ANNUAL REPORT 2014 2015 · LEGAL AID SOUTH AFRICA ANNUAL REPORT 2014–2015 1 PART D: SUSTAINABILITY REPORT Sustainability Report (including Stakeholder Report) 74 PART E: HUMAN RESOURCE

ANNUAL REPORT 2014-2015

Legal Aid South Africa 2014–2015P

EO

PL

E D

EV

EL

OP

ME

NT

A

ND

FIN

AN

CE

Total Staff (Budgeted) 2,797

Total Staff (Recruited) 2,619

Turnover Rate (Excluding Contract Staff) 6%

Best Employer Accreditation 6th Year

Law Students Preferred Employer

(As Ranked in Universum Survey) Ranked 1st

Total Budget 1,638,622,972

Expenditure Level 98,1%

Payment within 30 days 99%

Auditor General Report Unqualiied and Clean

Number of years

unqualiiedaudits 14th Year

NA

TIO

NA

L F

OO

TP

RIN

T

Justice Centres 64SatelliteOfices 64RegionalOfices 6NationalOfice 1

LEGAL AID SA INFRASTRUCTURE LEGAL AID SA NATIONAL FOOTPRINT

RECRUITED STAFF: 2,619

Criminal legal 1,630

Support 561

Civil legal 250

Paralegals 178

LE

GA

L S

ER

VIC

ES

DE

LIV

ER

Y

NEW LEGAL AID MATTERS:

448,195

FINALISED LEGAL AID MATTERS:

444,630

CRIMINAL/CIVIL NEW MATTERS:

448,195

LEGAL ADVICE MATTERS:

321,241

Justice Centres 421,527

Judicare 20,674

Co-operation 4,777

Agency Agreement 1,199

Impact Litigation 18


Judicare 13,300

Co-operation 5,065

Agency Agreement 1,057

Impact Litigation 9

Criminal 394,172

Civil 54,023


SatelliteOfice55,453 Other Staff Consultations 11,898

Awaiting Trial Prisoners 31,453

Call Centre – Civil 37,599

Call Centre – Criminal 5,289

ALEGAL AID SOUTH AFRICA ANNUAL REPORT 2014–2015

Vision 2030

A South Africa in which the rights and responsibilities enshrined

in the Constitution are realised to ensure equality, justice and a

better life for all.

Mission 2030

To be the leader in the provision of accessible, sustainable,

ethical, quality and independent legal services to the poor and

vulnerable.

Values

• Passion for Justice and Protection of Human Rights

• Ubuntu

• Integrity

• Accountability

• Service Excellence

• People Centred

PART A: GENERAL INFORMATION

1. Legal Aid South Africa General Information 4

2. Scope and Boundary of the Integrated Annual Report 6

3. Strategic Overview 7

3.1. Vision 7

3.2. Mission 7

3.3. Values 7

3.4. Strategic Outcome Orientated Goals 7

4. Legislative and Other Mandates 8

4.1. Constitutional Mandate 8

4.2. Legislative Mandate 8

4.3. Public Finance Management Act (PFMA) 9

5. Organisational Structure 10

6. Foreword by the Board Chairperson 13

7. ChiefExecutiveOficer’sOverview 16

PART B: PERFORMANCE INFORMATION

1. Statement of Responsibility for Performance Information for the year ended 31 March 2015 22

2. Auditor’sReport:PredeterminedObjectives 223. OverviewofLegalAidSouthAfrica’sPerformance 23 3.1. Service Delivery Environment 23

3.2. Organisational Environment 24

3.3. Key Policy Developments and Legislative Changes 25

3.4. Strategic Outcome Oriented Goals 25

4. Performance Information by Programme 25

5. Summary of Financial Information 55

PART C: GOVERNANCE

1. Introduction 60

2. Portfolio Committees 60

3. Executive Authority 60

4. The Accounting Authority (Board) 60

5. Risk Management 64

6. IT Governance 67

7. Internal Control Unit 67

8. Internal Audit Function 67

9. Compliance with Laws and Regulations 68

10. Fraud and Corruption 69

11.MinimisingConlictofInterest 6912. Code of Conduct 69

13. Health, Safety and Environmental Issues 69

14. Board Secretary 70

15. Report of the Audit Committee 70

Contents

1LEGAL AID SOUTH AFRICA ANNUAL REPORT 2014–2015

PART D: SUSTAINABILITY REPORT

Sustainability Report (including Stakeholder Report) 74

PART E: HUMAN RESOURCE MANGEMENT

1. Introduction 90

1.1. Overview of HR Matters at the Public Entity 90

1.2. Set HR Priorities for the Year under Review and the Impact of these Priorities 90

1.3. Workforce Planning Framework and Key Strategies to Attract and Recruit a Skilled and Capable Workforce 91

1.4. Employee Performance Management Framework 92

1.5. Employee Wellness Programmes 92

1.6. PolicyDevelopments:Highlights,Challenges,FutureGoals 922. Human Resource Oversight Statistics 93

PART F: FINANCIAL INFORMATION

1. Statement of Responsibility 102

2. ReportoftheChiefExecutiveOficer 1023. Report of the Auditor-General to Parliament on Legal Aid South Africa 105

4. Annual Financial Statements 108

PART G: COMPANY INFORMATION AND CONTACT DETAILS

1. Regional Management 154

2. Contact Details 156

2.1. NationalOficeContactDetails 156 2.2. JusticeCentresandRegionalOficesContactDetails 157 2.3. SatelliteOficesContactDetails 164

2 LEGAL AID SOUTH AFRICA ANNUAL REPORT 2014–2015

List of Tables

Table 01 List of Abbreviations/Acronyms 5

Table 02 Organisational Structure 10

Table 03 Legal Aid South Africa Corporate Dashboard 2014–2015 26

Table 04 Legal Aid South Africa Corporate Dashboard 2014–2015 Provincial Split 32

Table 05 Legal Aid South Africa Annual Performance Report 35

Table 06 Summary of Financial Information 55

Table 07 The Composition of the Board appointed in terms of Legal Aid Act, 1969 61

Table 08 Board Committee Membership 64

Table 09 Legal Aid South Africa Strategic Risks – Mitigating Controls and Opportunities 65

Table 10 Details of the Audit Committee Members and their attendance of meetings 70

Table 11 Engagement with Stakeholders 80

Table 12 Personnel Costs by Business Unit 93

Table 13 Personnel Cost by Salary Band 95

Table 14 Performance Rewards 95

Table 15 Training Costs 96

Table 16 Employment and Vacancies per Region 98

Table 17 Employment Changes 98

Table 18 Employment and Vacancies per Critical Occupation 99

Table 19 Reasons for Staff Leaving 99

Table20 LabourRelations:MisconductandDisciplinaryAction 99

Table 21 Equity Target and Employment Equity Status 100

Table22 JusticeCentresandRegionalOficesContactDetails 157


PARTA: GENERAL INFORMATION


REGISTEREDNAME: LegalAidSouthAfrica

PHYSICALADDRESS: LegalAidHouse 29 De Beer Street

Braamfontein

Johannesburg

2017

South Africa

POSTALADDRESS: PrivateBagX76 Braamfontein

2017

TELEPHONENUMBER: +27118772000

FAXNUMBER: +27118772222

EMAILADDRESS: [email protected]

WEBSITEADDRESS: www.legal-aid.co.za

EXTERNALAUDITORS: Auditor-GeneralSouthAfrica 300 Middel Street

New Muckleneuk

PO Box 446

Pretoria

0001

BANKERS: FirstNationalBank 92–94 Jorissen Street

Braamfontein

2017

BOARDSECRETARY: MrJosephLethiba

1. Legal Aid South Africa General Information

GENERAL INFORMATION


Table 01: List of Abbreviations/Acronyms

Thisisanalphabeticallistofabbreviationsandacronymsused.Whilstmanyaregenericinnature,somearespeciicallyusedatLegal Aid South Africa.

ADR Alternative Dispute Resolution

AFS Annual Financial Statements

AG Auditor-General

APN Access Point Name

ATJ Access To Justice

ATP Awaiting Trial Prisoners

BAC Bid Adjudication Committee

BP Business Plan

CA(s) Candidate Attorney(s)

CARP Capital Asset Replacement Programme

CAT Children Awaiting Trial

CBO Community Based Organisation

CCMC Constitutional Case Management Committee

CJSR Criminal Justice System Review

COIDA Compensation for Occupational Injury and

Disease Act

CPD Corporation for Public Deposits

CPLD CertiicateProgrammeinLeadershipDevelopment

CSI Corporate Social Investment

DC District Court

DoH Department of Health

DoJ&CS Department of Justice and Correctional Services

EE Employment Equity

eLAA e-Legal Aid Administration System

EVP Employee Value Proposition

FBO Faith Based Organisation

FMPPI Framework for Managing Programme

Performance Information

FWA Flexible Work Arrangement

GC Generally Compliant

GRAP Generally Recognised Accounting Practice

GRI Global Reporting Initiative

HC High Court

HCU High Court Unit

HR Human Resources

ICT Information and Communications Technology

IJS Integrated Justice System

ILU Impact Litigation Unit

IS Information Systems

IT Information Technology

JC Justice Centre

JCE Justice Centre Executive

KPI(s) Key Performance Indicator(s)

LAG Legal Aid Guide

LAN Local Area Network

LDD Legal Development Department

Legal Aid

SA

Legal Aid South Africa

LQA Legal Quality Assurance

LQAU Legal Quality Assurance Unit

LSMs Living Standards Measures

LSSA Law Society of South Africa

LSTC Legal Services Technical Committee

MAP Management Advanced Programme

MAR Matter Activity Report

MIS Management Information System

MRD Management of Remand Detainees

MTEF Medium Term Expenditure Framework

NEEC NationalEficiencyEnhancementCommittee

NGO Non-Governmental Organisation

NPA National Prosecuting Authority

NT National Treasury

OCP Organisational Culture Programme

PA(s) Professional Assistant(s)

PAA Public Audit Act

PAIA Promotional of Access to Information Act

Pr. Att(s) Principal Attorney(s)

PFMA Public Finance Management Act

PEEC ProvincialEficiencyEnhancementCommittee

PPPFA Preferential Procurement Policy Framework Act

No. 5 of 2000

PPU Payment Processing Unit

QA Quality Assurance

RC Regional Court

RD Remand Detainee

ROE Regional Operations Executive

SAFLII South African Legal Information Institute

SANAC South African National Aids Council

SAPTU South Africa Parastatal Institution Union

SCA Supreme Court of Appeals

SCM Supply Chain Management

SO SatelliteOfice

SOP Standard Operating Procedure

SP Strategic Plan

SPA Supervisory Professional Assistant

UNDP United Nations Development Programme

UPS Uninterrupted Power Supply

VoIP Voice over IP

VPN Virtual Private Network

WAN Wide Area Network

WFHR World Forum on Human Rights

GENERAL INFORMATION


2. Scope and Boundary of the Integrated Annual Report

The integrated annual report covers the activities and results of Legal Aid South Africa for the period 1 April 2014 to 31 March

2015. The integrated annual report has been prepared according to Generally Recognised Accounting Principles (GRAP), the

requirements of the Public Finance Management Act (No 1 of 1999) (PFMA), the recommendations of King lll and the National

Treasury Guide on the preparation of Annual Reports for Public Entities.

STATEMENT FROM GOVERNING BOARD ACKNOWLEDGING ITS RESPONSIBILITY FOR

ENSURING THE INTEGRITY OF THE REPORT

The Board of Directors (Board) acknowledges its responsibility to ensure the integrity of the integrated report. The Board has

accordingly applied its mind to the integrated report and in the opinion of the Board, the integrated report addresses all material

issues, and presents fairly, the integrated performance of the organisation and its impacts. The integrated report has been

prepared in line with best practice pursuant to the recommendations of the King III Code (principle 9.1).

TheannualreportwasapprovedbytheBoardofDirectorson25July2015andsignedontheirbehalfby:

Ms Vidhu Vedalankar

ChiefExecutiveOficer:LegalAidSouthAfrica

Judge President Dunstan Mlambo

Chairperson:BoardofLegalAidSouthAfrica

GENERAL INFORMATION


3. Strategic Overview

The2014–2015inancialyearwasthethirdandinalyearofimplementation of the Legal Aid South Africa Strategic Plan

2012–2017. During the period under review, a new Strategic

Plan 2015–2020 was developed taking into account the

externalandinternalenvironmentalinluencesthatimpactonthe organisation, and through a process of consultation with

internal and external stakeholders. The new Strategic Plan

2015–2020alignstothetermofoficeofgovernmentandhasbeen approved by the Board of Legal Aid South Africa and the

Executive Authority.

The outcomes, objectives and strategies as detailed in the

StrategicPlan2012–2017,areoutlinedbelow:

3.1. VISION

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.

3.2. MISSION

To be a leader in the provision of accessible, sustainable, ethical,

independent and quality legal services to the poor and vulnerable.

3.3. VALUES

i. Passion for Justice

ii. Ubuntu

iii. Integrity

iv. Accountability

v. Service Excellence

vi. People Centred Development

3.4. STRATEGIC OUTCOME ORIENTED GOALS

Theorganisation’soutcomesandobjectivesovertheperiod2012–2017:

Outcome 1:

Quality justice for all, focusing on the poor and vulnerable.

Objectives

i. Empowered clients and communities making informed

choices about their legal rights and responsibilities

ii. All poor and vulnerable persons able to access

quality public-funded legal services to protect and

defend their rights

iii. Anaccessible,effectiveandeficientjusticesystemserving all in South Africa

iv. Effective sustained stakeholder partnerships

able to jointly increase access to justice as well

as to support other external developing legal aid

organisations

v. Delivering on our constitutional and statutory

shareholder mandate in an independent,

accountable and sustainable manner

Outcome 2:

Respected, high performance, sustainable, accessible public

entity impacting positively on society, the economy and the

environment.

Objectives

vi. Financialandnon-inancialsustainabilityimpactingpositively on society, the economy and the

environment

vii. Good governance practices enabling high

performance and accountability

viii. A recognised, respected, independent and

acclaimed legal aid brand

ix. Delivery and business processes that are client

focused,eficient,effectiveandsustainablex. Aneffectiveandeficient,economicand

environmentally responsive supply chain

management system supporting client services

delivery and internal business processes

xi. Management information that is accurate, reliable

and timeous

xii. An expanded and capacitated/resourced national

footprint reaching the poor and vulnerable persons

requiring legal assistance

xiii. Committed, competent and dedicated employees

empoweredtodelivertheorganisation’smandateand strategies

xiv. Alearningandlexibleorganisationgrowingitsownknowledge base to optimise performance

xv. An organisation based on a people-centred culture

xvi. An Employee Value Proposition (EVP) able to

recruit and retain the best talent to deliver the

organisation’smandate/strategiesxvii. A values-based and ethical leadership inspiring

and harnessing the contribution of employees for

sustainableperformancegearedtoserveclients’needs

xviii. A modern, integrated, secure and effective IT

platform facilitating client services and linkages and

enabling internal business needs

The following 26 strategies were implemented to achieve the

outcomesandobjectives:1) Delivering client-focused legal aid, including to

vulnerable groups, in criminal matters within budget

constraints

2) Delivering client-focused legal aid, including to

vulnerable groups, in civil matters within budget

constraints

3) Delivering client-focused primary legal advice

services

4) Delivering client-focused impactful legal aid services

GENERAL INFORMATION


5) Developing new and alternative methods of

increasing access to justice

6) Contributing to the effective functioning of the justice

and legal sector

7) Implementing community education/outreach

programmes

8) Forging stakeholder partnerships to jointly increase

access to justice

9) Accounting to the Department of Justice (DoJ) and

Constitutional Development and Parliament on

delivery of mandate, governance and sustainability

10) Maintaininginancialsustainability11) Increasingsustainable(non-inancial)performance12) Maintaining and enhancing good governance

13) Strengthening and growing a sustainable recognised

brand

14) Maintaining a mixed-model legal aid delivery system

15) Building organisational models/structures to optimise

performance and delivery of legal/support services

16) Maintaining a regulatory framework incorporating

best practices

17) MaintainingstronginancialmanagementandSupply Chain Management (SCM)

18) Developing and enhancing accurate and reliable

Management Information Systems (MIS)

19) Maintaining the national footprint

20) Developing and expanding the legal quality and

expertise for each segment of the national footprint

21) Developing talent and improving competencies to

serve business needs and integrating competencies

into related programmes

22) Leveraging institutional knowledge to remain smart

and effective

23) Strengthening and stimulating the development of a

people-centred, values-based culture

24) Developing and implementing an Employee Value

Proposition (EVP) able to recruit and retain the best

talentandcultureit25) Developing values-based and authentic leadership

to ensure sustained high performance in order to

deliver on our mandate

26) Building an integrated, stable and reliable IT

platformservingclients’needsandinternalbusinessneeds within budget constraints

Progress made towards the achievement of the Objectives,

Strategies and Programmes is reported on in Section 4.

4. Legislative and Other

Mandates

Legal Aid South Africa derives its mandate from the Constitution

of the Republic of South Africa (Act 108 of 1996), the Legal Aid

Act (Act 22 of 1969), which on 1 March 2015 was replaced by

the Legal Aid South Africa, Act 39 of 2014, and other legislation.

4.1. CONSTITUTIONAL MANDATE

4.1.1. The Constitution of RSA (Act 108 of 1996)

Section 35(2) “Everyone who is detained, including every

sentenced prisoner, has the right –

(a) …

(c) to have a legal practitioner assigned to the detained

person by the state and at state expense, if substantial

injustice would otherwise result, and to be informed

of this right promptly; …”

Section 35(3) “Every accused person has a right to a fair trial,

which includes the right –

(a) …

(g) to have a legal practitioner assigned to the accused

person by the state and at state expense, if substantial

injustice would otherwise result, and to be informed

of this right promptly; …”

Section 28(1) “Every child has the right –

(a) …

(h) to have a legal practitioner assigned to the child by

the state, and at state expense, in civil proceedings

affecting the child, if substantial injustice would

otherwise result; …”

Section 34 “Everyone has the right to have any dispute that

can be resolved by the application of law decided in a fair

public hearing before a court or, where appropriate, another

independent and impartial tribunal or forum.”

4.2. LEGISLATIVE MANDATE

4.2.1. Legal Aid Act 22 of 1969 as Replaced by

Legal Aid South Africa Act 39 of 2014

(Assented to on 9 December 2014; Date of Commencement

1 March 2015)

The mandate and object of Legal Aid South Africa was

described in the Legal Aid Act of 1969, which remained in

forceuntilitwasreplacedon1March2015,withthefollowing:

“To provide legal aid for indigent persons and for that purpose

to establish a Legal Aid Board and to deine its functions; and to provide for incidental matters.”

(a) to obtain the services of legal practitioners

(b) to purchase or otherwise acquire or to hold or

alienate any movable property or, with the approval

of the Minister acting in consultation with the Minister

of Finance, any immovable property

(c) to hire or let any movable or immovable property

(d) to ix conditions subject to which legal aid is to be rendered, including conditions in accordance with

which any rights in respect of costs recovered or

recoverable in any legal proceedings or any dispute

in respect of which the aid is rendered, shall be ceded

GENERAL INFORMATION


to the board, and conditions relating to the payment

of contributions to the board by persons to whom

legal aid is rendered [Para. (d) substituted by section

1 of Act No. 47 of 1989.] (dA) to provide, subject to

section 3A(3), legal representation at State expense

as contemplated in section 25(1)(c) and (3)(e),

read with section 33(2), of the Constitution, where

substantial injustice would otherwise result [Para.

