees
which function
effectively
Board
properly
constituted
and
functioning
effectively
with all
meetings
quorate
As per
Succession
Plan
1 i. Board
Succession
Plan
implemented
Lack of
continuity at
Board level
Board
Succession
Plan
Implementati
on Project
Managemen
t Plan
* * * * 1 455 137
BudgetRisksProof of
Delivery
Time-frames
Q1 Q2 Q3 Q4Projects
KPIs
OutputsMeasures
Base Year
(2011)
Performance
Targets
45
Annual Performance Plan
Finance & Sustainability Programmes per Strategy
Quality Quantity
Programme 31: Independent monitoring and oversight unit providing combined assurance
P31-1 Independent
monitoring and
oversight unit
providing
combined
assurance
Independent
Assurance on
i. Statutory
Compliance &
Governance
practices
95% of JCs
and Units
reviewed
score above
90%
Reviews
conducted in
accordance
with IIA
Standards.
2 Six Monthly
PFMA and
King III Audit
Reports.
Reporting to
Board on
Compliance
with PFMA,
King III and
other laws
applicable to
the
organisation.
Audit reports
may not
direct
managemen
t effort
towards
potential
breakdown
in controls or
2 Six
Monthly
PFMA and
King III
Compliance
Reports
* * 8 483 119
Internal Audit
coverage of
Audit Universe
to increase by
2% per annum
Audit
Coverage
Plan
implemented
covers 75%
of the Audit
Universe,
80% of all
risks, and all
Business
Units in
24mths
Development of
coverage plan
in accordance
with IIA
standards,
takes into
account all
components of
the risk
universe, ie IT,
Fraud,
Compliance
and operational
controls.
1 Audit
Coverage plan
indicting % of
Universe
covered.
1 Revised
Coverage
Plan during
Mid Year
indicating
additional
areas of audit.
Implementation
of rolling Audit
Coverage Plan
Audit reports
may not
direct
managemen
t effort
towards
potential
breakdown
in controls or
towards new
emerging
risks
Internal Audit
Universe
and
coverage
plan
Mid Year
revised
Internal Audit
Universe
and
coverage
plan
* *
Objective 8: A recognised, respected, independent and acclaimed legal aid brand
STRATEGY XIII: STRENGTHENING AND GROWING A SUSTAINABLE RECOGNISED BRAND
Programme 32: Develop and maintain a strong and recognised legal aid brand
P32-1 Brand and
marketing
programmes
Marketing
Plan
Brand and
Marketing
strategy in
place
>95% of
Marketing
Plan
implemented
Marketing of
Legal Aid SA
services;
billboards,
television,
newspaper,
Legal Aid
SA brand
not visible to
or
recognised
by
Marketing
Implementati
on plan
* * * * 4 157 358
21 676 885
BudgetRisksProof of
Delivery
Time-frames
Q1 Q2 Q3 Q4Projects
KPIs
OutputsMeasures
Base Year
(2011)
Performance
Targets
46
Annual Performance Plan
Internal Business Processes Programmes per Strategy
Quality Quantity
Objective 9: Delivery and business processes that are client focused, efficient, effective and sustainable
STRATEGY XIV: MAINTAINING A MIXED-MODEL LEGAL AID DELIVERY SYSTEM
Programme 33: To adjust the mixed model service delivery model to improve court coverage and delivery
P33-1 Mixed-model
service
delivery
model: Legal
Access to
justice to
indigent using
mixed model
delivery
systems
Mixed
delivery
system model
implemented
New matter
split per
delivery
system -
JC (94%),
Judicare (5%)
& Co-ops and
agency (1%)
Mixed model
delivery
system
implemented
Courts not
effectively
covered
Mixed model
delivery
report
* * * * n/a
Objective 9: Delivery and business processes that are client focused, efficient, effective and sustainable
STRATEGY XV: BUILDING ORGANISATIONAL MODELS/STRUCTURES TO OPTIMISE PERFORMANCE AND DELIVERY OF LEGAL/SUPPORT SERVICES
Programme 34: To review and improve on matrix and risk based management
P34-1 Matrix
Management:
Legal
Improved
matrix
management
National
Operations
JCEs: 80% of
time spent on
legal services
delivery
JCEs spend
>80% of time
on legal
services
delivery issues
Improved
focus by JCEs
on legal
services
delivery issues
Insufficient
focus on
legal
services
delivery
JC
Managemen
t survey
* * * * n/a
Programme 35: To refine and develop legal service delivery and support models to improve sustainability, efficiency and effectiveness of delivery and functioning of the justice system
P35-1 Legal service
delivery