(dA) inserted by section 1(b) of Act 20 of 1996 with

effect from 1 May 2002]

(e) to do all such things and perform all such functions as

may be necessary for or incidental to the attainment

of the objects of the board

As of 1 March 2014, this mandate and objects were

substituted by the Legal Aid South Africa Act 39 of 2014,

which more extensively described the mandate of Legal Aid

SouthAfricainthefollowingmanner:

“To ensure access to justice and the realisation of the right

of a person to have legal representation as envisaged in

the Constitution and to render or make legal aid and legal

advice available; for that purpose to establish an entity

called Legal Aid South Africa with a Board of Directors

and to deine its objects, powers, functions, duties andcomposition; to provide for the independence and impartiality

of Legal Aid South Africa; to provide for the appointment

of theBoardofDirectors andqualiication formembershipthereof; to provide for the appointment of a chairperson and

a deputy chairperson; to provide for the term of appointment

of a member of the Board of Directors; to provide for the

termination of membership of the Board of Directors; to

provide for meetings of the Board of Directors, quorum and

procedure; to provide for the establishment of committees

by the Board of Directors; to provide for the delegation of

powers and the assignment of duties or functions of the

Board of Directors; to provide for the appointment of a chief

executiveoficerandhisorherfunctions;toprovidefortheappointment of employees and the designation of certain

oficialsasagentsofLegalAidSouthAfricaandtheirtermsand conditions of employment; to provide for the protection

of client privilege in certain circumstances; to provide for

the recovery of costs by Legal Aid South Africa; to provide

for the inances of Legal Aid South Africa; to provide forthe provision of legal aid by direction of courts in criminal

matters; to provide for the making of regulations; to provide

for the compilation of a Legal Aid Manual; to provide for the

amendment or repeal of laws; to provide for transitional

arrangements; and to provide for matters incidental thereto.”

Section 3 of the Legal Aid South Africa Act 39 of 2014,

outlinestheobjectsofLegalAidSouthAfricaasthefollowing:(a) to render or make available legal aid and legal advice;

(b) to provide legal representation to persons at state

expense;

(c) to provide education and information concerning

legal rights and obligations as envisaged in the

Constitution and this Act.

4.2.2. Other Legislation Impacting on Delivery of

Legal Aid

The following laws also require the government to provide

legalassistancetotheindigent:(a) Criminal Procedure Act (Sections 73, 309, 309B,

309C, 309D and 316) – Legal Representation in

Trials and Appeals

(b) The Child Justice Act (Sections 82(1) and 83(2)) –

Legal Representation for Children in Child Justice

Court (No child may be refused legal representation)

(c) Children’sAct38of2005(Section55(1))(d) Refugees Act 140 of 1998 (Section 27(b))

(e) Labour Relations Act 66 of 1995 (Section 149)

(f) Mental Healthcare Act 17 of 2000 (Section 15)

(g) Restitution of Land Rights Act 22 of 1994 (Section 22)

(h) Prevention of Illegal Eviction from and Unlawful

Occupation of Land Act 19 of 1998 (Section 4(5))

(i) Promotion of Equality and Prevention of Unfair

Discrimination Act 4 of 2000 (Section 10(5))

(j) Protection of Personal Information Act, Act N0. 4

of 2013

Legal Aid South Africa is able to provide assistance in these

instances if budget permits. All other proposed legislation or

proposed amendments to legislation, so far as they impact

onLegalAidSouthAfrica’smandateand/orclientsrights,aremonitored and commented on as part of the legal research

agenda.This is to ensure that clients’ rights are protectedand the mandate of Legal Aid South Africa is not extended

without concomitant funding.

4.3. PUBLIC FINANCE MANAGEMENT ACT

(PFMA)

The Public Finance Management Act regulates inancialmanagement in all spheres and levels of government to

ensure that all revenue, expenditure, assets and liabilities

are managed eficiently, effectively and economically.Furthermore, the Public Finance Management Act provides

management with guidelines that must be complied with for

the realisation of good governance. Legal Aid South Africa is

a Schedule 3A Public Entity.

Legal Aid South Africa complies with the requirements of

the Public Finance Management Act, Act 1 of 1999 (PFMA)

and National Treasury Regulations, which provide guidelines

that must be upheld and implemented for the realisation of

good governance. Legal Aid South Africa has maintained

full compliance with the Public Finance Management Act,

Treasury Regulations in the year under review.

GENERAL INFORMATION


5. Organisational Structure

GENERAL INFORMATION

Table 02: Organisational Structure

Accounting

Authority/Board

Chief Executive

OficerMs V Vedalankar

Chief Legal

Executive

Mr P Hundermark

Chief Operations

OficerMr J Makokoane

Internal Audit

Executive

Mr S Mamotheti

National Operations

Executive

Adv. B Nair

Manager Special

Projects

Ms L Timothy

Communications Executive

Mr M Phasha

Chief Financial OficerMs R Hlabatau

Corporate Services

Executive

Mr T Mtati

Human Resources

Executive

Ms A Clark

Information Systems

Executive

Mr A Mbatyoti

Board Secretary

Mr J Lethiba

Regional Operations

Executive – Eastern Cape

Mr H Bambiso

Regional Operations

Executive – Free State

and North West

Mr T Makamedi

Regional Operations

Executive – Gauteng

Adv. W Lambley

Regional Operations

Executive – KwaZulu-Natal

Mr V Mdaka

Regional Operations

Executive – Limpopo and

Mpumalanga

Ms M Kgabi

Regional Operations

Executive – Western and

Northern Cape

Ms C Robertson


GENERAL INFORMATION

5.1. COMPOSITION OF THE ExECUTIVE MANAGEMENT

Ms Vidhu Vedalankar

Chief Executive Oficer (CEO)BSc (University of Durban – Westville),

MTRP Masters in Town and Regional

Planning (University of Natal),

Executive Development Programme

(GIBS, University of Pretoria).

ChiefExecutiveOficerresponsibleforoverall strategic direction of Legal Aid

South Africa so as to realise the vision

andfulilthemission.

Mr Jerry Makokoane

Chief Operations Oficer (COO)BCom Economics (University of South

Africa), Diploma Data Processing

and Systems Analysis (University of

Zululand), MBA (Mancosa).

ChiefOperationsOficerresponsiblefor support operations within Legal Aid

South Africa.

Adv. Brian Nair

National Operations Executive

(NOE)

BPaed (University of Durban –

Westville), BEd (University of South

Africa), FDE Computer Studies

(University of Natal), Masters in

Business Leadership (University of

South Africa), LLB (University of South

Africa), Admitted Advocate, South

Gauteng High Court.

National Operations Executive,

responsible for ensuring the delivery of

cost-effective, high-quality legal services.

Ms Rebecca Hlabatau

Chief Financial Oficer (CFO)BCom, BCompt Honours, CTA

(University of South Africa),

MAP (Wits Business School),

Leadership Development Programme

(Wits Business School).

ChiefFinancialOficerresponsibleforstrategicallyguidinginancialmattersoftheLegal Aid South Africa in a manner that will

ensure its long-term viability as an upholder

of the rights of the people of South Africa to

effective high quality legal services.

Mr Patrick Hundermark

Chief Legal Executive (CLE)

BCom, LLB, (Nelson Mandela

Metropolitan University – Formerly

UniversityofPortElizabeth),CertiicateProgramme in Leadership Development

(CPLD) (Wits Business School),

Practising Attorney, Law Society of the

Nothern Provinces.

Chief Legal Executive responsible for civil

legal services delivery, the improvement of

quality and range of legal services offered

toLegalAidSouthAfrica’slegalaidapplicants, impact services, legal training

and pilot projects.

From left: Jerry Makokoane, Hope Bambiso, Rebecca Hlabatau, Mpho

Phasha, Cordelia Robertson, Tshotlego Makamedi, Joe Khosa, Lesleigh

Timothy, Sethopo Mamotheti, Patrick Hundermark, Joseph Lethiba, Brian

Nair, Mpho Kgabi, Thembile Mtati, Vidhu Vedalankar and Vela Mdaka.

Amanda Clark Andile MbatyotiAdv. Wilna Lambley


Mr Sethopo Mamotheti

Internal Audit Executive (IAE)

BCompt (University of South Africa),

Post Graduate Diploma in Accounting

Science (University of South Africa),

HDipTax (University of North West-

Potchefstroom), MBA (Gibbs),

CIA (IIA).

Internal Audit Executive responsible

for the assessment and evaluation

of risk and controls within Legal Aid

South Africa, including compliance

with the Legal Aid Act, Public Finance

Management Act and Treasury

Regulations, and the applicable

governance and common law

stipulations.

Ms Amanda Clark

Human Resources Executive

(HRE)

NationalDiploma:HousingandDevelopment Management (Technikon

SA),BTech:BusinessManagement(Technikon Natal), MBA (University of

Wales),Certiicate:AdvancedDiplomainLabour Law (University of South Africa).

Human Resources Executive,

responsible for the Human Resources

department and ensuring that the

human resources processes and

systems support the delivery of the

Legal Aid South Africa strategy.

Mr Mpho Phasha

Communications Executive (CE)

NationalDiploma:PublicRelationsManagement (Tshwane University

of Technology), MAP (Wits Business

School).

Communications Executive, responsible

for creating awareness about Legal Aid

South Africa services and educating

the public regarding accessing such

services, as well as building strategic

relations with relevant stakeholders.

Mr Thembile Mtati

Corporate Services Executive

(CSE)

BProc (University of Fort Hare),

CertiicateProgrammeinLeadershipDevelopment (CPLD) (Wits Business

School), Practising Attorney, Law

Society of the Northern Provinces.

Corporate Services Executive,

responsible for corporate services

including corporate legal services.

Mr Joe Khosa

Information Services Executive

(ISE) (Acting)

BSc Computer Science (University

of Limpopo), Postgraduate Diploma

Computer Science (University of the

Witwatersrand).

Information Services Executive,

responsible for the Information

Technology infrastructure and the

provision of support to all users within

Legal Aid South Africa. Acted in the

period 1 April 2014 to 31 March 2015.

Mr Andile Mbatyoti

Information Services Executive

(ISE)

BCom Honours (University of the

Western Cape), Masters in Business

Leadership (University of South Africa).

Information Services Executive,

responsible for the Information

Technology infrastructure and the

provision of support to all users within

Legal Aid South Africa. Seconded full-

time as Project Manager to the eLAA

Project – April 2014 to March 2015.

The following Regional Operations

Executives are responsible for

ensuring the eficient, effective and economic delivery of legal services

as contemplated by the Constitution

within their areas of jurisdiction:

Mr Hope Bambiso

Regional Operations Executive

Eastern Cape

BProc, LLB (University of Fort Hare),

LLM (University of South Africa),

Practising Attorney, Cape Law Society.

Ms Mpho Kgabi


Limpopo/Mpumalanga

BProc (University of the North West),

Higher Diploma in Drafting and

Interpretation of Contracts (University

of Johannesburg), Practising Attorney,

Law Society of the Northern Provinces.

Adv. Wilna Lambley


Gauteng

LLB (University of South Africa),

Practising Advocate,

South Gauteng High Court.

Mr Vela Mdaka


KwaZulu-Natal

BProc, LLB (University of Zululand),

Practising Attorney, KZN Law Society.

Mr Peter Makamedi


Free State and North West

BProc (University of Limpopo),

Practising Attorney,

Free State Law Society.

Ms Cordelia Robertson


Western Cape and Northern Cape

BCom, BProc (University of South

Africa), LLM (UWC), Practising Attorney,

Cape Law Society.

GENERAL INFORMATION


6. Foreword by the Board

Chairperson

Ilookbackattheinancialyear2014–2015withgreatprideandgratiicationasIrelectonthemanyheartwarmingstoriesassociated with Legal Aid South Africa. Among the highlights

of thisperiodare: our role in the justice clusterunder thenew administration; the passage of the new Legal Aid South

Africa Act; the adoption of our Strategic Plan 2015–2020;

our role in regional and global forums as a leading provider

of legal services for the poor, and our consistent record of a

highlevelofprobityintheinancialandgovernancespheres.

The period covered by this report was full of activities of

national signiicance, aswell as those for LegalAidSouthAfrica and its Board. First was the National Elections held

on 7 May 2014 (to elect a new National Assembly and

new provincial legislatures). With the new administration

came momentous changes, such as that of the erstwhile

Department of Justice and Constitutional Development being

re-organised as the Department of Justice and Correctional

Services. The year also saw Legal Aid South Africa, in

conjunction with the Department of Justice and Correctional

Services (DoJ&CS), the International Legal Foundation, the

United Nations Development Programme and United Nations

OficeonDrugsandCrime,hostingasuccessfulInternationalConference on promoting the UN Principles and Guidelines

on Access to Legal Aid in Criminal Justice Systems. Legal Aid

South Africa reviewed its Strategic Plan to align with the term

of government. The Strategic Plan 2015–2020 was approved

by both Board and the Minister of Justice and Correctional

Services. The long-awaited Legal Aid South Africa Act (39 of

2014)wasgazettedinDecember2014.Ielaborateontheseissues in the paragraphs that follow.

Let me begin with the Strategic Plan. It is the Board’sresponsibility to provide the strategic direction of the

business, as well approve its strategic plan. The Legal Aid

South Africa Strategic Plan 2015–2020 was developed

and approved in the year under review to coincide

with the term of office of the current administration of

government. This five-year strategic plan for 2015–2020

takes into account the external and internal environmental

influences, and identifies the strategic shifts we require

to enable us to execute our mandate in the next five-year

period.

It was approved by the Board in November 2014 after an

extensive consultation process involving management

committees and our staff, as well as external provincial

and national stakeholders, through a series of workshops

nationally.

As Chairperson, I was particularly gratified by the

enthusiasm and commitment displayed by the Board,

management, staff and all external stakeholders in this

important endeavour. I would like to extend my gratitude

to them all for having put all hands on deck to achieve

this mammoth task. I also thank our stakeholders for the

robust, yet constructive discussions we engaged in to

help us develop an inclusive strategic plan for Legal Aid

South Africa.

The Legal Aid South Africa Act (39 of 2014) was

gazetted in December 2014. It replaced the old LegalAid Act, 1969 (Act 22 of 1969). The new Act ushers in a

new era in the governance of Legal Aid South Africa. A

Transitional Board, comprising members of the previous

Board, will be operational for the 12-month period from

1 March 2015 to 29 February 2016, after which a new

Board will be constituted in terms of the new legislation.

The main function of the Transitional Board, in addition

to its ongoing fiduciary obligations, is to facilitate the

appointment of a new Board once the transitional period

has ended. All members of the Board of Legal Aid South

Africa, who were full members at the end of March 2014,

were automatically appointed to the Transitional Board.

“ I look back at the financial

year 2014–2015 with great

pride and gratification

as I reflect on the many

heartwarming stories

associated with Legal Aid

South Africa.”


Legal Aid South Africa continued to make a meaningful

contribution and impact at international forums on access

to legal aid. Seven delegations (from Ethiopia, Sri Lanka,

Myanmar, Nigeria, Kenya, Tanzania and Uganda) werehosted by the organisation in the year under review. This

is an indication that our business model and experience as

an organisation are highly sought after both regionally and

internationally. In this context, the major calendar event

was the International Conference on Access to Legal Aid

in Criminal Justice Systems.

As the host country and organisation, we together with

various government departments, staged this international

gathering in Johannesburg from 24–26 June 2014.

The conference brought together over 250 participants

from 67 countries to discuss effective strategies to improve

access to justice in criminal justice systems, consistent with

the United Nations Principles and Guidelines on Access

to Legal Aid in Criminal Justice Systems (UN Principles

and Guidelines) (A/RES/67/187). These guidelines and

principles were unanimously adopted by the 67th session

of the United Nations General Assembly on December 20,

2012.

Attheendofthreedays’deliberationsattheJohannesburgConference, a declaration, namely the Johannesburg

Declaration on the Implementation of the United Nations

Principles and Guidelines on Access to Legal Aid in

Criminal Justice Systems, was adopted. The Johannesburg

Declaration reiterates the commitment to ensure that poor,

vulnerable and marginalised individuals have access to

effectivelegalrepresentationforafairtrial inaneficientcriminal justice system based on the rule of law.

Legal Aid South Africa also attended the second World

Forum on Human Rights (WFHR), which was organised

by the National Council of Human Rights for Morocco

in partnership with the Brazilian and ArgentinianGovernments, along with the Ofice of the UN HighCommissioner for Human Rights. The Forum took place

in Marrakesh, Morocco from 27–30 November, 2014. We

were represented by Mr Patrick Hundermark, our Chief

Legal Executive. The Forum was aimed at contributing

to the emergence of a universal platform for dialogue

among governments, national human rights institutions

and civil society organisations, which are all working to

meetpeople’saspirationstorespect,dignity,equalityandjustice.

I also attended a number of international conferences

and forums, where Legal Aid South Africa was invited

to give expert advice and input on matters relating to

access to justice. The learnings from these conferences

were insightful and valuable and conirmed that theadvancement and provision of legal aid is an essential

elementofaneficientcriminal justicesystemandthat itis a foundation for the enjoyment of other rights, including

the right to a fair trial.

The Board of Legal Aid South Africa, being its highest

governance body, bears an oversight function for issues

pertaining to sustainability and the implementation of its

Sustainability Strategy, which was approved by the Board

at its meeting of November 2014. The nature of Legal Aid

South Africa’s work requires that the central pillar in itssustainability strategy is the social one. We are assured as

aBoardandareconidentthatotherpillarsofsustainability,namely the environmental sustainability and the economic

sustainability, will be prioritised as well.

Legal Aid South Africa recognises that external stakeholders

are a crucial component of our environment. Our engagement

with stakeholders continues to grow and yield fruitful results.

We collaborated with stakeholders in the justice cluster

and with civil society organisations to not only provide legal

services, but to also raise awareness of constitutional rights

through various methods and programmes, resulting in

increased ability of the poor and vulnerable to access justice.

In our various engagements with our stakeholders for the

Strategic Plan 2015–2020, we received comments and

suggestions on how to improve our work. Our Stakeholder

Report outlines the concerns raised by stakeholders and

how we have responded to these issues. I can say with

some pride that we now report on sustainability in a separate

section of this Annual Report.

Under the capable leadership of its Board of Directors, Legal

Aid South Africa practises good governance in all spheres

of the organisation. Strong inancial management andgovernance has enabled the organisation to deliver quality

legal services in an economic and effective manner. There is

a high level of compliance with Supply Chain Management

(SCM) policies, and effective measures to prevent fraud and

promote ethics have been maintained year-on-year. The

periodunderreviewwasnoexceptionandweareconidentthat Legal Aid South Africa will continue to maintain sound

inancialmanagementpractices.StabilityatBoard level isan important feature of good governance. We had one new

member, Mr Nkosana Mvundlela, who was appointed on

31 October 2013. Judge Edwin Molahlehi resigned on

31 May 2014 due to increased work commitments.

I take the opportunity to thank all my colleagues on the

Board for the advice, support, commitment and passion they

exude, and the time they have given to the organisation and

to the Board to help make this a success story.

Parliamentary Portfolio Committee Brieings were held inQuarter 2 of 2014–2015 focusing on the previous Legal Aid

South Africa Strategic Plan 2012–2017 Review for 2014–

2015; the Annual Performance Plan 2014–2015, and the

GENERAL INFORMATION


Budget in 2014–2015, as well as in Quarter 3 for the Annual

Report 2013–2014. The members of the Portfolio Committee

were complimentary of the performance of our organisation,

and its service to the country.

Legal Aid South Africa was not spared the pain that was

the Marikana tragedy. We grieved with the nation for this

senseless loss of life, and the harsh conditions under which

our working people have to labour. Our decisions on the issue

of funding various groups represented at the Commission of

Enquiry were not taken lightly.

At the time of writing this report, the Constitutional Court

had not pronounced on our funding parameters relating

to Commissions of Enquiry and other such investigations

which, in their nature, have no relevance to our mandate of

providing access to justice to persons without means who

are in conlict with the law or wish to pursue civil claimsin our courts. In line with our Constitutional mandate,

we have an obligation to utilise our limited resources to

serve the large mass of indigent members of our society.

Daily, our practitioners traverse every remote corner of South

Africa executing this mandate. Escalating demands on our

resources for matters outside our statutory remit, without the

concomitant increases in our budgetary allocation, threaten

our sustainability and viability as an effective legal aid system.

As with all public entities, budget constraints continue to

affect the operations of Legal Aid South Africa. As a result of

a Cabinet resolution, National Treasury implemented budget

reductions for entities with high cash balances. Legal Aid

SouthAfrica’sgrantallocationwasreducedbyR61,8millioninthe2015–2016andR92,7millioninthe2016–2017iscalyears.

As these cuts are to be funded from our cash reserves, they

will not negatively impact on our service delivery, and we

believe the impact will be mitigated by prudent management

ofourcashlowduringtheyear.LegalAidSouthAfricaalsowelcomed the appointment of Advocate Michael Masutha

was as the new Minister of Justice and Correctional

Services. Minister Masutha has immediately lent support to

our work in the provision of legal aid services to the poor

and vulnerable members of our society. We have had fruitful

discussions with him and Deputy Minister Mr John Jeffery.

I acknowledge his continued support and we look forward to

working with him.

Legal Aid South Africa is a high-performing organisation,

consistently achieving exceptional results each year. 2014–

2015 was no exception. My work as the Chairperson, and

indeed the work of the Board, is made much easier by the

hard work and rigour of all, in every facet of this organisation.

I must record my heartfelt thanks to our Chief Executive

Oficer, Ms Vidhu Vedalankar, and her outstandingmanagement team, whose leadership of the organisation

continues to be impeccable.

I also salute the foot soldiers of our organisation, at

nationalofice,regionaloficesandateveryoneofour128Justice Centres and Satellite Ofices. Their sterling workis acknowledged from the corridors of parliament to the

localities that our services reach.

As we enter this transitional year in the evolution of the Board

ofLegalAidSouthAfrica,Icansaywithconidencethatthefoundation that has been laid for the new Board is a solid

one, enabling this organisation to reach greater heights in the

pursuit of access of justice for all.


Chairperson:BoardofLegalAidSouthAfrica

GENERAL INFORMATION


7. Chief Executive Oficer’s Overview

Legal Aid South Africa has sustained its strong performance

with another successful year, characterised by good

performance across all areas of our work. Our core purpose

istofulilourconstitutionalmandate,andinsodoingensurea meaningful impact on the lives of poor and vulnerable

persons,andultimatelyonsociety.Iamsatisiedthatwehaveusedourresourceseficientlyandeffectivelytoachievethis.

During the 2014–2015 year we provided criminal and civil

legal aid, and legal advice services, to a total of 769,436

poor and vulnerable persons. Our mixed-delivery system

modelwasimplementedeffectivelyduringthisinancialyear.We served all criminal courts in the country, ensuring that

persons who are unable to afford legal representation do

not go through the criminal justice system unrepresented.

Legal assistance was also provided to clients in civil matters

to protect and defend their rights. Legal advice was also

provided through our national Justice Centre and Satellite

Oficenetwork,aswellasourtoll-freeLegalAidAdviceLine.Our commitment to ensuring delivery of quality legal services

continued through a process of ongoing training and quality

assessments.

In the past year our founding legislation, the Legal Aid Act,

1969 (Act 22 of 1969) was replaced by the Legal Aid South

Africa Act 39 of 2014, which came into effect on 1 March

2015. Transitional arrangements were implemented with

effect from 1 March 2015 to ensure the continuance of

effectiveandeficientgovernancestructuresandoperations.A new Board will replace the transitional Board (at the end of

the transitional period) on 1 March 2016.

The2014LegalAidGuide,whichwasratiiedbyParliamentandimplementedinthepreviousinancialyear,wasamendedand will remain valid for a period of two years, from 1 March

2015; while the Regulations and Manual, as prescribed by

the new Legal Aid South Africa Act, are being prepared in

conjunction with the Department of Justice and Constitutional

Development.

In the year under review we continued to work within a

framework of rigorous inancial management and goodgovernance, resulting in our fourteenth unqualiied auditfrom the Auditor-General. 98,1% of our R1,638 billion budget

for the past year was spent. In building our organisational

maturity level and sustainability, we have strengthened our

enterprise risk management processes and focused on

building a risk intelligent culture within the organisation.

Our people-centred programmes continued to build the

capacity of our most important resource – our staff. We

recorded recruitment levels of 94% and a turnover rate of

6%. Legal Aid South Africa has gained recognition for the

quality of its Human Resource policies by becoming part

of a renowned community of Top Employers for the sixth

consecutive year. The organisation was also voted as the

most preferred employer by law students in the 2014–2015

Universum Student Survey, conducted at 25 universities

across South Africa.

We implemented the third year of our 2012–2017 Strategic

Plan, which in effect was the last year, as we developed a new

Strategic Plan (2015–2020) to align to the term of government.

Looking back over the three years of implementation, I am

pleased to report that we have made great strides towards

achieving our strategic shift of “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.”

The Legal Aid South Africa Strategic Plan 2015–2020 was

approved by the Board and the Executive Authority, and tabled

inParliament inMarch2015.Ourfocusfor thenextive-yearperiodwillbeasfollows:

“ Legal Aid South Africa

has sustained its strong

performance with another

successful year, characterised

by good performance across

all areas of our work.”


i. Existing and expanded points of access for clients

further developed, within available funding.

ii. Priority to civil legal aid assistance in constitutional

rights-related matters.

iii. Quality management of legal aid services, responsive

to client and stakeholder feedback on quality.

iv. Contributing to BUILDING SAFER COMMUNITIES by

implementing the adopted protocols from the Criminal

Justice System (CJS) Review and the Civil Justice

System Review.

v. Proactively making the justice system function more

effectivelyandeficiently.

Whilst we are not bound by regulatory requirements, or

compliance pertaining to sustainability, it is important from a

good business and governance perspective for us to engage

with sustainability. Our strategic planning process highlighted

important issues that will shape the future of our organisation.

Sustainability was one of the issues that was emphasised during

the development of the Legal Aid South Africa Strategic Plan

2015–-2020. Informed by the latter, a sustainability strategy

was developed. The process of developing our Sustainability

Strategy 2015–2020 provided us with an opportunity to refocus

our approach to sustainability to achieve more deined andfocused social, economic and, to a lesser extent, environmental

goals.

Our legal services delivery was done through our national

footprint of 64JusticeCentres (JCs)and64SatelliteOfices(SOs).Whilenonewoficeswereopenedduringtheinancialyear, some ofices were relocated or expanded to improveaccess and service delivery to clients. Our services were

provided through a total of 2,619 employees, of which 2,071

(79%) was legal staff, including paralegals. In addition we

utilised the services of over 600 Judicare practitioners, nine co-

operationpartnersandiveagencyagreementswithprivatelawirms.Legalservicesweredeliveredthroughourmixed-modelsystem of delivery, with 94% of new legal matters handled by

our JCs, 5% by Judicare practitioners, 1% by co-operation

partners,andagencyagreementswithprivatelawirms.LegalAid South Africa handled 448,195 new legal aid matters during

this past year. These included 394,172 (88%) criminal legal

matters and 54,023 (12%) civil legal matters. We also provided

advice in 321,241 matters. This represents a 0,2% increase in

legal matters, which is a marginal increase in new legal matters

anda2,4%decreaseinadvicematters.Weinalised444,630legal matters, of which 56,286 were civil matters.

New criminal legal aid matters of 394,172 increased by 1%

when compared to theprevious inancial year.This increasealigns to the demand for legal services from criminal courts.

In covering all criminal courts, the District Court coverage was

87%, Regional Court coverage was 96%, and in the High Court

coverage included all matters requiring legal aid. Legal Aid

South Africa is the legal representative of record in the majority

of criminal appeal matters heard in the Supreme Court of Appeal

(SCA). We also dealt with a high number of full bench appeals

in the various divisions of the High Court. During the year under

review, Legal Aid South Africa dealt with a total of 30 criminal

appeals in the SCA. We achieved successful outcomes for our

clients in 23 (77%) of these appeals, which was higher than the

50% success achieved by private legal representatives in the

24 appeals they dealt with in the SCA.

Legal Aid South Africa assisted children in 16,483 matters.

11,651 (71%)of thesewere children in conlictwith law.Weprovided legal aid to children in 3,336 new preliminary inquiry

matters. We have a system in place to track children awaiting

trial in custody so that these matters are prioritised, and this

enabledustoassist605childreninnewmatters,inalised506matters and, as at the end of March 2015, we were assisting

103 children in custody awaiting trial. The number of children

in conlict with the law assisted by Legal Aid South Africadecreased by 0,3%, which would be due to the successful

diversion of children in terms of the Child Justice Act.

In enhancing the effectiveness of the justice system, we

participate in all structures within the Criminal Justice System

(CJS) established at local, provincial and national level. This

includes theProvincial andNationalEficiencyEnhancementCommitteesestablishedbytheOficeoftheChiefJustice.Wecontinued to monitor all Remand Detainees (RDs) who are in

custody in excess of two years. Through discussions with other

stakeholders in the Criminal Justice System, it became apparent

that the tracking system utilised by Legal Aid South Africa was

very advanced and was capable of providing information that

could be utilised by other court stakeholders to address the

situation of long serving RDs. We have since been requested

to play the lead role in the tracking and monitoring RDs in

the cluster by providing reports that assist with identifying the

cause of delays in each individual matter so that the relevant

stakeholders can address these delays at local level.

In the year under review, our JCs continued to render

outstanding service to our clients in both criminal and civil

matters. They dealt with a wide variety of cases, some of which

arose from very unique facts or circumstances. A number of

these cases attracted the attention of the media. Some of these

cases raised interesting questions of law or had the potential

to create legal precedent. Yet some cases stand out, because

of the sheer determination of our practitioners to give their all

in pursuit of the best possible outcome for their clients. In the

criminal cases that we deal with, children often feature on either

sideofthelaw.Wherechildrenarethemselvesinconlictwiththelaw,ourpractitionershavebecomeproicientatapplyingtheChild Justice Act, and all effort is made to divert the child away

from the Criminal Justice System.

Our Durban JC represented a 16-year-old girl, “SN”, who

was charged with the possession of a substantial quantity of

marijuana. Through careful enquiry, our practitioner was able

to establish that the child had run away from home and was

GENERAL INFORMATION


living on the streets. She was being used to sell drugs by some

foreign nationals who rewarded her with drugs; as a result she

had become addicted to drugs. She had been arrested on a

previous occasion and placed in a Place of Safety, but had

escaped. The child alleged that she had no parents or guardian.

In the absence of a guardian, she could not be diverted. The

practitioner approached social workers at a Place of Safety with

a request to prepare a report on the accused. Based on their

report, the practitioner was able to successfully apply to have

the child declared as a Child in Need of Care in terms of section

50 of the Child Justice Act as a result of which the prosecution

against her did not proceed.

In 2014–2015 we provided legal services in 54,023 new civil

matters, which was 12% of new legal matters. This amounted to

a 5,5% decrease in civil matters, which can be attributed to the

number of matters being taken on, being better aligned to the

capacity of our civil practitioners, as well as a marginal increase

in staff capacity during this period. Children were assisted in

4,831 new civil matters, representing 29% of the children’smatters with which we dealt.

Legal advice was provided through 321,241 consultations,

the majority of which were walk-in clients at our JCs and SOs.

Our Legal Advice Line call centre provided advice to 42,866

of these matters. The decrease in advice matters links to the

demand for advice, as well as the capacity to advertise the

services of the Legal Aid Advice Line. Paralegals were involved

in consulting with clients at community facilities in rural and peri-

urban areas. The provision of civil advice ensured that clients

and communities were able to understand their rights and

obligations, and were assisted to resolve their issues or referred

to institutions that could assist them.

In the matter of Westbrook Residential Development v Sipho

Xaxaka and others we received instructions to oppose the

eviction of 54 families who had resided in an area known

asParson’sVlei forclose toacentury.Our legalpractitionerrequested the municipality provide an impact report regarding

the impact on households headed by women, children, the

elderly, those suffering with HIV/AIDS, and those with disabilities.

We also asked for proposed areas of relocation. Relocation to

an area known as Chatty, situated some 30 kilometres away,

was proposed but this was not acceptable to our clients. At

the hearing, the court found against our clients, but the area

of Chatty became unavailable, leaving room for us to negotiate

further on behalf of our clients. Eventually, the municipality

offered to relocate the families to Malabar, an area that is closer

toParson’sVlei.Ourclientsacceptedthisofferbutwerealsoable to negotiate a temporary home with water and electricity

foreachfamily,ablutionfacilities,asecurityfence,loodlights,as well as compensation for the added costs of transportation.

During February 2015, the families moved into their new homes

valuedatR90,000each.Theseunitsaresafeandireresistant.For most of the families, this represents an improvement on the

conditionstheyenjoyedwhentheylivedinParson’sVlei.

In the matter of NC Mafele & Another v The Minister of Police &

others our client, who is mentally ill, was arrested for murder on 8

December 2009. The client was never brought before court and

on 10 December 2009 the matter was struck off the roll in his

absence. The client was however never released and remained

in police custody until August 2011 when his family approached

Legal Aid South Africa. The client was released immediately.

An action for damages was brought on behalf of the client and

the Minister of Police conceded merits in our favour and offered

R500,000 as a settlement, which was accepted by the client.

Of the 47 matters that were assessed for impact funding, 18

new impact matters were approved in 2014–2015. Eight of

thenineinalisedmattersweresuccessfullyconcluded in theinancialyear,resultinginasuccessrateof89%.Thenatureofthe impact matters ensures that despite the low volumes, the

outcomesimpactmorebroadlythanonjustthespeciicclientsassisted.Thesemattersensurethatclients’constitutionalrightsare enforced or protected and legal precedents impacting

widelyonourclients’rightshavebeenachieved.

One such matter is Lorraine Sophie Botha and Another v Henry

Robins Rich NO and others CCT 89/13. In this matter, Sophie

Botha managed to survive by operating a laundromat that

generated an income of approximately R5,000 a month. On

19 November 2003 Sophie Botha entered into a contract with

the JJW Hendricks Trust, in respect of the sale of immoveable

property for the sum of R240,000. In terms of the contract

Sophie Botha had to pay the monthly sum of R4,000 in respect

of the purchase price. On 17 March 2009 the Trust brought an

application against Sophie Botha to cancel the contract and

evict her from the property from which she ran her small-scale

business. The Trust alleged that Ms Botha was in arrears in

the amount of R40,000, and thus the contract was breached

prompting cancellation. The High Court handed down judgment

in favour of the Trust. The SCA was petitioned and leave to

appeal was granted to the full bench. The full bench in turn

dismissed the application. The matter was thus taken on appeal

to the Constitutional Court, because the client had paid almost

three quarters of the purchase price and the Trust cancelled the

contract because of arrears relating to one missed payment,

which occurred in December of the previous year. At the time of

the breach, Sophie Botha was not placed in arrears by the Trust.

Instead, the breach in payment was only relied upon by the Trust

when the full purchase price was almost paid and Sophie Botha

asked for transfer of the property into her name as provided for

in the contract. It was argued on behalf of Sophie Botha that the

Trust could not rely on the breach, demand cancellation of the

contract and then retain the property as well as the monies paid

in by Sophie Botha.

The Constitutional Court held that Sophie Botha was entitled to

transferoftheproperty,astheremedyofspeciicperformanceis not excluded by section 27 of the Alienation of Land Act, (the

Act) and furthermore that it would be unfair to deprive Sophie

Botha of the transfer as she had already paid a large portion of

GENERAL INFORMATION


the purchase price of the property. The Court, however, went

further to state that in order to ensure fairness, Sophie Botha

would have to pay the outstanding arrears. This matter thus

assisted in testing the provisions of the Alienation of Land Act 68

of 1981 against the values of the constitution, and furthermore

ensured that Sophie was able to continue earning a living and

not be unfairly deprived of ownership of a property.

In a separate issue, we were pleased with the judgment handed

down by the Western Cape High Court in the matter of De Vos

NO and Others v the Minister of Justice and Constitutional

Development in which we mounted a challenge to the

constitutionality of sections 77(6)(a)(i) and (ii) of the Criminal

Procedure Act 51 of 1977. Advocate Anna-Marie de Vos was

appointed as curatrix-ad-litem to a mentally challenged 14-year-

old boy who fatally stabbed a 14-year-old girl, resulting in him

being arrested and charged with murder in the Oudtshoorn

Magistrate’sCourt.Theaccusedwasassessedbythreedoctors,who were in agreement that he was mentally disabled. It was

further agreed that the accused was not able tounderstand court

proceedings nor appreciate the wrongfulness of his conduct.

Prior to the matter being heard in the Western Cape High

Court, with the Minister of Health cited as a respondent, the

Stellenbosch Justice Centre applied for the matter of Pieter

Snyders to be heard together with that of De Vos NO. The

second matter was in relation to an application brought forward

by the Stellenbosch Justice Centre on behalf of a 35-year-old

Down syndrome male who was detained at a mental institution

on charges of rape. Although no evidence was given linking

the accused to the crime, he still had to be detained as a state

patient or as an involuntary patient due to his mental disability.

It was argued that sections 77(6)(a)(i) and (ii) of the Criminal

Procedure Act are inconsistent with the rights enshrined in

the Bill of Rights, namely the right to equality before the law,

includingtherighttoequalbeneitofthelaw;therighttoequality;the right to human dignity, and the right to freedom and security

of the person – including the right not to be detained without

trial. The High Court ruled that sections 77(1)(a)(i) and (ii) of

the Criminal Procedure Act 51 of 1977 are unconstitutional as

apresidingoficerinthesecircumstanceshasnodiscretiontodecide where to place a person found incompetent to stand trial

other than at a mental health care facility, and furthermore gave

Parliament a time frame in which to address issues of legislation

that deal with the fate of mentally disabled persons who have

been accused of crimes. The judgment has been referred to the

ConstitutionalCourtforconirmationoftheorderofinvalidity.

The cases cited above illustrate Legal Aid South Africa’ssteadfast commitment to ensuring the realisation of the rights

enshrined in the Bill of Rights and that the voices of the most

vulnerable members of our society are heard by our courts.

Maintaining a high quality of legal services remains a priority

and as such we have in place a number of interventions aimed

at ensuring that practitioners render services in compliance with

our quality requirements. Reviews by our independent Legal

QualityAssuranceUnithaveconirmedthatourpractitionersare rendering legal services in compliance with our quality

requirements. This is evidenced by the reduction in the

number of practitioners failing to achieve our quality targets.

This indicates the success of our programmes aimed at

maintainingand improvingquality.During this past inancialyear we also introduced a system of monitoring the quality of

legal services rendered by Judicare practitioners.