models
Reviewed
legal delivery
models
Current
business
models
serving
business
need
Review report Sustainable
and efficient
and effective
legal service
delivery
models
investigated
Models that
no longer
provide
efficiency
and
effectivenes
s
Review
report
* n/a
BudgetRisksProof of
Delivery
Time-frames
Q1 Q2 Q3 Q4Projects
KPIs
OutputsMeasures
Base Year
(2011)
Performance
Targets
47
Annual Performance Plan
Internal Business Processes Programmes per Strategy
Quality Quantity
Objective 9: Delivery and business processes that are client focused, efficient, effective and sustainable
STRATEGY XVI: MAINTAINING A REGULATORY FRAMEWORK INCORPORATING BEST PRACTICES
Programme 36: Implement an updated and approved Legal Aid Act and Legal Aid Guide
P36-1 Legal Aid Act The enactment
of a revised
Legal Aid Act
to ensure
better access
to justice to
indigent
In keeping with
current needs
New enacted
Legal Aid Act
Ensure that
steps are
taken to
ensure that the
new Legal Aid
Act is
promulgated
DoJ
capacity to
finalise
revised
Legal Aid
Act
New Legal
Aid Act
operational
* * * * 644 772
Programme 37: Review and improve Policies, Procedures and SOPs: support and legal
P37-1 Policies,
Procedures
and SOPs:
Legal
Update Legal
SOPS that
align to
operational
needs
Updated
SOPs as at
2010/11
Relevant to
operational
needs
2013 Legal
SOPS as
approved by
LSTC
Revised Legal
and AI SOPs
to ensure they
align with
current
policies and
SOPs not
aligned to
relevant
legislation
Updated
legal and
legal admin
SOPs.
* n/a
Objective 10: An effective and efficient, economic and environmentally responsive supply chain management system supporting client services delivery and internal business processes
STRATEGY XVII: MAINTAINING STRONG FINANCIAL MANAGEMENT AND SUPPLY CHAIN MANAGEMENT
Programme 38: Maintain a strong financial and supply chain management (including judicare)
P38-1 Supply chain
management
SCM to be
relevant and
effective and
compliant with
PFMA
Updated
SCM policy
and
governance
structures in
place
Compliance
with PFMA and
SCM Policy of
National
Treasury.
BAC meetings
held at least
once a month
Functional and
effective SCM
committees
BAC
decisions
Non
compliance
with SCM
policy and
PFMA
Updated
SCM Policy
* * * * 6 785 651
BudgetRisksProof of
Delivery
Time-frames
Q1 Q2 Q3 Q4Projects
KPIs
OutputsMeasures
Base Year
(2011)
Performance
Targets
48
Annual Performance Plan
Internal Business Processes Programmes per Strategy
Quality Quantity
Programme 39: Ensuring good financial management
P39-1 Financial
management
Financial
management
in accordance
with financial
regulations,
standards and
best practices
Compliance
with AG Client
Services Plan
Sound
financial
management
in place
Knowledge and
under-standing
of AG Client
Services Plan
Interim and
final audit
Unqualified
Audit Report.
Meet all the
audit
requirements
per AG Client
Services Plan
Statutory
and
Governance
non-
compliance
resulting in
problems
with the
Executive
Authority
Absence of
compliance
issues
relating to
AG Services
Plan
* * * * 2 688 139
Objective 11: Management information that is accurate, reliable and timeous
STRATEGY XVIII: DEVELOPING AND ENHANCING ACCURATE AND RELIABLE MANAGEMENT INFORMATION SYSTEMS
Programme 40: Maintain integrated, accurate and timeous management information (Support and Legal functions)
P40-1 National
Operations
management
information
Updated
integrated
management
information
available
quarterly
Integrated
Management
Information
system in
place
Accurate and
complete
Monthly Legal
Services
Delivery - MIS
Unavailabilit
y of relevant
information
for
managemen
t decision
making
Legal
Services
Delivery
reports
* * * * 2 934 844
Programme 41: Develop and maintain Business Intelligence (BI) platform (legal and support)
P41-1 Business
Intelligence
(BI)
Business
Intelligence
(BI) platform
enhanced to
include
integrated
legal work,
financial and
HR information
Only
operations for
legal work
included in
2010/11 BI
phase 1
Stable BI
platform
available and
as per SLA with
business
All users
designated to
have access
can access BI
system. 95%
availability of
BI system
infrastructure.