The provision of quality legal services is also linked to

training programmes. Legal staff attended training at the

Justice Centres as well as training arranged by our Legal

Development Department. We continued building up our

consolidated knowledge management repository, which gives

practitioners access to a substantial amount of resources,

including e-learning modules, electronic legal libraries

and legal research papers. An internal blog with case law

discussions and legal newsletters facilitates engagement and

promotes ongoing learning. All categories of legal practitioners

achieved their quality targets, which is an indication that our

quality monitoring and intervention programmes have the

desired effect.

Theyearunderreviewwascharacterisedbysoundinancialplanning and expenditure management. Payments to Judicare

practitioners and other creditors met the required targets. We

pay serious attention to governance, hence compliance with

laws and regulations is tracked and reported on to the Board.

Our Internal Audit Department conducted quarterly audits

on compliance with the PFMA and Treasury Regulations.

Following the external audit of Legal Aid South Africa, the

Auditor-Generalexpressedacleanunqualiiedauditopinionfor the inancial year 2014–2015. The Bid AdjudicationCommitteefunctionedeffectivelyandLegalAidSouthAfrica’sSupply Chain Management policy and procedures have been

developed to ensure that inancial activities are conductedin line with the PFMA, National Treasury Regulations, the

Preferential Procurement Policy Framework Act and Broad

Based Black Empowerment Act. We ensured that all policies

and standard operating procedures were reviewed and

updated as necessary in order for these to remain relevant

and keep up with best practice and legislative amendments.

Our Internal Audit Department continued to provide assurance

to management and the Board, and completed their Internal

Audit Coverage Plan over and above the required number of

audits targeted (9% more than the target).

People Development Programmes were successfully

implemented and the success of our reviewed Employment

Value Proposition (EVP) can be seen through our high

recruitment rates and low turnover rates, as well as

the recognition we have received from external human

resources rating bodies. The year under review was the

third year of our Leadership Development Programme.

GENERAL INFORMATION


The programme continued through thought-provoking

leadership conversations focused on competencies, aimed

at leveraging learning amongst our leaders.

During the year under review the IT VPN upgrade roll out,

in line with business growth requirements, was completed

and a new IT helpdesk system as well as an HR portal were

developed. Although our Ad Ininitum legal administrationsystem has been stabilised, it has to be closely monitored

while the process of developing a new IT system, which will

enhance our IT capabilities, commenced.

As part of our efforts to promote our brand, market our services

and establish stakeholder partnerships, we collaborated with

numerous government and community structures and NGOs in

conducting community outreach initiatives, as well as participating

in key human rights events at local and national level. Public

education programmes targeting our clients raised awareness

around constitutional rights and our community outreach

programme exceeded the target. As a result of these initiatives,

our brand is recognised as part of the community safety net.

A blog was initiated as part of our internal communications

programme and has been successful in keeping our staff up

to date and engaged.

The Board and Board Committees held meetings as scheduled

andallmeetingswerequorate.TheBoardeffectivelyfulilledits strategic oversight role, providing guidance and decisions

on policy and strategy matters. The Board was involved in the

development of the new Strategic Plan 2015–2020 through

participation in Board workshops, as well as stakeholder

workshops held nationally and provincially.

Some of the challenges experienced during the year under

review include a lack of relief staff, which resulted in some

courts being unable to function in the absence of our

practitioners for any reason, which impacts on access to

justice for our clients. The number of Regional Court and High

Court matters pending beyond turnaround targets currently

exceeds our targets. There are various contributing factors

for this and these matters are tracked to ensure that they are

inalisedaspromptlyasispossible.Delaysinobtainingcourtrecords posed a challenge at some courts, resulting in the

number of backlog appeal matters being high.

Although there was a decrease in the number of new civil

matters taken on (when compared with last year), the demand

for civil legal aid services at many of our JCs exceeded our

internal capacity.

Although we commenced with our new IT legal aid

administration system, the project timelines for the

development of the new Electronic Legal Aid Administrative

System (eLAA) extended beyond the full roll out target

period of December 2014.

Looking forward, the constrained inancial situation willcontinue to place pressure on resources. National Treasury

informed us of reductions to the baseline allocation in the

2015–2016and2016–2017inancialyears.Budgetcutswillbe supplemented by cash reserves in the short term, it being

noted that the cash reserves are required to meet liabilities

andthatmanagingthecurrentassets:currentliabilitiesratiowill allow these to be utilised in the short term. These budget

cuts will therefore not impact negatively on any service

delivery. Additional posts for the court expansion programme

(an additional R18 million in 2015–2016) linked to the

appointment of new magistrates will allow Legal Aid South

Africa to provide a service at these new courts.

The organisation is geared to deliver on its Strategic

Plan 2015–2020 and has an approved Enterprise Risk

Management Plan in place tomitigate risks identiied andemerging. Legal Aid South Africa is committed to building a

sustainable organisation, with a capacity for continuance. The

organisation has also developed a Sustainability Strategy,

which positions it to ensure that sustainability is embedded

into the business practice and to promote sustainable growth

through economic, social and environmental value creation.

We see our mandate as the delivery of legal aid services to

individual clients being key to increasing access to justice

for the poor and vulnerable in a sustainable manner, thus

contributing to a more equitable society.

I express my appreciation to the Legal Aid South Africa

team – to all the employees of Legal Aid South Africa and

the management team for their individual and collective

contributions, which have ensured that we continue to deliver

at the high standards set and maintained over the past years.

I would also like to thank the Board of Legal Aid South Africa

for their ongoing commitment. We appreciate the knowledge

and experience that they make available to the management

team. A special word of gratitude is extended to Judge

President Mlambo, our Board Chairperson, for his support

andsteadfastleadershipduringthispastinancialyear.

As we celebrate our achievement of our continued high

performance, let us maintain our dedication and keep up

the good work as we continue to make the constitution

and human rights a living reality by impacting on the lives

of ordinary people in our country. Legal Aid South Africa

commits to continue striving towards the realisation of access

to justice for all.

Ms Vidhu Vedalankar

ChiefExecutiveOficer:LegalAidSouthAfrica

GENERAL INFORMATION


PARTB:PERFORMANCE INFORMATION


1. Statement of Responsibility for Performance Information for the

year ended 31 March 2015

TheChiefExecutiveOficer isresponsibleforthepreparationofLegalAidSouthAfrica’sperformanceinformationandforthejudgements made in this information.

TheChiefExecutiveOficer is responsible forestablishingand implementingasystemof internalcontroldesignedtoprovidereasonable assurance as to the integrity and reliability of performance information.

Inmyopinion, theperformance information fairly relects theactualachievementsagainstplannedobjectives, indicatorsandtargetsasperthestrategicandannualperformanceplanofthepublicentityfortheinancialyearended31March2015.

LegalAidSouthAfrica’sperformanceinformationfortheyearended31March2015hasbeenexaminedbytheexternalauditorsand their report is presented on page 105.

The performance information of Legal Aid South Africa set out on page 25 to page 54 was approved by the Board.

Ms Vidhu Vedalankar

ChiefExecutiveOficer:LegalAidSouthAfrica25 July 2015

2. Auditor’s Report: Predetermined ObjectivesThe role of the AGSA/auditor is acknowledged as critical to the sustainability of Legal Aid South Africa, as it provides independent

assurance that activities being carried out within Legal Aid South Africa are in accordance with the approved predetermined

objectives and mandate.

The audit conclusion on the performance against predetermined objectives is included in the report to management, with material

indingsbeingreportedunderthePredetermined Objectives in the Report on Other Legal and Regulatory Requirements.

Please refer to page 105 of the Report of the Auditor-General, published in Part F: Financial Information.

PERFORMANCE INFORMATION


3. Overview of Legal Aid South

Africa’s Performance

3.1. SERVICE DELIVERY ENVIRONMENT

Legal Aid South Africa has a national footprint of 64 Justice

Centresand64SatelliteOfices.Thelocationofouroficesis carefully chosen so that they are aligned to the courts

and located close to public transport facilities, in order to

be accessible to clients. We make use of a cost-effective

mixed model delivery method to improve court coverage

and service delivery. Our Justice Centre model has made it

possible for us to extend the delivery of criminal legal aid

services to all courts throughout the country. Furthermore,

our use of a practitioner per court model has improved

the low of cases at courts. A research study of all courtrolls that we conducted recently has given us a complete

understanding of the demand for criminal legal aid services

in every criminal court in the country. In the year under review

Legal Aid South Africa continued to provide criminal and civil

legal aid services through its national footprint.

In the2014–2015inancialyear448,195newmattersweretaken on. This represents a 0,2% growth in new matters over

thepreviousinancialyear.394,172(88%)werenewcriminalmatters and 54,023 (12%) were new civil matters. The vast

majority of these new matters (94%) were handled by the JCs.

Duringthissameperiod444,630matterswerealsoinalised.

The Justice Centre civil legal aid delivery model utilises

practitioners with high experience levels in civil litigation.

SOPs have been developed to guide the operations of all

civil units and civil sections. Administrative support to civil

practitioners has also been improved. Extensive online

support systems have also been introduced to assist civil

practitioners in carrying out their work. There are, however,

some challenges in the recruitment of practitioners in

specialist areas such as labour law.

High Courts are covered by experienced High Court Unit

(HCU) practitioners. A Central Court roll model was in place

for High Court coverage and legal representatives were

allocated to all matters that required legal aid. Legal Aid

South Africa HC practitioners were allocated matters for an

average of 76% of the days on which courts were sitting

duringtheinancialyearunderreview.Theorganisationhasa quality management programme and provides extensive

support for the preparation of cases.

Legal Aid South Africa received additional funding for the

CaseBacklogProject.Inthe2014–2015inancialyear,thisfunding was utilised to create 96 new permanent posts.

Thirteen of these positions were administrative positions,

while 83 were legal positions. This enabled Legal Aid South

Africa to increase its capacity to provide legal aid in all Case

Backlog Courts. Backlog courts have now been included as

part of our normal court coverage programme.

General legal advice is an integral part of our service delivery

programme. General advice is provided by dedicated

paralegalswhoarestationedatall128ofourofices,aswellas at our call centre, namely the Legal Aid Advice Line. A total

of 321,241 general advice consultations were conducted

duringtheinancialyearunderreview.Thisrepresentsadropof4%overthepreviousinancialyear.

The Legal Aid Advice Line makes it possible for clients,

particularly those in rural areas, to access instant legal

advice through a toll free telephone service. The Call Centre

logged 42,886 general advice consultations. This represents

a decrease of 23% over the previous inancial year. Thedecrease in the call centre volumes can be mainly attributed to

the limited advertising, particularly broadcast (TV and radio),

which directly impacts on call volumes. In addition, the basis

for calculating the number of advice calls changed in the period

under review in that follow up calls are no longer included in

the statistics for new advice matters. The previous system was

not able to distinguish follow up calls.

Legal Aid South Africa also greatly improved its management

and monitoring of remand detainees and Children Awaiting

Trial in custody (CAT). Legal Aid South Africa is currently

playing the lead role within the CJS cluster in the monitoring of

remand detainees in order to address case backlogs, as well

as monitor the length of time that remand detainees spend in

custody awaiting trial. During the period under review, Legal

Aid South Africa monitored 605 new CATs in custody. We also

assisted ininalising506mattersofCATs.At theendof theinancialyear, therewere103CATs incustody,ofwhich71children were in custody for periods in excess of one month.

Each of these children was individually tracked on our CAT web

page to ensure that their matters received priority attention.

Legal Aid South Africa provides quality legal services and

has a quality management programme in place as well as

systems and processes to ensure eficient service delivery.The programme is implemented at all JCs. The Legal Quality

Assurance Unit (LQAU), located within the Internal Audit

Department provided our Executives and the Board with

reportsthatconirmedandgaveassurancethatqualitylegalservices were delivered by practitioners, both internal and

external (Judicare and Co-operation partners). Legal Aid South

Africa was an active participant in the Management of Remand

Detainees (MRDs) committee until its work was wound up

earlier this year. Legal Aid South Africa has now taken the role

oftheleadorganisationinensuringthatProvincialEficiencyEnhancement Committees (PEECs) prioritise the monitoring

of remand detainees in custody over two years. A report

that details the top 20 longest serving remand detainees per

province is tabled at all PEEC meetings attended by Legal Aid

South Africa.



Funding continues to pose a major challenge to the

provision of legal services by Legal Aid South Africa.

As a result of this challenge, we were unable to provide

the required level of practitioner capacity at many of our

criminal courts. A major challenge in our court coverage

programme and one that has attracted a lot of criticism,

especially in our coverage of the lower courts, has been

the absence of a relief component to substitute for our

practitioners when they become unavailable for any

reason. This has often led to courts being unable to

function effectively whenever one of our practitioners is

absent. We are, however, pleased to report that during the

latter part of this inancial year, our Board approved theimplementation of a limited court relief programme at 33 of

our Justice Centres. It is anticipated that this programme

will help alleviate some of the pressures occasioned by

the unavailability of practitioners and thereby improve the

eficientoperationofourcourts.

Legal Aid South Africa continued to contribute to and

implement the recommendations of the Criminal Justice

System (CJS) Review. During the inancial year underreview Legal Aid South Africa attended and contributed to

meetings of the CJS Review Committee. Legal Aid South

Africa has implemented all recommendations and protocols

that affect Legal Aid South Africa. We also monitored and

provided input to proposed legislative changes and other

relevant proposals.

3.2. ORGANISATIONAL ENVIRONMENT

Strong inancial management and governance is anintegral part of the Legal Aid South Africa environment.

This has enabled us to continue to deliver to many more

South Africans in a sustainable manner. Legal Aid South

Africacontinuedtolookforeficiencymeasuresinhandlingits budget expenditure in light of budget cuts implemented

by National Treasury. Legal Aid South Africa has also

looked to reduce costs associated with ever increasing

accommodation costs. In this respect, it continues to look

foropportunities topurchaseoficeaccommodation.Thiswill enable the organisation to mitigate increasing rental

costs and, most importantly, ensure we maintain access to

justice to indigent persons by sourcing locations close to

the communities and the courts we serve.

As a dynamic business organisation it is incumbent

upon Legal Aid South Africa to ensure that when major

catastrophes arise, the organisation is able to either

continue working or resume operations in the shortest time

possible.Oneofthechallengesinthe2014–2015inancialyear has been power outages impacting on business

operations. It has since become dificult to know andpredict the times at which Eskom would reduce demand

of electricity, by load shedding. These unexpected power

interruptions have regrettably had a negative effect

on Legal Aid South Africa’s business operations andproductivity of employees. To counteract the effects of

load shedding, Legal Aid South Africa sought to procure

UninterruptedPowerSupply(UPS)forregionaloficesandJCs to ensure sustained productivity. The installation of

theUPSwillbecompletedinthenewinancialyear.

The electronic biometric clock in system was procured in

the2013–2014inancialyearandintheyearunderreview,Legal Aid South Africa began the implementation of the

system at all its operations throughout the country. The

aim is to improve accountability within ofices dispersedacross the country, as well as reduce the challenges with

the use of manual attendance registers by staff. Selecting

a paperless option also contributes to the reduction of our

carbon footprint.

Legal Aid South Africa was lauded for its role in the Small

Claims Courts by the Deputy Minister of Justice and

ConstitutionalDevelopment,MrJohnJeffery,attheoficiallaunch of the Small Claims Court in Howick on 8 October

2014.

The Small Claims Courts are used to settle minor civil

disputes and claims between parties without the use of

legal representation in an informal, simple, cost-effective

andspeedyprocess.This conirms thatLegalAidSouthAfrica is committed to corporate social responsibility. 161

Legal Aid South Africa lawyers have been appointed as

commissioners country-wide.

Our Human Resources programme continues to focus on

talent management, employee wellness, organisational

culture and leadership, thus developing a competent

and motivated workforce able to serve our clients and

communities to achieve our vision. Our low turnover rate

has created a stable work environment better able to

strivetofulilourmission.Intheyearunderreview,LegalAid South Africa was also voted amongst Top Employers

in South Africa for the sixth year in a row.

Legal Aid South Africa was also rated as the best employer

of choice by law students in a Universum survey. This was

a remarkable achievement for Legal Aid South Africa, an

improvement from its performance in 2013–2014, when it

was rated second. The Universum Ideal Employers Survey

is delivered to students, graduates and professionals.

The results of the Universum Talent Survey reveal how

students perceive organisations as employers in South

Africa.

The research functions as a basis for decision-making

when choosing target groups, messages and channels

for future employer branding campaigns, and as a control

instrument for measuring the appeal an organisation has

intheeyesofitsspeciictargetgroups.



3.3. KEY POLICY DEVELOPMENTS AND

LEGISLATIVE CHANGES

The promulgation of the Legal Aid South Africa Act

39 of 2014 on 9 December 2014, and the subsequent

implementation of said Act on 1 March 2015, has resulted

in a Transitional Board that will steer the Board through

the next 12 months while a new Board is constituted

in accordance with the requirements of the new Act.

All the relevant transitional arrangements have been

operationalised and all governance structures are still

functioning eficiently and effectively. The 2014 LegalAid Guide will remain effective until replaced by the

Regulations (Policy) and Legal Aid Manual, within the 24

month period determined by sections 23 and 24 of the new

Legal Aid South Africa Act.

In addition, the Legal Practice Act was assented to on

22 September 2014 and Part 1 and 2 of Chapter 10 has

been brought into operation on 1 February 2014. Legal Aid

South Africa is represented on the Interim Legal Practice

Council, which has been tasked with attending to the

necessary preparation to bring the Legal Practice Council

into existence. Legal Aid South Africa looks forward to

contributing to the development of an independent and

uniied legal profession that understands the need forpoor and indigent persons to be able to access justice as

contemplated in our Constitution.

In December 2012, the United Nations General Assembly

adoptedtheirstinternationallegalaidinstrument:theUNPrinciples and Guidelines on access to legal aid in criminal

matters. This has paved the way for the development of

legal aid systems and increased access to justice by

indigent persons in all member countries.

Legal Aid South Africa, in conjunction with the

Department of Justice and Correctional Services, hosted

an International Conference, which resulted in the

Johannesburg Declaration calling upon all member states

to take practical measures to implement legal aid systems.

This has taken legal aid to the forefront of the international

agenda.

3.4. STRATEGIC OUTCOME ORIENTED

GOALS

The strategic outcome oriented goals of Legal Aid South

Africa, as per the Strategic Plan 2012–2017, are stated

in Part A, Section 3.4 of this Annual Report, and progress

made towards achievement of the Objectives, Strategies

and Programmes is reported on in Section 4, Performance

Information by Programme below.

4. Performance Information by

Programme

On the 20th of March 2014 the Minister of Justice and

Correctional Services approved Legal Aid South Africa’sAnnualPerformancePlanforthe2014–2015inancialyear.

The following are the delivery statistics for the organisation

nationally and per province for the 2014–2015 inancialyear and the detailed performance information against the

approved 2014–2015 Annual Performance Plan.

Protecting and defending the rights of women and children.

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NO INDICATOR PERFORMANCE 2014–2015 PERFORMANCE 2014–2015 PERFORMANCE PRIOR YEARS VARIANCE

ANNUAL TARGET 2014–2015 2013–2014 2012–2013 2014–2015

OVER

2013–2014

NUMBER % NUMBER % PERFORMANCE

AGAINST TARGET

NUMBER/% NUMBER/% NUMBER/%

OVERALL PERFORMANCE

Delivery of Business Plan

1 Client Community Achieved Achieved Achieved

2 Financial Sustainability Achieved Achieved Achieved

3 Business Processes Achieved Achieved Achieved

4 Employee & Organisational Capacity Achieved Achieved Achieved

ExECUTIVE AUTHORITY ACCOUNTABILITY

5 Quarterly/Annual Report/s 5 5 Achieved 5 3

6 Parliamentary Brieings 2 2 1

CLIENT COMMUNITY

7 New Legal Delivery Matters/Instructions (i.e.

number of instructions to legal practitioners)

(Excl. Pro Bono)

448 195 447 301 438 844 0%

% in YTD Column represents split across

delivery systems

7.1 Justice Centres – New Matters 390 018 421 527 94% 8% better than

target

424 679 420 708 -1%

7.2 Judicare – New Matters 20 674 5% 16 035 14 225 29%

7.3 Co-operation Partners – New Matters 4 777 1% 5 546 3 206 -14%

7.4 Agency Agreements 1 199 0% 1 041 705 15%

7.5 Impact Litigation 18 0% 0%

7.6 Pro Bono 156 0% 0%

8 Finalised Delivery Matters/Instructions

(Excl. Pro Bono)

444 630 433 532 432 002 2,6%

% in YTD Column represents split across

delivery systems

8.1 Justice Centres – Finalised Matters 390 018 425 199 96% 9% better than

target

417 137 417 590 1,9%

8.2 Judicare – Finalised Matters 13 300 3% 10 718 10 305 24%

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AGAINST TARGET


8.3 Co-operation Partners – Finalised Matters 5 065 1% 4 867 3 250 4%

8.4 Agency Agreements 1 057 0% 810 857 30%

8.5 Impact Litigation 9 0% 0%

8.6 Pro Bono 7 0% 0%

% in YTD Column represents split between criminal/civil

9.1 Criminal Total New Matters 394 172 88% 390 118 383 567 1%

9.2 Civil Total New Matters 54 023 12% 57 183 55 277 -6%

10 General Advice 321 241 328 979 297 835 -2%

10.1 JusticeCentres&SatelliteOfices 255 725 246 902 3% lower than

target

243 548 227 561 1%

10.2 Call Centre 58 404 42 886 27% lower than

target

55 623 44 247 -23%

10.3 ATP – Paralegals 31 298 31 453 On target 29 808 26 027 6%

11 Children Awaiting Trial (> 1 month in custody)

11.1 New 605 353 282 71%

11.2 Finalised 506 330 347 53%

11.3 Pending 103 62 52 66%

% in YTD Column represents split between criminal/civil

12 Children – Total matters 16 482 16 858 26 105 -2%

12.1 Children – New Criminal Matters 11 651 70,7% 11 689 19 840 0%

12.2 Children – New Civil Matters 4 831 29,3% 5 169 6 265 -7%

13 Pending Matters

13.1.1 Pending Matters – JC 174 725 183 784 177 286 -5%

13.1.2 Total Backlog Matters (JC) 31 144 18% 32 525 30 501 -4%

13.2.1 Pending DC – Total (JC) 87 760 90 130 88 362 -3%

13.2.2 DC Matters > 6 months 20% 7 262 8% 12% better than

target

8 362 10 211 -13%

13.3.1 Pending RC – Total (JC) 28 901 31 508 31 260 -8%

13.3.2 RC Matters > 9 months 25% 8 081 28% 3% lower than

target

8 425 8 797 -4%

13.4.1 Pending HC – Total (JC) 3 820 3 254 2 378 17%

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13.4.2 Pending HC – Excl. Appeal Matters 687 640 0%

13.4.3 HC Matters >12 months (Excl. Appeal Matters) 30% 241 35% 5% lower than

target

214 1 226

13.5.1 Pending Civil – Total (JC) 54 244 58 892 55 286 -8%

13.5.2 Civil Matters >18 months 30% 15 560 29% 1% higher than

target

15 524 10 267 0%

14 Legal services delivery – Quality Monitoring

14.1.1 CAs – IA(LQAU) File Audit score 80% 87% 7% higher than

target

88% 86% -1%

14.1.2 CAs – IA(LQAU) Court Observation Score 80% 90% 10% higher than

target

90% 88% 0%

14.2.1 PAs – IA(LQAU) File Audit score 85% 90% 5% higher than

target

90% 89% 0%

14.2.2 PAs – IA(LQAU) Court Observation Score 85% 93% 8% higher than

target

93% 93% 0%

14.3.1 HCU PAs – IA(LQAU) File Audit score 90% 94% 4% higher than

target

95% 93% -1%

14.3.2 HCU PAs – IA(LQAU) Court Observation Score 90% 97% 7% higher than

target

95% 96% 2%

14.4.1 PA – Civil – IA(LQAU) File Audit score 85% 90% 5% higher than

target

89% 88% 1%

14.4.2 PA – Civil – IA(LQAU) Court Observation Score 85% - 96% 92% -

15 Community Outreach Programmes

15.1 Prison Cells (total 240) Branding 240 100% 382 159% Higher than target 393 379 -3%

15.2 Police Cells (total 911) Branding 546 60% 869 141% Higher than target 837 915 4%

15.3 Court (total 671) Branding 671 100% 826 123% Higher than target 763 739 8%

15.4 Community Events at Government Key Points 256 100% 594 231% Higher than target 374 725 59%

FINANCIAL SUSTAINABILITY

16 Budget 1 638 622 972 1 468 047 424 1 413 745 376 12%

16.1 MTEF Allocation 1 504 708 000 1 375 442 000 1 259 763 099 9%

16.2 Expenditure (% of budget) 98% 1 596 124 628 98,1% 0,1% higher than

target

1 456 520 928 1 388 368 322 9,6%

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16.3 Payments (%) within 30 days

16.3.1 Judicare 100% 99,9% On target 99,1% 99% 1%

16.3.2 Creditors 100% 99% 1% lower than

target

97,2% 99% 2%

17 AFS reporting issues

17.1 Fraud Detected/Reported 6

17.2 Unauthorised, Irregular, Fruitless, Wasteful

Expenditure

38 26 17 46%

17.3 Financial Misconduct 42 26 17 62%

18 Supply Chain Management

18.1 BAC Meetings 12 or as

required

10 On track 10 12 0%

18.2 Business Continuity/Crisis Contingency Plan in Place 1 On track 1

19 Board

19.1 Meetings 4 4 On track 4 4 0%

19.2 Training 2 2 On track 2 2 0%

19.3 Board Positions Filled 18 16 On track 14 18 14%

20 Auditor-General Report

20.1 AG Overall Report (2013–2014) Unqualiied Unqualiied Target achieved Unqualiied Unqualiied

20.2 AG Matters of Emphasis/Mention (2013–2014) - - Target achieved - 1

21 Internal Audit Reports

21.1 IA Coverage – Completed Reports 150 164 109% 9% higher than

target

120 116 37%

BUSINESS PROCESSES

22 System Availability (%) 95% 99,7% 5% higher than

target

98,5% 100% 1%

23 User Support (% Calls Within Agreed Time) 90% 96% 6% higher than

target

95% 95% 1,6%

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23.1 ITSecurity–virusesblockedatirewall 99% 99% On target 100% 100% -1%

23.2 Business Intelligence – available 95% 100% 5% higher than

target

100% 100%

23.3 Disaster Recovery – tested successfully 100% 100% On target 100% 100%

EMPLOYEE & ORGANISATIONAL CAPACITY

24 Infrastructure

24.1 Justice Centres (JC) 64 64 Maintained 64 64

24.2 SatelliteOfices(SO) 64 64 Maintained 64 64

25 Legal Stafing – Budgeted Posts (Only JCs)

25.1 PAs (100% = 1047 PAs) 96% 957 91,4% 4,6% lower than

target

922 917 4%

25.2 CAs (100% = 590 CAs) 96% 581 98,5% 2,5% higher than

target

610 612 -4,8%

25.3 Legal Managers (100%= 342 posts) 96% 324 94,7% 1,3% lower than

target

290 282 12%

25.4 Paralegals (100% = 172 posts) 96% 164 95,3% 0,7% lower than

target

26 Stafing

26.1 Establishment (budgeted posts) 2 797 2 707 2 694 3%

26.2 Number of Staff (recruited) > 96% 2 619 93,6% 2,4% lower than

target

2 586 2 576 1%

26.3 Number of Legal Staff (incl. paralegals) (budgeted) 2 210 2 132 2 114

26.4 Number of Legal Staff (incl. paralegals) (recruited) 2 071 93,7% 2 039 2 029 2%

26.5 Turnover excluding CAs & Temporary/Contract Staff 8,5% 6,06% Higher than target 6,07% 6% -0,2%

27 Employee Relations

27.1 Grievances 51 2% of total

staff

20 0,8% Fewer grievances

than target

11 18 82%

27.2 Disciplinary Hearings 64 2,5% of total

staff

25 1,0% Fewer disciplinary

hearings than target

21 16 19%

27.3 Disciplinary Matters 64 2,5% of total

staff

35 1,3% Fewer disciplinary

matters than target

38 95 -8%

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ANNUAL TARGET 2014–2015 2013–2014 2012–2013 2014–2015

OVER

2013–2014


AGAINST TARGET


27.4 New Labour Disputes 26 1% of total

staff

21 0,8% On track 10 20 110%

28 Staff Training

28.1 Legal Development (training hours) Hours

– legal staff (15 hours per legal Staff – excl CAs) 20 792 11 308 54% Lower than target 20 640 28 083 -45%

29 Legal Staff (JC training hours)

29.1 CA (36 hours per CA) 18 619 41 619 224% Higher than target 45 416 44 907 -8%

29.2 PA (24 hours per PA) 13 174 20 694 157% Higher than target 33 732 36 799 -39%

30 Health & Safety

30.1 Injury on Duty 26 1% of total

staff

16 0,6% Higher than target 19 14 -16%

30.2 HIV/AIDS – Voluntary Counselling and Testing (%

staff tested)

30% 37% 7% higher than

target

385 28% 0%

31 Employment Equity

31.1 Overall total staff (includes contract and temporary

staff)

31.1.1 Blacks 88% 2 374 87,7% 0,3% lower than

target

87,8% 87,7% -0,1%

31.1.2 Africans 74% 1 892 69,9% 4,4% lower than

target

69,1% 68,6% 0,8%

31.1.3 Women 45% 1 384 51,2% 6,1% higher than

target

50,9% 50,6% 0,6%

31.1.4 People with disabilities 2% 47 1,7% 0,3% lower than

target

1,7% 1,6% 4,2%

31.2 Senior Management

31.2.1 Blacks 88% 88 80,0% 8% lower than

target

78,4% 75,9% 2,1%

31.2.2 Africans 74% 64 58,2% 15,8% lower than

target

57,7% 54,6% 0,9%

31.2.3 Women 45% 40 36,4% 8,6% lower than

target

35,1% 34,3% 3,5%

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2013–2014 P

rovin

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NO INDICATOR PERFORMANCE 2014–2015

ANNUAL TARGET EASTERN

CAPE

FREE

STATE

GAUTENG KWAZULU-

NATAL

LIMPOPO MPUMA-

LANGA

NORTH

WEST

NORTHERN

CAPE

WESTERN

CAPE

FULL YEAR

NUMBER % NUMBER NUMBER NUMBER NUMBER NUMBER NUMBER NUMBER NUMBER NUMBER NUMBER

JC PERFORMANCE MONITOR

1 JCPM National

Average

90% 98% 97% 98% 95% 97% 91% 93% 97% 96% 97%

CLIENT COMMUNITY

2 New Legal

Delivery Matters/

Instructions

(i.e. number of

instructions to

legal practitioners)

63 126 32 919 80 669 72 996 21 454 28 051 28 376 19 817 100 769 448 195

2.1 Justice Centres –

Total New Matters

390 018 59 596 29 911 75 128 69 438 20 759 26 984 26 538 18 139 95 034 421 527

2.2 Judicare – Total New

Matters

2 594 2 562 3 891 3 287 545 912 1 775 1 385 3 723 20 674

2.3 Co-operation

Partners – Total New

Matters

936 - 1 650 271 - 155 63 - 1 702 4 777

2.4 Agency Agreements

– Total New Matters

- 446 - - 150 - - 293 310 1 199

2.5 Impact Litigation - - - - - - - - - 18

2.6 Pro Bono 46 13 18 42 3 1 28 2 3 156

2.7 Justice Centres

– New Criminal

Matters

51 740 25 157 67 086 60 898 17 923 23 951 23 352 16 102 87 770 373 979

2.8 Judicare – New

Criminal Matters

2 160 1 825 3 080 3 193 456 856 1 456 1 357 3 692 18 075

2.9 Co-operation

Partners – New

Criminal Matters

3 910 913


– New Criminal

Matters

446 150 293 310 1 199

2.11 Impact Litigation

– New Criminal

Matters

6

2.12 Pro Bono – New

Criminal Matters

23 2 7 28 2 15 1 78

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CAPE

FREE

STATE

GAUTENG KWAZULU-

NATAL

LIMPOPO MPUMA-

LANGA

NORTH

WEST

NORTHERN

CAPE

WESTERN

CAPE

FULL YEAR



New Civil Matters

7 856 4 754 8 042 8 540 2 836 3 033 3 186 2 037 7 264 47 548

2.14 Judicare – New Civil

Matters

434 737 811 94 89 56 319 28 31 2 599

2.15 Co-operation

Partners – New Civil

Matters

933 1 650 271 155 63 792 3 864


– New Civil Matters

-

2.17 Impact Litigation –

New Civil Matters

12

2.18 Pro Bono 23 11 11 14 1 1 13 2 2 78

3 Finalised

Delivery Matters/

Instructions

63 441 32 249 80 936 71 364 22 577 27 007 27 856 19 340 99 851 444 630


Finalised Matters

390 018 100% of

new matters

60 670 29 889 77 696 68 767 21 930 25 996 26 768 18 314 95 169 425 199

3.2 Judicare – Finalised

Matters

1 538 1 907 1 769 2 352 566 743 1 088 771 2 566 13 300

3.3 Co-operation

Partners – Finalised

Matters

1 233 59 1 471 245 268 1 789 5 065

3.4 Agency Agreements 394 81 255 327 1 057

3.5 Impact Litigation 9

3.6 Pro Bono 5 1 1 7

4.1 Criminal New Matters 53 903 27 428 70 166 64 091 18 529 24 807 24 808 17 752 92 682 394 172

4.2 Civil New Matters 9 223 5 491 10 503 8 905 2 925 3 244 3 568 2 065 8 087 54 023

5 Children – Total

Matters

2 467 1 418 2 229 3 037 476 685 779 634 4 757 16 482

5.1 Children – New

Criminal Matters

1 914 677 1 259 1 734 403 406 672 485 4 101 11 651

5.2 Children – New Civil

Matters

553 741 970 1 303 73 279 107 149 656 4 831

6 Pending Matters

Pending Matters

– JC

25 536 14 906 28 400 28 756 8 954 13 177 13 307 7 138 34 551 174 725

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CAPE

FREE

STATE

GAUTENG KWAZULU-

NATAL

LIMPOPO MPUMA-

LANGA

NORTH

WEST

NORTHERN

CAPE

WESTERN

CAPE

FULL YEAR


EMPLOYEE & ORGANISATIONAL CAPACITY

7 Infrastructure

7.1 Justice Centres (JC) 64 10 6 10 10 5 4 7 3 9 64

7.2 SatelliteOfices(SO) 64 11 3 4 11 7 10 3 6 9 64

7.3 National Fotprint

Expansion – New

JCs

- - - - - - - - - -

7.4 National Fotprint

Expansion – New

SOs

- - - - - - - - - -

8 Legal Stafing (Only JCs, excludes National

Ofice)

8.1 PAs (100% = 1047

PAs)

96% 170 74 173 164 66 68 63 41 138 957

8.2 CAs (100% = 590

CAs)

96% 85 43 120 107 36 35 50 17 88 581

8.3 Legal Managers

(100%= 342 posts)

96% 54 26 58 52 24 24 26 14 46 324

9 Stafing (Only JCs, excludes National

Ofice)

9.1 Establishment

(budgeted posts)

2 537 410 202 478 423 172 172 198 111 371 2 537

9.2 Number of staff

(recruited)

2 387 96% 394 188 449 406 164 163 181 97 345 2 387

10 Budget per

province (Total

Excludes the

National Ofice)

212 455 700 98 826 307 254 040 392 215 934 178 76 357 210 90 228 425 99 330 590 62 970 067 189 824 195 1 299 967 064

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Table 05: Legal Aid South Africa Annual Performance Report

CLIENT, COMMUNITY, STAKEHOLDER AND SHAREHOLDER PROGRAMMES PER STRATEGY

2014 ANNUAL PERFORMANCE REPORT 2014–2015

Projects KPIs Delivery Reason for Variance

Measures Targets Outputs

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 WITHIN BUDGET CONSTRAINTS

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

Practitioners

in lower courts

to be allocated

court work a

maximum of

four days per

week

Coverage:DCs:=85%RCs:98%HCs:AllLAmatters

All criminal

courts covered

JC court coverage plans

were prepared to ensure

coverage of all criminal

courts. A practitioner per

court model was used in

the district courts. Our

district court coverage

at the end of the FY was

87%.

Theeficientuseofouravailablestafingcapacity has enabled

us to provide coverage

to DC higher than our

target of 85%.

A practitioner per court

model was used in the

regional court. As at

the end of the FY, our

regional court coverage

was 96%.

Some JCs have

decreased their court

coverage to better

align to demand. This

was in keeping with

the recommendations

arising from our court

roll research study. The

capacity made available

from this exercise was

used to implement our

court relief programme.

A central court roll

model was in place for

high court coverage

and representation was

provided in all matters

that required Legal Aid.


HCU practitioners were

allocated matters for

an average of 76% of

the court days during

the FY.

During this FY, 448 195

new matters were taken

on of which 394 172

(88%) were criminal

matters.


matterswereinalisedof which 388 344 (87%)

were criminal matters.

P1-2 Children

Awaiting Trial

(CAT)

CAT in custody

> 1 month

monitored

All CAT

requiring legal

aid > 1 month

represented

& individually

tracked

monthly

CAT

programme

implemented


monitored 605 new

children awaiting trial

in custody during FY

2014–2015. We also

assistedininalising506 matters of children

awaiting trial. At the end

of the FY, there were

103 children in custody

awaiting trial of which 71

children were in custody

for periods in excess of

one month. Each of these

children was individually

tracked on our CAT web

page to ensure that their

matters received priority

attention.







Quality Quantity

P1-3 Reducing Case

Backlogs

Cases in all

court types

exceeding

targeted

turnaround

times

monitored.

Case

turnaround

times:< 20% DC

cases > 6

months;

< 25% RC

cases > 12

months;

< 30% HC

cases > 18

months

(excluding

appeals

matters)

All pending

matters

exceeding

target

turnaround

times

monitored

The percentage of

matters exceeding the

target turnaround times

at the end of the FY

wereasfollows:DC matters – 8%

(within target)

RC matters – 28%

(3% more than the

target)

HC matters – 35%

(5% more than the

target).

We are below target for

RC and HC matters. We

are not able to pinpoint

the exact reasons for

the poor performance

of these courts but,

various reasons

contributed to delays in

criminal cases including

congested court rolls,

delays in investigations

and repeated requests

by the state for

postponements.