Enhanced
decision-
making based
on reports
drawn and
analysis done
off BI system
Unreliable
and
inaccurate
data
Dashboard
link available
through
intranet
BI available
to managers
and staff
n/a
13 053 406
BudgetRisksProof of
Delivery
Time-frames
Q1 Q2 Q3 Q4Projects
KPIs
OutputsMeasures
Base Year
(2011)
Performance
Targets
49
Annual Performance Plan
Employee & Organisational Programmes per Strategy
Quality Quantity
Objective 12: An expanded and capacitated/resourced National Footprint reaching the poor and vulnerable persons requiring legal assistance
STRATEGY XIX: EXPANDING AND CAPACITATING THE NATIONAL FOOTPRINT TO INCREASE POINTS OF ACCESS TO LEGAL AID SERVICES AND NEW FORMS OF ACCESS, ESPECIALLY IN RURAL AREAS
Programme 42: Expand and maintain the National Footprint, including the physical and ICT service points, to improve access, especially in rural areas
P42-1 National
Footprint -
expansion/main
tenance
National
Footprint of
Legal Aid SA
extended
64 JCs;
64 Satellite
Offices;
6 Regional
Offices;
1 National
Office
Number of JCs and
SOs increased
(dependent on funding)
Expansion of
the national
footprint
IT
infrastructure
ability to
accommodat
e new sites
MTEF
additional
funding report
* 127 103 968
Programme 43: Building a segment of the National Footprint which in partnership with other delivery/supply agents (including pro bono) improve access to justice (x-ref Programme 17)
P43-1 Pro Bono
Agreements
Pro bono
agreements
with law
societies
implemented
Draft
agreement
under
discussion
with law
societies
As per QA
measures for
Judicare
Agreement with:
1. Statutory Law
Societies
2. GCB
(Subject to co-
operation by relevant
stakeholders)
Manage pro
bono service
agreements
with 4 Statutory
Law Societies
and GCB
Access to
Justice for
poor people
denied
Signed
agreements
Statistics of
pro bono
referrals to
relevant law
societies
* * * * n/a
Programme 44: Capacitate (staff) the National Footprint
P44-1 Capacitate(staff
) the National
footprint
Court coverage
indicators
Supervisory
ratio:
CAs/
Supervisors
(5:1)
Legal/
Supervisors
(9:1)
Practitioner
court coverage
ratios
maintained:
Legal/Admin
Coverage:
DCs: ≥85%;
RCs: 100%;
HCs: All LA matters
Practitioner per
court coverage
targets
achieved
(x-ref CC-P1-1)
i. Demand for
legal aid
services does
not match
supply of
practitioners
ii. Insufficient
supervisory
capacity
negatively
affects quality
of legal
services
Court
coverage
reports
* * * * 156 559 058
Targets
Time-frames
Q1 Q2 Q3 Q4BudgetRisks
Proof of
DeliveryProjects
KPIs
OutputsMeasures
Base Year
(2011)
Performance
50
Annual Performance Plan
Employee & Organisational Programmes per Strategy
Quality Quantity
Objective 12: An expanded and capacitated/resourced National Footprint reaching the poor and vulnerable persons requiring legal assistance
STRATEGY XX: DEVELOPING AND EXPANDING THE LEGAL QUALITY AND EXPERTISE, FOR EACH SEGMENT OF THE NATIONAL FOOTPRINT
Programme 45: To implement interventions to improve and monitor the quality of legal services to deliver desired outcomes
P45-1 Mentorship,
coaching and
legal support
programmes
Mentorship,
coaching and
legal support
programmes
implemented
including case
discussion
forums
Mentorship
programme
in place;
Case
discussions
conducted
daily/weekly
Risk Profile:
High: Monthly;
Med: Q-rly;
Low: Nil
Mentorship,
coaching and
legal support
programmes
implemented
including case
discussion
forums
Practitioners
not
adequately
supported to
render
quality legal
services
Mentorship
records
Case
discussion
records
* * * * n/a
Programme 46: To strengthen and expand legal expertise required for delivery of desired quality outcomes
P46-1 Legal Training Legal training
targets