Programme 2: To increase access points, including to vulnerable groups, to criminal legal aid services

P2-1 Preliminary

Courts

Coverage

All preliminary

courts covered

by Legal Aid

South Africa

practitioners

to facilitate

diversion of

childrens cases

out of the CJS

All preliminary

courts covered

by Legal Aid

South Africa

practitioners

Legal Aid

capacity

provided to

preliminary

inquiry courts

as required

to facilitate

diversion of

childrens cases

out of the CJS


provides representation

at preliminary inquiries

onlywhenspeciicallyrequested to do so by

thepresidingoficer,as the Child Justice

Act does not make

legal representation

mandatory at these

inquiries. However,

where dedicated

preliminary inquiry

courts have been

established, we ensured

that practitioner capacity

was made available to

cover these courts.

3 336 new preliminary

inquiry matters were

taken on by our JCs

and 3 302 matters were

inalised.

STRATEGY II: DELIVERING CLIENT-FOCUSED LEGAL AID, INCLUDING TO VULNERABLE GROUPS, IN CIVIL MATTERS WITHIN BUDGET CONSTRAINTS

Programme (4) 3: To deliver (increase access) quality civil legal aid services that are client-focused

P3-1 Access to

Civil Legal Aid

Civil legal aid

delivery

100% of

practitioner

case target

Civil clients

assisted within

available

capacity

47 548 new civil matters

were taken on by JCs in

the 2014–2015 FY. This

was 4% more than the

civil capacity target.

Practitioners on average

exceeded their capacity

targets thereby taking

on more civil matters

than the available civil

capacity.


new matters were taken

on of which 54 023

(12%) were civil matters.

This represents a 5,5%

decrease in civil matters

over the previous

inancialyear.Thecivilpractitioner case load

target of 45 725 was

exceeded by 4% as

47 548 new matters

were taken on by JC

civil practitioners.

The intake of new

matters by Justice

Centres still exceeds

the available capacity

despite the reduction

in the number of new

matters taken on by

JCs. There was also a

decrease in the number

of new civil matters

taken on by Co-op

Partners although the

reason for this cannot be

pinpointed but it would

most likely link to the

available capacity.







Quality Quantity

STRATEGY III: DELIVERING CLIENT-FOCUSED PRIMARY LEGAL ADVICE SERVICES

Programme (6) 4: To deliver (increase access) quality legal advice services that are client-focused

P4-1 Legal Advice

Capacity

General

advice service

available at

all Legal Aid

South Africa

ofices

Growth in

legal advice

matters:5%within available

capacity

Increase

general

advice service

provided at all

ofices

A total of 321 241

general advice

consultations were

conducted during this

FY. This represents 93%

of the annual target of

345 428. This represent

a decrease of 2.4% over

thepreviousinancialyear.

The majority of these

consultations (246 902)

were walk-in clients

at the JCs and SOs.

This was an increase

of 1,4% over the

previousinancialyear.Paralegals were also

required to conduct

advice services at

various community

facilities in rural areas

to increase access to

justice.

The call centre logged

42 886 general advice

consultations. This

represents a decrease

of 23% over the

previousinancialyear.

The target is subject

to the actual demand

for advice services and

thus due to the limited

demand at some JCs

and SOs the 5% growth

in civil advice matters

was not achieved. No

client seeking advice

was refused assistance

due to a lack of capacity

to provide such advice

services.

The decrease in the

call centre volumes

is due to the limited

TV advertising which

directly impacts on call

volumes. In addition,

the basis for calculating

the number of advice

calls changed after Q1

in that returning advice

client calls are no

longer included in the

statistics for new advice

matters. The previous

system was not able

to distinguish returning

advice client calls.

STRATEGY IV: DELIVERING CLIENT FOCUSED IMPACT LEGAL AID SERVICES

Programme (10) 5: 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

P5-1 Legal Action

through the

Impact

Litigation Unit,

Class Actions,

etc.

Effective

Strategic Plan

for the ILU

Aligned to the

Organisational

Strategic Plan

Effective One Implement ILU

Strategic Plan

The ILU Strategic Plan

and Agenda for 2015 to

2020wasinalisedandapproved by the Board

on 28 February 2015.

Impact

Litigation

Services

provided by

the Impact

Litigation Unit

Assistance

to class of

persons and/

or setting

precedents

and/or giving

content to

constitutional

rights

90% success Number of new

and pending

matters

handled

by impact

litigation unit

as approved

by the CCMC/

CLE & NOE

within the

approved

budget

Legal

representation

provided in

Impact matters

In total 18 new Impact

matters were approved

in2014–2015inancialyear out of a total

of 47 matters that

were assessed for

acceptance as Impact

Litigation matters by

CCMC. Eight of the nine

inalisedmattersweresuccessfully concluded

intheinancialyearresulting in a success

rate of 89%, which is

approximately 90% as

per the target.







Quality Quantity

STRATEGY V: DEVELOPING NEW AND ALTERNATIVE METHODS OF INCREASING ACCESS TO JUSTICE; (developing new methods will have

to be reviewed depending on budget)

Programme (11) 6: To explore, develop and implement new alternative dispute resolution options to improve access to justice

P6-1 Alternative

Dispute

Resolution

New and

alternative

methods of

increasing

access

to justice

investigated

and

implemented

All recom-

mendations

considered and

feasible recom-

mendations

implemented

Consider

recommenda-

tions of pilot

project and

feasible recom-

mendations

implemented

The Board approved

that mediation will be

retained as a part of

overall service delivery

but that civil principal

attorneys will have the

discretion to decide on

appropriate cases to be

resolved by mediation.

Recommendations of

pilot project on ADR

have been implemented

and 15% of the

29528mattersinalisedwith an outcome were

settled using ADR

methodologies.

Court Annexed

Mediation was launched

in December 2014

by the Department

of Justice. The pilot

commenced on 16

February 2015 and it is

currently limited to the

North West Province

and Gauteng. Legal

Aid South Africa is

participating in the

project but there will be

limited impact as the

pilotisconinedtotheDCs. The project would

have a greater impact in

the Regional Civil Courts

especially in family

disputes/divorces.

Objective 3: An accessible, effective and eficient justice system serving all in South Africa

STRATEGY VI: CONTRIBUTING TO THE EFFECTIVE FUNCTIONING OF THE JUSTICE AND LEGAL SECTOR

Programme (13) 7: To implement recommendations of Criminal and Civil Justice Reviews

P7-1 Contribute to

and Implement

Criminal

Justice System

(CJS) Review

An improved

criminal justice

system

Interests

of Legal

Aid South

Africa clients

monitored and

advanced

All recommen-

dations affect-

ing Legal Aid

South Africa

implemented

Implementa-

tion of Criminal

Justice System

review recom-

mendations

DuringtheinancialyearLegal Aid South Africa

attended and contributed

to meetings of the CJS

Review Committee.


has implemented all

recommendations

regarding protocols

that affect Legal Aid

South Africa as well

as monitored seven

legislative and 15 other

proposals.







Quality Quantity

Programme (14) 8: To improve the functioning of the justice and legal sector by building stronger and effective partnerships with stakeholders

in the justice sector

P8-1 Case Backlog

Project

Participation

in project to

reduce case

backlog

All DC and RC

backlog courts

Participation

in project to

reduce case

backlog


provided capacity to 22

DC and 26 RC backlog

courts. Backlog courts

have been included as

part of our normal court

coverage programme.

Our coverage of backlog

DC was at 97% (12%

above our target for DC)

and RCs were at 97%

(1% below the average

for RC).

Our current IT

system does not

allow us to report on

the performance of

individual court rooms.

The DoJ provides

periodic reports on

the performance of all

backlog courts, including

backlog court statistics.

The high level of

coverage for backlog

DC is attributable to

the fact that dedicated

practitioners were

recruited for these

courts. There have

been challenges with

court stakeholders at a

local level terminating,

relocating or starting a

backlog court without

consultation with the

nationaloficeoftheDoJ. This can explain

some disruptions in our

coverage of backlog

courts.

P8-2 Remand

Detainees

(RDs)

Participation

in justice

cluster team

to manage

problems of

awaiting trial

detainees

Participate

in all MRD

meetings as

per meeting

schedule

Participation

in MRDs

meetings

Legal Aid South

Africa was an active

participant in the MRD

(Management of RD)

committee until its work

was wound up early in

the FY. Legal Aid South

Africa has now taken a

lead role as part of the

CJS Review Committee

to compile reports for

discussion by PEECs.

A report including the

details of the top 20

longest serving RDs per

province is compiled

for discussion at PEEC

meetings.

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) 9: Improve awareness, inform and educate communities on Constitutional rights and responsibilities

P9-1 Community

Outreach on

the Constitution

and Rights

Increased

awareness by

communities

on rights and

Constitution

1 Outreach

event per

JC/SO at

government

key service

delivery

One per

quarter per

JC/SO

Local

community

structures

Marketing services of


were carried out through

outreach programmes

at local structures and

at government key

service delivery areas.

594 community outreach

events were held at

local structures. 427

poster were displayed

at government service

points and 456 events

were held at key

government service

points in the reporting

period.

All deliverables

exceeded targets with

outreach community

events by 128%,

poster display by 64%

and outreach at key

government service

points by 75%. The

excess deliverables

were as a result of

increased efforts Legal

Aid South Africa put to

reach communities and

potential clients during

the 2014–2015.







Quality Quantity

STRATEGY VIII: FORGING STAKEHOLDER PARTNERSHIPS TO JOINTLY INCREASE ACCESS TO JUSTICE

Programme (16) 10: Increasing co-operation with and accountability to stakeholders

P10-1 Stakeholder

Relationship

Management at

Local Level

Engagement

with all

identiiedprimary and

secondary

stakeholders

Stakeholder

engagement

programme

implemented

as planned

annually

Stakeholder

engagement

programme

implemented

as planned

annually

Stakeholder

Management Matrix

webpage was revised

to include the impact

assessment/ analysis

in terms of the content

discussed and maturity

level of the relationships.

306 roundtable

discussion meetings and

186 partnerships with

civil society achieved in

the reporting period.


stakeholders increased

their co-operation in this

period and this resulted

in stakeholder relations

performance exceeding

set targets. The

stakeholder Newsletter-

Umlingisi distribution

exceeded by 25% due

to introduction of online

website distribution

access by stakeholders.

Programme (18) 11: Supporting developing legal aid agencies (within and outside the country)

P11-1 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

Co-operation

with legal aid

in developing

countries

fostered

Four

interventions

per annum

(subject to

requests

by outside

delegations)

Support

provided and

knowledge

shared with

countries with

developing

legal aid

systems


in conjunction with the

Minister of Justice and

Correctional Services

hosted a very successful

international conference

on the Implementation

of the UN Principles

and Guidelines on

Legal Aid in Criminal

Matters. This gave rise

to the Johannesburg

Declaration that called

on all member states

to ensure the effective

implementation of

the Principles and

Guidelines.

Executives or the

Chairperson of Legal Aid

South Africa attended

conferences/workshops

hosted by UNODC and

other organisations in

Mali (SAHEL region),

Georgia (relating

to Iraq), Morocco

and China to share

the Legal Aid South

Africa experience

for consideration by

other countries, as

well as to promote

the UN Principles and

Guidelines on Access

to Legal Aid in Criminal

Justice Systems.

Seven delegations from

Ethiopia, Sri Lanka,

Myanmar, Nigeria,

Kenya,TanzaniaandUganda were hosted in

thisinancialyear.







Quality Quantity

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) 12: To account and provide assurance to DoJ and parliament on performance and governance

P12-1 Reporting and

Accountability

to Shareholder/

Executive

Authority

Reporting and

accountability

to the

Executive

Authority

and statutory

compliance

maintained and

improved

Timeous and

accurate

Reporting and

accountability

to the

Executive

Authority

and statutory

compliance

maintained at

100%

1. Four

quarterly

performance

reports

2. 1 Annual

Report

3. Reporting to

andbrieingof Parlia-

mentary

Committees

4. Responses

to questions

from Parlia-

ment

During the 2014–2015

inancialyear:1. Four Quarterly

Reports were

submitted to the

Executive Authority.

2. The Legal Aid

South Africa Annual

Report 2013–2014

was submitted to

Parliament, the

Executive Authority,

National Treasury and

the Auditor-General

on 31 August 2014.

3. Parliamentary

Portfolio Committee

Brieingswereheldin Quarter 2 of

2014–2015, on

3 July 2014 (Legal Aid

South Africa Strategic

Plan 2012–2017

Review 2014–2015;

Annual Performance

Plan 2014–2015;

Budget 2014–2015)

as well as in Quarter

3 for the Annual

Report 2013–2014 on

17 October 2014.

4. Responses to all

Parliamentary

Questions were

provided timeously.

5. The Annual

Performance Plan

2015–2016 was

submitted to the

Executive Authority in

Quarter4:2014–2015.

FINANCE AND SUSTAINABILITY PROGRAMMES PER STRATEGY




Quality Quantity

Objective 6: Financial and non-inancial sustainability impacting positively on society, the economy and the environment

STRATEGY X: MAINTAINING FINANCIAL SUSTAINABILITY (In the economic recession strategy to maintain inancial sustainability rather than increase it)

Programme (21) 13: Improved strategic budgeting and inancial planning

P13-1 Strategic

Budgeting

Prepare

balanced and

sustainable

budget (as per

government

grant

allocation)

MTEF

informed by

the approved

Strategic Plan

Approved

MTEF and

budget

Approved

balanced

MTEF and

budget

MTEF 2015/2016 –

2017/2018 was

approved by the Board

at the July 2014 meeting

and submitted to the

Department of Justice

and National Treasury.

LegalAidSouthAfrica’s2015–2016 budget

allocation was reduced

by R62 million.







Quality Quantity

Programme (22) 14: Compliant and best practice inancial reporting

P14-1 Financial

Reporting

Level of

inancialreporting

compliant with

best practice

annually

Financial

reporting

compliant with

best practices

Annual and Mid

year Financial

Statements

Compliant

inancialreports

delivered

annually

Audited Annual

Financial Statements

were approved by the

Board at the July 2014

meeting and submitted

to the Auditor-General.

Anunqualiiedauditreport with no matters of

emphasis was issued by

the Auditor-General.

STRATEGY xI: INCREASING SUSTAINABLE (NON-FINANCIAL) PERFORMANCE

Programme (27) 15: Improve and maintain Risk Management to optimum maturity level

P15-1 Continuous

Learning and

Improvement

through Risk

Management

Risks managed

at optimum

maturity level

(continuous

learning and

improvement)

Revise Risk

Management

Policy and

Strategy

based on best

practices

One revised

Risk

Management

Policy and

Strategy

Document

Revised

Strategic

Risks and

Organisational

Risk Universe

Annual

Review of Risk

Management

Strategy

Annual Review

of Materiality

Framework,

Risk Portfolio,

Appetite and

tolerance limits

Risk

management

assessment

The Materiality

Framework was


on 28 November 2014.

The Revised Enterprise

Risk Management

Strategy was approved

at the February Board

Meeting. The Strategic

Risks were approved by

the Board in November

2014 and were

submitted as part of the

Strategic Plan 2015–

2020 in January 2015

and approved by the

Minister of Justice and

Correctional Services in

March 2015.

Risk registers were

compiled for the top

10 strategic risks and

for the top 10 risks

per sector, i.e. Legal,

Finance, Human

Resources and IT, and

submitted to the Board.

In Risk Registers risks

wereidentiiedandassessed and mitigating

controls were listed.

Programme (28) 16: Maintain Fraud Management Practices

P16-1 Fraud

Management

Plan

Zero tolerance

on fraud

Revision of

Fraud Policy

and Plan

based on

best practices

and actual

incidents of

fraud within the

organisation

and other

public entities

One annual

Fraud

Prevention

Strategy and

Annual Fraud

Prevention

Plan

Annual review

of Fraud

Prevention

Strategy and

annual review

of Fraud

Prevention

Plan

The Fraud Prevention

Strategy and Plan

was included in

the Enterprise Risk

Management Strategy

and Plan approved by

the Board in February

2015.

The Legal Aid

South Africa Fraud

Management Policy

(Fraud and Corruption

Management Policy)

was approved by the

Board at its meeting

held on 31 May 2014.







Quality Quantity

Objective 7: Good governance practices enabling high performance and accountability

STRATEGY xII: MAINTAINING AND ENHANCING GOOD GOVERNANCE

Programme (29) 17: Ensure best governance practice, King III guidelines, compliance with PFMA and other statutory requirements

P17-1 Ensure Best

Governance

Practice, King

III Guidelines,

Compliance

with PFMA and

other Statutory

Requirements

100%

compliance

with statutory

requirements

including Legal

Aid Act and

PFMA

Reviews

conducted in

accordance

with IIA

Standards

Four quarterly

PFMA and

Statutory

Compliance

Reports

Quarterly

PFMA and

Statutory

Compliance

Reports

Four quarterly PFMA

Reports were completed

for the 2014–2015 FY

and 100% compliance to

PFMA were reported.

There was 100%

compliance in quarters

1, 2 and 3. One incident

of non compliance was

discovered by Internal

Audit in quarter 4.

Programme (30) 18: An effective and strategic board providing leadership and oversight of delivery on performance

P18-1 An Effective

and Strategic

Board

Skilled and

properly

constituted

Board and

Board

Committees

that function

effectively

As per

Succession

Plan

One 1. Board

Succession

Plan

implemented

During the 2014–2015

FY the Board of Legal

Aid South Africa was

not fully constituted as

per the Legal Aid Act,

1969 (Act 22 of 1969).

The Board had only 16

members as opposed to

the required 18. There

were two vacancies that

werenotilled,becausethe Board had resolved

to retain the positions

in view of the impact of

the new Legal Aid South

Africa Act 39 of 2014.

Seven Board members

were re-appointed to

the board during the

Financial Year and one

new Board member was

appointed during this

period.

The Legal Aid South

Africa Act (39 of

2014)wasgazettedinDecember 2014. This

replaced the old Legal

Aid Act, 1969 (Act

22 of 1969). In terms

of the new Act, the

meeting of the Board

on 28 February 2015

was the last meeting

of the Board that was

appointed in terms of

the Legal Aid Act (1969).

Also, all members of

the Board of Legal Aid

South Africa who were

full members at the end

of March 2014 were

automatically appointed

into the Transitional

Board from effective

date of the Legal Aid

South Africa Act (2014),

which was 1 March

2015. The term will

terminate on

29 February 2016.

One vacancy was only

renewed by the Minister

in February 2015. As a

result the Board member

missed three meetings

in 2014–2015.

The Board had resolved

to retain two vacancies

in view of the impact

of the Legal Aid South

Africa Act which would

result in a reduction in

thesizeoftheBoard.







Quality Quantity

Eficientandprofessional

Four Board and

four Committee

Meetings. All

meetings are

quorate

3. Board

Meeting

attendance

In the 2014–2015 FY

four (4) Board meetings

and sixteen (16) Board

Committee meetings

were held.

All meetings were

quorate.

Programme (31) 19: Independent monitoring and oversight unit providing combined assurance

P19-1 Independent

Monitoring

and Oversight

Unit Providing

Combined

Assurance

Internal Audit

coverage of

Audit Universe

to increase by

2% per annum

Development

of coverage

plan in

accordance

with IIA

standards,

takes into

account all

components

of the risk

universe, i.e.

IT, Fraud,

Compliance

and operational

controls

One Audit

Coverage

plan indicating

% (84%)

of universe

covered.

1 Revised

Coverage Plan

during mid-

year, indicating

additional

areas of audit

Implementation

of rolling Audit

Coverage Plan

The 2014–2015 Annual

Coverage was approved

in February 2014. The

plan was later revised

and the revision thereof

approved in November

2014.

As at the end of Q4

2014–2015, 146 out

of 150 projects or

97% of the approved

revised Coverage

Plan were completed.

18 Projects were

completed additional

to the Coverage Plan;

the overall completed

projects totaled 164, or

109%.

Two ad hoc projects

were planned for, only

one was completed.

Four departmental

audits were planned

for, only three were

completed.

The Audit Coverage

Plan for 2015–2016 was


in February 2015.

Adhocprojects:onlyonemanagement request

was received.

DepartmentalAudits:the HR Departmental

Audit was cancelled as

internal audit schedule

clashedwiththeAG’s.It was replaced by JC

audit focusing on the

same areas as it was

planned for HR.

LQAU Performance

Audits:Thetwoperformance audits

required special skills

and training. The training

was only procured in

February 2015, which

leftinsuficienttimetoplan and execute the

four performance audits,

hence only two were

done.

Objective 8: A recognised, respected, independent and acclaimed Legal Aid brand

STRATEGY xIII: STRENGTHENING AND GROWING A SUSTAINABLE RECOGNISED BRAND

Programme (32) 20: Develop and maintain a strong and recognised Legal Aid brand

P20-1 Brand and

Marketing

Programmes

The level of

branding at

JC points

increased

Accurate and

relevant

One per

quarter per JC/

SO

Branding at

JC points

(including

holding cells)

implemented


branded 382 prisons,

over 800 police

receptions and cells,

and over 800 court

cellsandoficesinthereporting period.

In response to concerns

raised on available

branding of Legal Aid

South Africa at JC

points, an assessment

resulted in branding of

prison cells in excess by

59% and court branding

of 23%.

P20-2 Print

Advertising

Increased

knowledge

of Legal Aid

South Africa

services

Informative and

relevant

During national

commemorative

months, i.e

Child Protection

Week,Women’sMonth, 16 Days

of Activism,

Human Rights

Month

Local, regional

and national

print campaign

with key

messaging


print advertising was

maintained across the

country with over 50

print adverts placed

in key national and

regional newspapers in

the reporting period.

Print campaign was

increased by 109%

during 2014–2015 as

an attempt to intensify

awareness of Legal Aid

SouthAfrica’sservices,especially with focus

on vulnerable groups,

including children and

women.



INTERNAL BUSINESS PROCESSES PER STRATEGY




Quality Quantity

Objective 9: Delivery and business processes that are client focused, eficient, effective and sustainable

STRATEGY xIV: MAINTAINING A MIxED-MODEL LEGAL AID DELIVERY SYSTEM

Programme (33) 21: To adjust the mixed model service delivery model to improve court coverage and delivery

P21-1 Mixed-model

Service

DeliveryModel:Legal

Access to

justice to

indigent using

mixed model

delivery

systems

New matter

split per

delivery

system –

JC (95%)

Judicare (4%)

& Co-ops and

Agency (1%)

Mixed-model

delivery system

implemented

448 195 new matters

were recorded on our

system during this

quarter. 421 527 (94%)

of these were taken

in by JCs. Judicare

accounted for 5%.

Impact Litigation, Co-

operation Partners and

Agency Agreements

dealt with 1% of our total

new matters.

JC delivery was 1%

lower than target whilst

Judicare delivery was

1% higher than target.

Due to uncertainty

around budget cuts, a

number of vacant posts

werenotilledandsalary savings arising

from these vacancies

were used to increase

delivery via Judicare.

STRATEGY xV: BUILDING ORGANISATIONAL MODELS/STRUCTURES TO OPTIMISE PERFORMANCE AND DELIVERY OF

LEGAL/SUPPORT SERVICES

Programme (34) 22: To review and improve on matrix and risk based management

P22-1 Matrix

Management:Legal

Improved

Matrix

Management:National

Operations

JCEs spend

>80% of

time on legal

services

delivery issues

Improved focus

by JCEs on

legal services

delivery issues

A JC management

survey that was

conducted during

Q4 of FY 2014–2015

conirmedthat63(98%)of our JCEs spend more

than 80% of their time

on legal service delivery

matters.

The one JCE who

reported devoting a lesser

amount of time to legal

service delivery indicated

that the reason for this

was because her Admin

Manager was currently

on suspension and she

had to oversee the admin

component at the JC.

STRATEGY xVI: MAINTAINING A REGULATORY FRAMEWORK INCORPORATING BEST PRACTICES

Programme (36) 23: Implement an updated and approved Legal Aid Act and Legal Aid Guide

P23-1 Legal Aid Act The enactment

of a revised

Legal Aid Act

to ensure

better access

to justice to

indigent people

of SA

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

and

operationalised

The Legal Aid South

Africa Act 39 of

2014wasgazettedin December 2014

and was brought into

operation on 1 March

2015. The transitional

arrangements have

been implemented to

ensure the continuance

ofeffectiveandeficientgovernance structures

and operations.

P23-2 Legal Aid

Guide

Update Legal

Aid Guide

(LAG) and

circulars

that align to

operational and

client needs

Relevant to

client needs

2014 Legal

Aid Guide

and circulars

as approved

by the Board

implemented

(as required)

Parliament

approval of

2014 LAG

facilitated

Circulars

updating Legal

Aid Guide

The 2014 LAG, as

ratiiedbyParliamentand implemented in

thepreviousinancialyear, was amended as

per Circular 1 of 2015

in accordance with

the amendments as

approved by the Board.

The Legal Aid Guide

2014 will remain valid

for a period of two years

from 1 March 2015

while the Regulations

and Manual are being

prepared in conjunction

with the Department of

Justice and Constitutional

Developments Legislative

Drafting Unit.



INTERNAL BUSINESS PROCESSES PER STRATEGY




Quality Quantity

The 2014 LAG can no

longer be amended in

terms of Section 3B of

the repealed Legal Aid

Act. It must be replaced

by the regulations and

manual as prescribed by

the new Legal Aid South

Africa Act.

Programme (37) 24: Review and improve Policies, Procedures and SOPs: support and legal

P24-1 Policies,

Procedures

andSOPs:Legal

Update Legal

SOPs that align

to operational

needs

Relevant to

operational

needs

2014–2015

Legal SOPs as

approved by

LSTC

Revised Legal

and IT system

SOPs to

ensure they

align with

current policies

and procedures

Legal SOPs are updated

regularly to keep up with

changes in the business

environment. A formal

review of the legal

SOPs was undertaken

in Quarter 1 of the

2014–2015 FY, which

was approved by both

LSTC and Management

EXCO.

Objective 10: An effective and eficient, 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) 25: Maintain a strong inancial and supply chain management (including Judicare)

P25-1 Supply Chain

Management

SCM to be

relevant,

effective and

compliant with

PFMA

Compliance

with PFMA and

SCM Policy

of National

Treasury

BAC meetings

held at least

once a month

Functional and

effective SCM

committees

BAC decisions

implemented

BAC provided support

and advice to business

on all SCM issues

and ensured that the

organisation complies

with relevant legislation.

Functional SCM

committees were in

place throughout the

period under review.

There were 10 BAC

meetings held during

theinancialyear2014–2015.

Number of resolutions

were 42 and 36 thereof

were implemented.

The six that were not

implemented arose from

delaysininalisingleasecontracts because of

expired tax clearance

certiicatesaftertheaward but before

signature of contracts

andthesecertiicatesrequired renewals.

Objective 11: Management information that is accurate, reliable and timeous

STRATEGY xVIII: DEVELOPING AND ENHANCING ACCURATE AND RELIABLE MANAGEMENT INFORMATION SYSTEMS

Programme (40) 26: Maintain integrated, accurate and timeous management information (Support and Legal functions)

P26-1 National

Operations

Management

Information

Updated

integrated

management

information

available

quarterly

Accurate and

complete

Monthly Legal Services

Delivery – MIS

Monthly reports

on service delivery

information were

produced and published

to a central location

on our intranet. This

was available to all JC

managers. Selected

reports were also

submitted to LSTC.



EMPLOYEE AND ORGANISATIONAL CAPACITY AND INNOVATION AND LEARNING 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: MAINTAININGTHE NATIONAL FOOTPRINT

Programme (42) 27: Expand and maintain the national footprint, including the physical and ICT service points, to improve access, especially in rural areas

P27-1 National

Footprint –

Expansion/

Maintenance

National

footprint of

Legal Aid

South Africa

extended/

maintained

Number of

JCs and SOs

increased

(dependent on

funding)

Expansion/

maintenance

of the national

footprint

The national footprint

of Legal Aid South Africa

currently comprises 64

JCs,

64SatelliteOfices, 13 HCUs and 13 civil

units.

There were no changes

made to the national

footprint during this

FY.Allouroficeswerehowever well maintained

during this period.

Our motivation to secure

additional MTEF funding

to increase our national

footprint was not

successful.

STRATEGY XX: DEVELOPING AND EXPANDING THE LEGAL QUALITY AND EXPERTISE, FOR EACH SEGMENT OF THE NATIONAL FOOTPRINT

Programme (45) 28: To implement interventions to improve and monitor the quality of legal services to deliver desired outcomes

P28-1 Quality

Assessment

Reviews

Quality targets Qualitytargets:CAs:=80%PAs:=85%HCUPAs: = 90%

Legal

Management:= 90%

Paralegals: = 85%

Legal Aid

Advice Line

Agents:Paralegals: = 85%

PAs:=90%

Quarterly

(unless other

time periods

speciiedinsupervision

differentiation

model as part

of our support

requirements

assessment

programme)X– ref P46-1

Quality

assessment

reviews

conducted both

by JCs as well

as LQAU

All regions achieved

their quality targets

for CAs. The average

quality score by our

Legal Quality Assurance

Unit (LQAU) and Justice

Centres(JC)forilereviews was 87% and

86% respectively.

The JC score for

court observations

averaged 88%. The

LQAU conducted court

observation audits in all

regions and an average

of 90% was achieved.

Eight CAs representing

2% of the total reviewed,

failed to meet the quality

target.

Our quality monitoring

and intervention

programmes has

contributed positively

in ensuring improved

performance by CAs

with regards to meeting

our legal quality

requirements.


their quality targets

for PAs. The average

quality score by our

LQAU and Justice

Centresforilereviewswas 90%. The JC and

LQAU score for court

observation was 92%

and 93% respectively.

Eight PAs or 2% of the

sample reviewed did

not meet their quality

target.


and intervention

programmes has



performance by PAs

with regards to meeting

our legal quality

requirements.







Quality Quantity


their quality targets for

HCU PAs.

The average quality

score by our Legal

Quality Assurance Unit

and Justice Centres for

ilereviewswas94%and 93% respectively.

Only four regions

performed court quality

reviews and the average

score achieved was

93%. One HCU PA

failed to meet the quality

target.


and intervention

programmes has



performance by PA

HCUs with regards to

meeting our legal quality

requirements.

All but one civil PA

reviewed achieved their

quality targets.

The average quality

score by our LQAU

andJCsforilereviewswas 90% and 89%

respectively. The

average score for court

quality as assessed by

JC Management was

94%.


and intervention

programmes has



performance by PA

Civil with regards to

meeting our legal quality

requirements.


their quality targets for

legal managers. The

average quality score by

both our LQAU and JCs

forilereviewswas92%.The average score for

court quality was 94%

and 96% respectively.

12 legal managers

(14%) failed to reach the

quality target.


and intervention

programmes has



performance by JC

Management with

regards to meeting

our legal quality

requirements.

All Call Centre agents

achieved their quality

targets. The average

score for paralegals was

89% while that of Call

Centre PAs was 90%.

Programme (46) 29: To strengthen and expand legal expertise required for delivery of desired quality outcomes

P29-1 Legal Training Legal training

targets

Legal Training

Targets:CA:36hoursPA:subjecttosupport needs

proile

Legal training

targets

achieved

CAs attended 41 619

hours training which is

124% higher than the

target training hours of

18 619 hours.

The CA training

statistics also includes

CA beginner training

sessions, as well as

Saturday Board exam

training sessions.

Because of our focus

on improving CA

performance, including

their performance in

attorney admission

examinations, CAs are

required to attend all

sessions irrespective if

their targets have been

attained.







Quality Quantity

PAs attended 20 694

hours training which is

57% higher than the

target training hours of

13 174 hours.

There is a tendency

amongst practitioners

to attend all training

sessions that are

arranged at our JCs,

notwithstanding the

fact that in terms of

their support needs

requirements, they do

not have to attend all

sessions.

PA HCUs attended

2 496 hours training,

which is 92% higher

than the target training

hours of 1 299.

LDD training is covered

in P31-1.

There is a tendency

amongst practitioners

to attend all training

sessions that are

arranged at our JCs,

notwithstanding the

fact that in terms of

their support needs

requirements, they do

not have to attend all

sessions.

Programme (49) 30: Independent Legal Quality Assurance (LQA)

P30-1 Legal Quality

Assurance

(LQA)

Independent

assurance on

quality of legal

practitioners

and paralegals

(JC, Judicare,

Impact,

Corporate and

Advice Line)

LQA Audit

coverage to

review all

practitioners

on a two-year

cycle

% of universe

coverage

Deineandstratify

population,

across various

categories

of legal

professionals

which will

enable

meaningful

interpretation of

results, at JC,

regional and

national level.

Annually 1. Annual Audit

Coverage

Plan

implemented

2. Individual

Practitioner

Reports

3. Quarterly

Reports on

LQA that

graphically

illustrate

trends and

risks

The LQAU Coverage

Plan for 2014–2015 was


in February 2014. The

LQAU Coverage plan

for 2015–2016 was


in February 2015.

Four quarterly LQAU

reports were compiled

and tabled at the Board.

Individual practitioners

reports were generated

for each practitioners

assessed. The reports

were sent to the

individual practitioners

and their respective

managers.

In the Financial Year

under review the unit

targeted 64 JCs for

ileassessments.880internal practitioners,

167 court observations,

81 JC paralegal

observations, nine call

centre agents and 63

Judicare practitioners

were assessed during

theinancialyearresulting in 97% of the

annual coverage plan

being completed as at

the end of March 2015.

96% of the practitioners

assessed met the

minimum target set.

The target coverage of

100% not being

attained can be

attributedtoivetheLegal Quality Auditors

being asked to extend

their leave in January

2015 to comply with HR

Policy for employees

not to have leave days

in excess of 10 days

by the end of March

2015. There was also

aninsuficientsampleof Judicare trial matters

being available to

assess; miscalculations

in respect of JC

paralegals, which

willberectiiedinthenew FY by assessing

an additional four JC

paralegals.







Quality Quantity

Objective 13: Committed, competent and dedicated employees empowered to deliver the organisations mandate and strategies

STRATEGY xxI: DEVELOPING TALENT AND IMPROVING COMPETENCIES TO SERVE BUSINESS NEEDS AND INTEGRATING COMPETENCIES

INTO RELATED PROGRAMMES

Programme (51) 31: Competency and skills development (Legal staff)

P31-1 Competency

and Skills

Development

Legal

Practitioners

competencies

match their

deployment

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

The Criminal and Civil

management teams

wereidentiiedforthelegal skills audit in this

inancialyear.Theaudit was deferred

to the 2015–2016

inancialyearastheLegal Competency

Framework required

development before a

proper skills audit could

be conducted.

The Legal Competency

Framework is in

development as a joint

HR and LDD project.

The legal competency

framework for these

management positions

is critical in developing

a relevant skills audit

for these management

positions.

The Legal Training

Unit held 30 training

coursesintheinancialyear 2014–2015, which

were attended by 634

legal managers and

practitioners and 62

paralegals. The actual

training hours achieved

were 11 308 hours,

which was 54% of the

annual legal training

hours target.

The increasing cost of

training courses as well

as associated travel and

accommodation costs

have impacted on the

face to face training

hours. In addition the

focus on four core

training courses reduced

the total number of

courses that was

previously presented.

The full training budget

was utilised but the LDD

training hours target

was not attainable at

this level of funding.

The focus has therefore

moved to e-learning and

self learning courses/

modules to supplement

the face to face legal

development training

hours.

Training

curriculum

The current legal

training curricula for DC

PAs, RC PAs and Civil

PAs remain relevant

and no revisions were

effected. A Legal

Competency Framework

is in progress and once

completed will require

the legal practitioner

training curriculum to be

reviewed and revised to

align thereto.







Quality Quantity

Objective 14: A learning and lexible organisation growing its own knowledge base to optimise performance

STRATEGY xxII: LEVERAGING INSTITUTIONAL KNOWLEDGE TO REMAIN SMART AND EFFECTIVE

Programme (52) 32: Build a learning and innovative organisation (including implementing a knowledge management strategy)

P32-1 Knowledge

Management

Strategy

Knowledge

management

improved

Effective

knowledge

management

mechanisms

Six Share Point

Fora

Single

Document

Precedent

Bank

maintained

Develop

a learning

organisation

There is a single

Consolidated Knowledge

Repository on

the Intranet (AI), which

consistsof:1. Seven SharePoint

Discussion Forums

for Criminal, Civil,

Children Civil,

Labour, Land and

Administration of

Estates

2. Jutastat and

LexisNexis

Electronic Library

3. Website links

for SAFLI, Law

Societies, SCA and

Constitutional Court

4. CA Exam Papers

and Model Answers

5. Legal Newsletters

6. Legal Support

Programme

Information

7. Legal Research

Papers

8. Self Learning

Modules

9. E-Learning Modules

10. Standard Operating

Procedures

Legal document

Precedents and Forms

are available on

LexisNexis/Jutastat

in Amlers Precedents

of Pleadings, Becks

Theory and Principles

of Pleadings in Civil

Actions, etc. A single

document precedent

bank has also been

maintained.

Legal newsletters and

case law discussions

are placed on an internal

blog to ensure greater

engagement by

all legal practitioners in

ongoing learning.







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 organisations mandate/ strategies

STRATEGY xxIII: STRENGTHENING AND STIMULATING THE DEVELOPMENT OF A PEOPLE CENTRED VALUES-BASED CULTURE

Programme (53) 33: Employer brand

P33-1 Internal

Communica-

tions

Communi-

cations

strategy and

programme

reviewed

annually

Informative and

relevant

Once per

annum

A reviewed

internal com-

munications

plan linked to

brand employer

Internal Communications

plan, with brand

internalisations

programmes were

implemented. An internal

BLOG (interactive

and informative) was

implemented. There

were 41 social media

posts. Improvements

were made relating to

theintranetandproilingof brand ambassadors

including senior lawyers

in the reporting period.

Thirteen Internal

communications to

staff in relation to

the eLAA project

provided information

on critical issues and

updates. Legal Aid

Talk continued to be

used as a tool to relay

performance internally

atJCs,regionaloficeandNationalOficelevel. About 23 SMS

messages were sent

out for promotion of

awareness of Legal Aid

SouthAfrica’sservicesand also on key national

programmes related to

human rights. Payslips

were used to distribute

10 varying messages

to staff.

STRATEGY xxIV: DEVELOPING AND IMPLEMENTING AN EMPLOYEE VALUE PROPOSITION ABLE TO RECRUIT AND RETAIN THE BEST

TALENT AND CULTURE FIT

Programme (55) 34: Maintain a Competitive Rewards and Remuneration System

P34-1 Remuneration

and Reward

System

Review/

benchmark

legal/support

salaries

Appropriate

competitive

salaries

Salary benchmark was

conducted in the prior

inancialyear.Giventheeconomic outlook, no

further salary benchmark

was undertaken in the

currentinancialyear.

Financial constraints.







Quality Quantity

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) 35: Develop and maintain a value-based leadership pipeline

P35-1 Value-based

Leadership

pipeline

Updated

Leadership

Programme

implementation

Values-based

Leadership

programme

aimed at

developing

authentic

leadership

One

Leadership

programme

Programme

developing

and stimulating

authentic

leadership

in action

implemented

During Q1, the

Leadership Development

Programme focused

on the competencies

relating to Collaboration,

InluencingandNetworking. Leadership

conversations were held

using research material

provided regarding these

aspects.