JC and LDD
training
programmes
in place and
targets
achieved
Legal Training
Targets:
CA: 36 hours;
PA: 24 hours;
Managers: 24 hours;
Paralegals: 10 hours
(subject to
practitioner support
needs assessment)
Legal training
targets
achieved
Practitioners
not
sufficiently
skilled to
represent
clients in
their matters
Legal
training
statistics
* * * * n/a
Programme 47: Legal Research undertaken to support delivery of quality legal services, to inform legal aid policy and protect clients' rights
P47-1 Legal
research
Legal
Research
undertaken to
support
delivery of
quality legal
services
Legal
Research
Programme
supporting
business
need
Relevant to
Legal Aid SA
Achieve 90% of the
approved Legal
Research Agenda
1. Legal Aid
SA input on all
new
legislations
that impacts
on our work;
2.. Research
reports
compiled as
per approved
Research
not meeting
business
need
Legislative
Reports;
Research
Reports
* * * * 1 408 681
BudgetRisksProof of
Delivery
Time-frames
Q1 Q2 Q3 Q4Projects
KPIs
OutputsMeasures
Base Year
(2011)
Performance
Targets
51
Annual Performance Plan
Employee & Organisational Programmes per Strategy
Quality Quantity
Programme 48: Legal Support interventions implemented to support delivery of quality legal services (including legal resources and experts)
P48-1 Legal Support
interventions
Legal Support
Programme
reviewed and
implemented
(including legal
resources and
experts)
Legal
Support
Programme
implemented
Relevant to
Legal Aid SA
As Identified 1. Legal Aid
guide revised
annually
2. Support
agreements in
place for
identified
legal areas;
3. Legal
SOPs revised
annually
Legal
support
programmes
not meeting
business
need and
not
improving
effectivenes
s of legal
services
delivery
Legal
Support
Programme
records
* * * * n/a
Programme 49: Independent Legal Quality Assurance (LQA)
P49-1 Legal Quality
Assurance
(LQA)
Independent
assurance on
quality of legal
practitioners &
paralegals
(JC, Judicare,
Impact,
Corporate and
Advice Line)
LQA Audit
coverage to
review all
practitioners
on a 2-year
cycle
% of universe
coverage
LQA Audit
Plan
implemented
85% of
practitioners
score above
the agreed
practitioner
quality target
Quarterly,
Annually, and Bi
Annual
i. Annual Audit
Coverage
Plan
implemented
ii. Individual
Practitioner
Reports
iii. Quarterly
Reports on
LQA that
graphically
illustrate
trends and
risks
Practitioners
“tailoring”
files for audit
i. Annual
Audit
Coverage
Plan
ii. Individual
Practitioner
Reports
iii. Quarterly
Reports on
LQA
* * * * 4 981 870
Objective 13: Committed, competent and dedicated employees empowered to deliver the organisation's mandate and strategies
STRATEGY XXI: DEVELOPING TALENT AND IMPROVING COMPETENCIES TO SERVE BUSINESS NEEDS AND INTEGRATING COMPETENCIES INTO RELATED PROGRAMMES
Programme 50: Talent and career management (including recruitment and succession planning)
P50-1 Talent
management
* * * * n/a
Recruitment
and Retention
Recruitment
and retention
of competent
staff in support
of delivery
Reviewed
talent
management
in place
Ensure
adequate
support staff to
support the
deliver y of
legal services
Sufficient levels of
support
96,5%
recruitment
levels or as
per budget
allocation
approved .
i.
Employees
not
knowledgea
ble of
internal
career path
options
ii. Low
employee
retention
levels
Recruitment
reports
* * * *
BudgetRisksProof of
Delivery
Time-frames
Q1 Q2 Q3 Q4Projects
KPIs
OutputsMeasures
Base Year
(2011)
Performance
Targets
52
Annual Performance Plan
Employee & Organisational Programmes per Strategy
Quality Quantity
Programme 51: Competency and skills development (Legal staff)
P51-1 Competency
and skills
development
Legal
Practitioners
competencies
match their
deployment.
Legal training
curriculum
based on
practitioner
skills audit in
place
Assessed skills
improved
appropriately.
Legal (Legal
Development)
Training Hours Target
of 15 Hours per
admitted legal
practitioner and 10
hours per paralegal
calculated at a 96%
recruitment rate
Skills Audit
Conducted
Legal
training not
relevant to
practitioner
needs
Skills Gap
Analysis
Report
* * 8 498 269
Training
curriculum
Legal
training
curriculum
*
Objective 14: A learning and flexible organisation growing its own knowledge base to optimise performance
STRATEGY XXII: LEVERAGING INSTITUTIONAL KNOWLEDGE TO REMAIN SMART AND EFFECTIVE
Programme 52: Build a learning and innovative organisation (including implementing a knowledge management strategy)
P52-1 Knowledge
management
strategy
Knowledge
management
improved
Institutional
knowledge
dispersed
and
unconsolidate
Effective
knowledge
management
mechanisms
6 Share Point Fora
Single Document
Precedent Bank
maintained
Develop a
learning
organisation
Institutional
knowledge
lost
Knowledge
Managemen
t Repository
* * * * 11 065 117
Objective 15: An organisation based on a people centred culture
Objective 16: An Employee Value Proposition able to recruit and retain the best talent to deliver the organisation's mandate/ strategies
STRATEGY XXIII: STRENGTHENING AND STIMULATING THE DEVELOPMENT OF A PEOPLE CENTRED VALUES-BASED CULTURE
Programme 53: Employer brand
P53-1 Employer
brand strategy
Employer
brand strategy
reviewed
biennially to
enhance brand
offering and
brand
experience by
employees
and potential
employees
Employer
brand
strategy and
programmes
consolidated
in 2011/12
Enhanced
employer brand
once per annum A reviewed
employer
brand strategy
implemented
Employees
do not enjoy
a meaningful
brand
experience
and have
lower work
satisfaction
Employer
strategy
implementati
on report
* 500 000
BudgetRisksProof of
Delivery
Time-frames
Q1 Q2 Q3 Q4Projects
KPIs
OutputsMeasures
Base Year
(2011)
Performance
Targets
53
Annual Performance Plan
Employee & Organisational Programmes per Strategy
Quality Quantity
Objective 15: An organisation based on a people centred culture
Objective 16: An Employee Value Proposition able to recruit and retain the best talent to deliver the organisation's mandate/ strategies
STRATEGY XXIV: DEVELOPING AND IMPLEMENTING AN EMPLOYEE VALUE PROPOSITION ABLE TO RECRUIT AND RETAIN THE BEST TALENT AND CULTURE FIT
Programme 54: Employee Value proposition (EVP)
P54-1 Employee
Value
proposition
EVP revised EVP
consolidated
in 2011/12
Relevant and
Responsive
1 revised plan Legal Aid SA,
EVP revised
and leveraged
Legal Aid
SA not
providing a
compelling
Employee
Value
Proposition
(EVP) for
employee
retention
EVP
document
available
and
accessible
*
Programme 55: Maintain a Competitive Rewards and Remuneration System
P55-1 Remuneration
and rewards
system
Review and
benchmark
legal/support
salaries
Remuneratio
n and
rewards
system in
place
reviewed in
2010/11
Appropriate
competitive
salaries
Salary
Benchmark
Review
report
* * 37 847 449
Objective 17: A values-based and ethical leadership inspiring and harnessing the contribution of employees for sustainable performance geared to serve clients’ needs
STRATEGY XXV: DEVELOPING VALUES-BASED AND AUTHENTIC LEADERSHIP TO ENSURE SUSTAINED HIGH PERFORMANCE TO DELIVER ON OUR MANDATE
Programme 56: Develop and maintain a value-based leadership pipeline
P56-1 Value-based
Leadership
pipeline
Updated
Leadership
Programme
implementatio
n
Leadership
programme
in place
Values-based
Leadership
programme
aimed at
developing
authentic
leadership
1 leadership
programme
Programme
developing
and
stimulating
authentic
leadership in
action
implemented
Leadership
not able to
inspire
sustained
high
performance
Programme
developing
and
stimulating
authentic
leadership in
action
implemente
d
* * * * 1 356 791
BudgetRisksProof of
Delivery
Time-frames
Q1 Q2 Q3 Q4Projects
KPIs
OutputsMeasures
Base Year
(2011)
Performance
Targets
54
Annual Performance Plan
Employee & Organisational Programmes per Strategy
Quality Quantity
Objective 18: A modern, integrated, secure and effective IT Platform facilitating client services and linkages and enabling internal business needs
STRATEGY XXVI: BUILDING AN INTEGRATED, STABLE AND RELIABLE IT PLATFORM SERVING CLIENTS' NEEDS AND INTERNAL BUSINESS NEEDS
Programme 57: Improve IT network, hardware and software infrastructure (including to support knowledge management)
P57-1 IT network Stable and
Reliable Wide
Area Network
(VPN)
IT network
and hardware
as per CARP
of 2010/11
Improved and
stable wide
area network
All sites connect to
the VPN. 95% VPN
Availability.
Improved user
satisfaction
with system
performance
Lack of
sufficient
financial
resources to
keep pace
with new IT
development
s
WAN
performance
reports
* * * * 16 349 919
Programme 58: Modernise Information and Communication Technology (ICT) client platform including for effective social media networking
P58-1 IT new
developments
(innovations)
New and
improved ICT
systems
introduced and
increased
throughout the
Legal Aid SA
national
footprint
annually
National
Office
equipped
with improved
modern
technology
(VOIP) and
National
Office and
regional
offices have
modern video
conferencing
technology in
2011/12
Approved
business case.
Two business cases. Modern ICT
programmes
implemented
as planned
annually
i. Increased
IT network
and
hardware
capacity
ii. Increased
need for IT
training for
staff
* * * * 11 147 993
BudgetRisksProof of
Delivery
Time-frames
Q1 Q2 Q3 Q4Projects
KPIs
OutputsMeasures
Base Year
(2011)
Performance
Targets
55
Budget 2012-13 - Content
I. Introduction to Budget 2012-13
II. Government Grant Allocations
III. Summarised MTEF 2012-2015
IV. Key assumptions made when preparing Budget
V. Analysis of Budget 2012-13
VI. Balanced Scorecard Budget 2012-13
VII. Comments on Budget 2012-13
VIII. Explanation of variances
IX. Finance & Sustainability Challenges
X. Financial Performance
XI. Expenditure 2011-12 (unaudited)
57
Budget 2012-13 - Introduction to Budget 2012-13
The budget 2012 - 2013 was prepared in line with the Legal Aid South
Africa’s strategic plan 2012-2017 and the business plan for 2012-2013
financial year.
The budget 2012-2013 had to take into account the R34 million cut and OSD
Phase 1 shortfall of R30 million that had to be funded from the baseline
allocation ie a total budget cut of R64million for 2012/13.
In preparing the budget the following are considered :
Year on year increases of the National Treasury funding over the MTEF period.
The financial sustainability of the organisation.
Proportion of direct services delivery costs to administration support cost.
58
Year New Funding
and
Funding cut
Case Backlog Total
Government Grant
2011/12 R20,000,000 R30,000,000 R1,137,545,000
2012/13 R20,000,000
-R34,000,000
R32,000,000 R1,232,717,000
2013/14 R10,000,000 R34,000,000 R1,311,109,000
2014/15 - R36,040,000 R1,389,428,000
Funding cut + New Funding and Case Backlog funding are included in the government grant
Budget 2012-13 - Government Grant Allocations
59
DESCRIPTION BUDGET
2011/12
MTEF 2012/13 MTEF 2013/14 MTEF 2014/15
Salaries and related
costs
R825,270,093 R928,846,593
R868,103,754 R1,028,804,034
Case backlog R30,000,000 R32,000,000 R34,000,000 R36,040,000
Direct expenditure
R112,557,641 R96,847,717 R136,836,659 R97,379,077
Operating
expenditure
R206,264,852 R205,604,550 R254,596,196 R230,181,380
Capital expenditure R22,430,850 R23,479,231 R31,037,903 R23,351,567
Total Budget
R1,196,523,436 R1,286,778,091 R1,324,574,512 R1,415,756,058
Budget 2012-13 – Summarised MTEF 2012-2015
60
Description Budget 2012/13 Budget
2011/12
Percentage
Salaries and related costs R928,846,593
R825,270,093 12.5%
Case backlog R32,000,000 R30,000,000 6%
Direct expenditure R96,847,717 R112,557,641 -14%
Operating expenditure R205,604,550 R206,264,852 0%
Capital expenditure R23,479,231 R22,430,850 31%
Total Budget R1,286,778,091 R1,196,523,436 8%
Budget 2012-13 – Analysis of Budget
61
Budget 2012-13 - Key assumptions made when preparing Budget
The budget was prepared under the assumptions that inflation increase will be 6% for
the budget period under review with salary increases budgeted at 6%.
The operating budget was increased by 0% in order to cater for the budget cut of R34
million. Where these cost are linked to contracts, increase have been linked to
escalations in terms of the contracts.
Salary recruitment budget reduced to 96.8%,in order to cater for the budget cut of R34
million.
A further reduction of R30million for OSD Phase 1 Funds from our baseline was
provided for by a reduction in staffing recruitment.
contractual obligations budget were linked to contractual escalations
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Budget 2012-13 – Balanced Scorecard Budget
Component of Balanced
Scorecard
Strategies
Budget
2012/13
Total
Client & community & stakeholder
& shareholder
1: To deliver client focused legal aid, including
vulnerable groups , in criminal matters
R725,311,885 R872,982,177
2: To deliver client focused legal aid, including
vulnerable groups , in civil matters
R68,750,290
3: To deliver client focused primary legal advice
services
R38,967,755
4: To deliver client focused impact legal aid services R7,096,016
5: To deliver new and alternative methods of
increasing access to Justice
R0
6: To contribute to the effective functioning of the
justice and legal sector
R32,000,000
7: To implement community education/outreach
programmes
R0
8: To forge stakeholder partnerships to jointly
increase access to justice
R580,327
9: To account to the DoJ and Parliament on delivery
of mandate, governance and sustainability
R275,904
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Component of
balanced scorecard
Strategies
Budget
2012/13
Total
Finance and Sustainability R21,676,885
10: To increase financial sustainability R7,581,271
11: To increase sustainable (Non-
financial Performance)
R0
12: To maintain and enhance good
governance
R9,938,256
13: To strengthen and grow a sustainable
recognised brand
R4,157,358
Budget 2012-13 – Balanced Scorecard Budget
64
Component of
balanced scorecard
Strategies Budget
2012/13
Total
Business Processes
(Internal)
14: To maintain a mixed-model legal aid delivery
system
R0 R13,053,406
15: To build organisational models/structures to
optimise performance and delivery of legal/support
services
R0
16: To maintain a regulatory framework
incorporating best practices
R644,772
17: To maintain a strong financial management and
supply chain management
R6,785,651
18: To develop and enhance accurate and reliable
management information systems
R2,934,844
Budget 2012-13 – Balanced Scorecard Budget
65
Component of
balanced scorecard
Strategies
Budget
2012/13
Total
Employee &
Organisational
Capacity
19: To expand and capacitate the national footprint to increase
points of access to Legal Aid services and new forms of
access especially in rural areas.
R283,663,026 R379,065,623
20: To develop and expand the Legal quality and expertise for
each segment of the National footprint
R6,390,551
21: To develop talent and improve competencies to serve
business needs and integrate competencies into related
programmes
R8,498,269
22: To leverage institutional knowledge to remain smart and
effective
R11,065,117
23: To strengthen and stimulate the development of a people
centered values-based culture
R500 000
24: To develop and implement and employee value proposition
able to recruit and retain the best talent and culture fit.
25: To develop value based and authentic leadership to ensure
sustained high performance to deliver on our mandate
R1,356,791
26: To build and integrated, stable and reliable IT platform
serving clients needs and internal business needs
R27,497,912
Budget 2012-13 – Balanced Scorecard Budget
66
72% of the budget relates to salaries as legal services are delivered by in house legal practitioners (70% of our staff are lawyers)
Direct expenditure constitutes 7.5% of the budget, this includes Judicare and Co operation Agreements amounting to R78 million and R8million respectively
Operating costs amount to 15.9% of the budget and includes the following material expenditure items: Office rental, municipal services, printing and Stationery, telephone and fax, travel and subsistence, vehicle fuel and wide area network.
1.8% of the budget relates to capital expenditure
Budget 2012-13 – Comments
67
Salaries increased by 12.5% compared to 2011/12 as it includes inflation adjustment of 6% - PPI averaged at 1.5% and recruitment rate of 96.8%. The increase also includes R14.4 million for vulnerable groups.
The reduction in other direct expenditure of 14% is due to rollover funding of R1million that was requested and approved for impact litigation in 2011/12 financial year. The reduction was also due to salaries savings transferred to judicare in 2011/12.
The operating budget decreased year on year due to the budget cut of R 34 million
The increase in capital expenditure of 31% is due to rollover funding of R2.5 million for capital expenditure which was included in 2011/12 financial year. IT received a once off funding of R2 million from IJS IT infrastructure project which is not included in 2012/13 budget.
The overall increase in the budget is 8%. The higher increase is due to implementation of legislation for vulnerable groups funding for 2011/12 not received. These funds have been confirmed for 2012/13 financial year.
The overall increase in budget excluding case backlog funds is 4.9%.
Budget 2012-13 – Explanation of Variances in Budget
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Budget 2012-13 – Finance and Sustainability Challenges
National Treasury implemented an efficiency cut of R34million for 2012/13. Since Legal Aid SA Budget is already economic it meant having no increase to the operating budget –with the exception of contractual obligations. With inflation not factored into operating budget it means that the budget is inadequate. This 0% increase of non-contractual operating budget was inadequate and hence the recruitment level had to be reduced resulting in fewer legal professionals in court.
This was further impacted on by the R30million budget cut resulting from the DoJ reducing the baseline for OSD Phase 1 funds. This further impacted on recruitment and legal professionals in court.
At all our engagements with stakeholders in the Strategic Planning process the main concern raised was the level of service ie requiring more practitioners in courts for criminal and civil work. With our current funding our levels of coverage of courts in inadequate and does not provide for relief staff.
The government grants macro increase is 6% while annual salary adjustments are higher than the macro increase
Contracts escalations are on average 12% which is higher than the macro increase of 6%. This consumes the operating budget resulting in negative growth in real terms of the overall budget
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Financial Performance 2011/12 –
Expenditure Levels & AG Reports
Unaudited figures indicate that 99,8% of budget was spent for 2011/12 financial year
This has been the trend for the past eight years
Unqualified audit report ten years in succession
Unqualified audit report with no matters of emphasis six years in succession
All auditor general’s recommendations are implemented within the agreed timeframes
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Balanced Scorecard Expenditure 2011/12 (unaudited)
Component of Balanced
Scorecard
Budget
2011/12
Expenditure
2011/12
Variance % Unspent
Client & Community &
Stakeholder
R797,759,799 R797,299,655 R460,144 0.1%
Finance and Sustainability R13,760,264 R13,708,553 R51,711 0.4%
Business Process (internal) R2,843,929 R2,843,929 R0 0.0%
Employee and Organisational
capacity
R220,537,174 R219,376,078 R1,161,095 0.5%
Additional programmes R161,622,271 R161,211,442 R410,829 0.3%
Total Budget R1,196,523,436 R1,194,439,657 R2,083,779 0.2%
Note : Committed expenditure to be processed before year end is R4.6mil. Available budget after considering commitments
amount to 0.2%.
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Concluding Comments
Having successfully evolved into a high performance organisation Legal Aid SA has in its Strategic Plan 2012-2017 outlined what it intends to do over the next 5 years to further develop the platform it has built to deliver quality legal services to the poor, to achieve Increased organisational maturity in terms of its delivery platform (quality legal services
to the poor) as well as its support platform (finance, HR, IT, communications)
Sustainability to ensure high performance year on year over the next decades
New and improved forms of access to justice for clients especially the poor
Incorporating the advances in technology into all aspects of its business to improve efficiencies and effectiveness
Building the collective competency of the organisation to deliver quality legal service that meet the highest standards.
Legal Aid SA Annual Performance Plan and Budget give further detail to ensuring the execution of strategies in the 2012-13 financial year.
All in all the organisation is geared to ensure the successful implementation of its SP and APP over the next period.
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