During Q2 the Leadership

Development Three Year

Programme focused

on training for the

SPA leadership group.

This was supported

by psychometric

assessments on

Emotional Intelligence

and Leadership Styles

for the group which

assisted in identifying

developmental

gaps. Performance

Management and

building high performance

teams using performance

management tools

training was rolled out

for the SPA leadership

group.

During Q3, a coaching

readiness assessment

was conducted for

all SPAs and other

leadership groups.

Basedontheindingssupport resources and

material was developed.

Each leader was then

personally engaged with

regards to their unique

support pack and to

initiate the coaching

programme with

subordinates. Each SPA

signed Memoranda of

Understanding with their

sub-ordinates.

During Q4, the

Leadership

Development

Programme focused

on the competencies

relating to self renewal,

resilience and corporate

social responsibility.

Leadership

conversations were held

using research material

provided regarding

these aspects.







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 WITHIN BUDGET CONSTRAINTS

Programme (57) 36: Improve IT network, hardware and software infrastructure (including to support knowledge management)

P36-1 IT Network Stable and

Reliable Wide

Area Network

(VPN)

Improved and

stable wide

area network

All sites

connect to the

VPN WAN.

95% VPN WAN

Availability.

Improved user

satisfaction

with system

performance

VPN WAN availability

for FY 2014–2015 was

95,7%, which is 0,7%

above the 95% target.

Programme (58) 37: Modernise Information and Communication Technology (ICT) client platform including for effective social

media networking

P37-1 IT Governance IT governance

reviewed

annually to

best practice

Up-to-date IT

Governance

practice

Review all

policies and

procedures

ICT

programmes

delivered as

per reviewed

IT governance

framework

IS Polices were

reviewed and approved

by Board in November

2014. IS Procedures

were approved by

Management Exco in

the period under review.

ICT programmes were

all delivered in line

with the reviewed IT

governance framework.


Taking legal services to people’s doorsteps.


5. Summary of Financial Information

Table 06: Summary of Financial Information

Revenue collections

2014–2015 2013–2014

Estimate Actual

amount

collected

Over/(under)

collection

Estimate Actual

amount

collected

Over/(under)

collection

Sources of revenue

Grant 1,465,908,020 1,504,708,000 38,799,980 1,360,682,000 1,375,442,000 14,760,000

Interest 17,500,000 26,944,899 9,444,899 17,500,000 21,742,220 4,242,220

Commission and

legal fees received/

recovered

167,266 167,266 - 129,924 129,924

Proitondisposalofassets

2,135,176 2,135,176 - 3,404,082 3,404,082

Sundry income 1,947,216 1,947,216 - 2,581,931 2,581,931

Bad debts recovered - - - 1,228 1,228

1,483,408,020 1,535,902,557 52,494,537 1,378,182,000 1,403,301,385 25,119,385

Note:

1. The R38,8 million surplus under grant received in 2014–2015 is due to additional funds received for eLAA system development

(IJS funding) of R19,5 miilion, and funding for Court expansion programme DoJ – R19,3 million.

2. The R9,4 million under Interest is additional interest received from the Reserve Bank – Corporation for Public Deposits (CPD)

on funds invested with them. This is due to higher interest received by CPD than estimates thereof.

3.TheR2,1millionisproitrealisedfromsaleofoldandfullydepreciatedassetsdisposedduringthe2014–2015inancialyear.

4. The R1,9 million surplus that is included in the sundary income is mostly income, recoveries from other operations.



Programme expenditure

The Budget is in terms of the cash basis while the expenditure is on the accrual basis.

2014–2015 2013–2014

Budget Actual

expenditure

(Over)/under

Expenditure

Budget Actual

expenditure

(Over)/under

Expenditure

Programme name

Client, community,

stakeholders and

shareholders

933,181,635 920,995,878 12,185,757 989,213,337 967,405,851 21,807,486

Finance and

sustainability

23,846,129 23,846,129 - 22,838,326 22,838,212 114

Business processes

(internal)

12,861,654 12,861,654 - 14,486,976 14,486,976 -

Employee and

organisational capacity

and innovation and

learning

570,277,046 462,075,875 108,201,171 328,568,315 262,453,679 66,114,636

Additional

programmes

98,456,508 98,456,508 - 113,390,470 113,205,703 184,767

1,638,622,972 1,518,236,044 120,386,928 1,468,497,424 1,380,390,421 88,107,003

Judicare commitments 92,533,784 82,652,920 9,880,864 97,772,582 97,697,866 74,716

1,731,156,756 1,600,888,964 130,267,792 1,566,270,006 1,478,088,287 88,181,719

Note:

The R130 million under expenditure is due to Commitments of R64.8 million for which rollover has been requested, surplus of

R33.8 million comprising of R7.1 million from vacant posts and/or late implementation of improvements in conditions of service,

additional R9.4 million due to over recovery on interest received from Corporation for Public Deposits, R1.8 million from sale of

old assets, R9.2 million savings from annual leave provision, R6.1 million savings from operations and depreciation of R23 million,

R15 million from audit adjustment on the judicare.




Capital investment, maintenance and asset management plan

2014–2015 2013–2014

Budget Actual

expenditure

(Over)/under

Expenditure

Budget Actual

expenditure

(Over)/under

Expenditure

Infrastructure

projects/capital

assets

Building improvements 1,187,051 1,187,051 - 651,780 594,456 57,324

Computer hardware 35,472,207 27,319,401 8,152,806 22,847,893 13,063,741 9,807,561

Computer software 20,715,885 1,302,429 19,413,456 12,278,120 580,015 11,698,105

Furniture and

equipment

1,914,312 1,773,721 140,591 737,765 708,021 29,597

Leasehold

improvements

7,126,267 6,972,500 153,767 1,747,527 1,747,527 -

Motor vehicles 18,572,866 14,971,588 3,601,278 4,777,782 4,592,715 185,067

Land and buildings 26,354,927 - 26,354,927 12,000,000 - 12,000,000

111,343,515 53,526,689 57,816,826 55,040,867 21,286,475 33,777,653

Note:

1. The under expenditure in computer hardware and computer software is due to commitments relating to procurement of

computersandeLAAsystemsdevelopmentprojectsbutnotinalisedand/ornotdeliveredatyearend.Theamountshavebeen requested for rollover.

2. The under expenditure on motor vehicles is due to non delivery of vehicles by year end as the supplier did not have stock.

These were delivered after year end.

3.Thenonexpenditureonlandandbuildingisduetolenghtyandcomplexprocurementprocesseswhichcouldnotbeinalisedat year end. These funds have therefore been requested for roll over.



PARTC:GOVERNANCE


1. Introduction

Legal Aid South Africa remains committed to the

implementation of sound corporate governance practices

and ensures that these are reviewed on an ongoing basis

in order to comply with the legal obligation to use funds in

aneconomic,eficientandeffectivemanner.Processesareunderpinned by the principles of openness, integrity and

accountability and an inclusive approach that recognises the

importance of all stakeholders with respect to the viability

and sustainability of Legal Aid South Africa.

2. Portfolio Committees

Legal Aid South Africa briefed the Portfolio Committee on

Justice and Constitutional Development twice during the

period under review. The brieings focused on presentingthe Legal Aid South Africa Strategic Plan 2012–2017, Annual

Performance Plan 2014–2015 and the Budget 2014–2015 on

3 July 2014, and the Legal Aid South Africa Annual Report

2013–2014 on 17 October 2014. The Portfolio Committee

commended the organisation on its excellent performance.

3. Executive Authority

Legal Aid South Africa submitted four quarterly performance

reports to provide progress updates on the implementation

of the Annual Performance Plan 2014–2015 to the Executive

Authority, in compliance with the Framework for Strategic

and Annual Performance Plans. The Legal Aid South Africa

Annual Report 2013–2014 was submitted to the Executive

Authority, Parliament, National Treasury and the Auditor-

General in accordance with section 55(1)(d) of the PFMA.

Four quarterly PFMA and statutory compliance reports were

submitted to the Executive Authority.

4. The Accounting Authority

(Board)

4.1. THE BOARD OF DIRECTORS

The composition of the Board of Legal Aid South Africa

is determined by the Legal Aid Act (Act No 22 of 1969 as

amended), which provides for the appointment of 18 board

members from various constituencies by the Minister of

Justice and Correctional Services and the President of the

Republic of South Africa. On 1 March 2015 a new Legal Aid

South Africa Act 39 of 2014 came into effect.

The Board is the accounting authority of Legal Aid

South Africa in accordance with section 49 of the Public

Finance Management Act (PFMA), and is charged with

the responsibilities referred to in section 51 of that Act.

The key responsibilities of the Board are to provide ethical

leadership, including setting the strategic direction and

approving the strategic plan and business plans and

monitoring the operational performance of the organisation.

The Board needs to make timely strategic decisions to

ensure operations are in line with Strategy it approved, to

ensure that the right people with the appropriate skills mix

areappointed,toensuretheintegrityofinancialinformationand the robustness of inancial and other controls andto oversee the management of risk and review of the risk

management policies and the effectiveness of the risk

management processes. The Board acts as the focal point

for, and custodian of, corporate governance and provides

ethical leadership characterised by the principles of fairness,

accountability, responsibility and transparency and ensures

that it manages its relationship with management and

stakeholders along sound corporate governance principles.

The Board also determines and approves policies, ensuring

compliance with laws, rules, codes and standards as well

as governance of Risk Information and Technology. Non-

executive directors are expected to provide an effective

monitoring role and to provide help and advice on critical

matters affecting the Legal Aid South Africa business.

Meetings of the Board and its Committees are convened

quarterly. At these meetings management reports on

compliance with policy and its achievements against

objectives, and strategic and policy decisions are made by

the Board. A structured approach is followed for delegation,

reporting and accountability, which includes reliance on

various Board Committees. The Board held four meetings

and each of the four Board Committees held four meetings

prior to the Board meetings, in accordance with the corporate

governance schedule.

The Board functions in accordance with the approved Board

Charter that is reviewed on an annual basis. The Board

complied with its responsibilities as set out in the Legal Aid

South Africa Board Charter. The Board assessed its own

performance, through a Board self-evaluation in quarter

four of the year under review. The Charter details Board

succession, the selection of Board members and their

induction as well as the evaluation of the Board.

The term of ofice of the non-executive directors is threeyears. Since the composition of the Board is determined by

the Legal Aid Act, this function is dependent on the Minister of

Justice and Constitutional Development, and Parliament for

anychanges.Asattheendoftheinancialyear2014–2015the Board of Legal Aid South Africa was not fully constituted

as per the Legal Aid Act, 1969 (Act 22 of 1969) (the Board

had only 16 members as opposed to the required 18).

There were two vacancies that were not illed, becausethe Board had resolved to retain the positions in view of

the impact of the new Legal Aid South Africa Act, Act 39 of

2014. Seven Board members were re-appointed to the Board

during theinancial yearandonenewBoardmemberwasappointed during this period.

GOVERNANCE


The termof oficeof theBoard, in termsof LegalAidAct,1969 ended on the 28 February 2015. On 1 March 2015 the

new Legal Aid South Africa Act, 2014 came into effect and

with it the entire Board was appointed as the Transitional

Board,whose termofoficewillendon28February2016.

The CEO also joined the Board as an executive director and

three executive directors, who are still to be appointed by

the Minister of Justice and Correctional Services, will also

become executive directors of the Board. The composition of

the Board is detailed below.

Designation Date Appointed Date Resigned

Qualiications Area of Expertise

Number of Meetings Attended


Director:Board Chairperson

1 March 2015 re-appointed into Transitional Board

- BProc (University of the North) Law 4

Judge Edwin Molahlehi (Deputy Chairperson)

Director:Deputy Chairperson

14 February 2012 (re-appointed)

31 May 2014

BA Law (University of Lesotho)LLB (University of the Witwatersrand)LLM Labour Law (USA)

Law 1

Mr Jan Maree(Chairperson of Remuneration, Social & Ethics Committee)

Director 1 March 2015 re-appointed into Transitional Board

- BCom LLB (University of the Free State)

Law 4

Ms Nonhlanhla Mgadza(Chairperson of Audit Committee)


- BCom(UniversityofSwaziland)MBA (De Montfort University – UK)

FinanceInternal Auditing

4

Prof. Yousuf Vawda(Chairperson of Legal Services Committee)


- BA (University of Durban-Westville)BProc (University of South Africa)LLM (University of Durban-Westville)LLD (UKZN)

Law 4

Adv. Pieter A du Rand

Director Ex-oficiore-appointed into Transitional Board

- BProc (University of the Free State)LLB (University of South Africa)

Law 4

MsNontuthuzeloMemka


- BProc (University of Durban-Westville)

Law 4

Table 07: The Composition of the Board Appointed in Terms of Legal Aid Act, 1969

GOVERNANCE

Mr Jan Maree

From left: Mr Nkosana Mvundlela, Ms Berlina Mxakwe, Ms Renuka Subban, Professor Yousuf Vawda, Ms Nontuthuzelo Memka, Advocate Kameshni Pillay, Judge

President Dunstan Mlambo, Mr Willie Scholtz, Ms Marcella Naidoo, Advocate Pieter Du Rand, Ms Mavis Monama, Mr Mvuzo Notyesi, Ms Nonhlanhla Mgadza,

Ms Thulisile Mhlungu and Ms Vidhu Vedalankar.

Ms Aneline Rhoda


Designation Date Appointed Date Resigned

Qualiications Area of Expertise

Number of Meetings Attended

Ms Thulisile Mhlungu Director 1 March 2015 re-appointed into Transitional Board

- BProc (University of Natal)LLB (University of Natal)

Law 3

Ms Berlina Mxakwe Director 1 March 2015 re-appointed into Transitional Board

- BCom (University of Bophuthatswana)BCompt Honours (University of South Africa)Chartered Accountant SA

Finance 4

Ms Marcella Naidoo Director 1 March 2015 re-appointed into Transitional Board

- BSocSci (University of Cape Town) Social WorkHuman Rights

4

Adv. Kameshni Pillay Director 1 March 2015 re-appointed into Transitional Board

- BA, LLB, LLM (University of the Witwatersrand)

Law 3

MrMvuzoNotyesi Director 1 March 2015 re-appointed into Transitional Board

- BProc, LLB (University of Transkei) Law 2

Ms Aneline Rhoda Director 1 March 2015 re-appointed into Transitional Board

- BSocSci (University of Cape Town)Honours:IndustrialandOrganisational Psychology (University of the Western Cape)Masters:IndustrialandOrganisational Psychology (University of the Western Cape)

Psychol-ogyHuman Resource Manage-ment

1

MrWillieScholtz Director 1 March 2015 re-appointed into Transitional Board

- Technology and Business Leadership Programme (IBM International Academy and Harvard Business School)Executive Management Programme (University of Cape Town Graduate School of Business)Financial Management and Corporate Strategies (IBM, Harvard, Wits Business School)Management of Information Technology (IBM, Harvard Business School)

Technol-ogyBusiness Manage-ment

4

Ms Renuka Subban Director 1 March 2015 re-appointed into Transitional Board

- BA, LLB (University of Durban-Westville), Diploma in Human Rights (Lund University, Sweden)

Law 3

Mr Tshifhatuwo Tshivhase

Director 20 June 2012Ex-oficio

30 June 2014

BJuris (University of Venda)LLB (University of the North)

Law 1

Ms Mavis Monama Director 1 July 2014re-appointed into Transitional Board

- LLB (University of the North) Law 2

Mr Nkosana Mvundlela


- BA Law (University of Venda)LLB (University of Venda)Diploma in Corporate Law (University of Johannesburg)

Law 2

Adv. Rudolph Jansen Director(Alternate)


- BCom (Accountancy) (University of Pretoria)BProc (University of South Africa)Advance Diploma in Labour Law (University of Johannesburg)

Law 1

Mr Johan Janse van Rensburg

Director(Alternate)


- BCom (Accounting) (University of Pretoria)BProc (University of South Africa)Advanced Diploma in Labour Law (University of Johannesburg)

Law 1

GOVERNANCE


4.2. BOARD COMMITTEES

The Board of Legal Aid South Africa has four Committees,

which assist the Board to discharge its responsibilities and

are accountable to the Board. Each Committee has a Charter

that details its responsibilities and duties and the Board

has reviewed and approved the terms of reference of each

Committee during the period under review.

The membership of the Committees comprises non-

executive directors. In addition to non-executive directors,

the Audit Committee and the Remuneration, Social and

Ethics Committee have members that are not members of

the Board, but that serve as independent members of the

Committees. The Board appoints them and determines their

termofofice.

Like the rest of the Board members, they are remunerated in

terms of the schedule released each year by the Minister of

Justice and Correctional Services.

4.2.1. Board Executive Committee

The primary purpose of the Board Executive Committee is to

serveasthestrategicandinancecommitteeoftheBoard,toguide and control the overall direction of the business of Legal

Aid South Africa and act as a medium of communication and

co-ordination between the Board and Management, as well

astoassisttheBoardinfulillingitsresponsibilitybymakingdecisions on behalf of the Board when the Board is not in

session. The Board takes regular cognisance of authorities

delegated to the Board Executive Committee by means of

resolutions.

The responsibility for the risk management and oversight

function is delegated to the Board Executive Committee,

and in performing this role the Committee oversees the

development and annual review of a policy and plan for

enterprise risk management. Board Executive Committee

monitors implementation of the policy and plan for risk

management.

4.2.2. Audit Committee

The primary purpose and composition of the Audit Committee

is discussed on page 70.

4.2.3. Remuneration Social and Ethics Committee

The primary purpose of the Remuneration Social and Ethics

CommitteeistoassisttheBoardinfulillingitsresponsibilityto:a) Ensure that executive, management and Legal

Aid South Africa staff in general are appropriately

rewarded for their work in a manner that will ensure,

as far as possible, the recruitment, retention

and motivation of people with the skills that the

organisation needs.

b) Oversee the implementation of a competitive Human

Resources Strategy, sound Labour Relations Strategy,

Employment Equity Plans, Skills Development Plans,

the Leadership Programme, which is able to attract,

retain and develop the best talent to support higher

organisational performance.

c) Ensure organisational conformance with fair labour

practice and national legislation regulating the rights

and obligations applicable between employers and

employees.

d) MonitorLegalAidSouthAfrica’sactivitiesandreportto the Board in respect of prevailing codes of best

practices on social and ethical responsibilities.

e) Oversee the design, implementation and monitoring

of employment equity plans.

4.2.4. Legal Services Committee

The Committee maintains oversight of the legal aid services

provided by Legal Aid South Africa. The primary purpose

of the Legal Services Committee is to assist the Board in

fulillingitsresponsibilityto:a) Ensure that the legal aid scheme is lawful, sustainable

and responsive to the needs of the people in South

Africa in line with the Constitutional mandate;

b) Ensure that the legal aid scheme is administered in

a manner that ensures that it is accessible and client

sensitive;

c) Ensure a continuous improvement in the quality of

the legal service offering;

d) Ensure adequate national coverage by the legal

aid scheme in relation to the demand for legal aid

services; and

e) Foster productive relationships with the relevant legal

professional bodies and other stakeholders.

The composition of the Board Committee membership is

indicated in the following table.

GOVERNANCE


The remuneration level of Board members is determined

by the Minister of Justice and Constitutional Development

in consultation with the Minister of Finance. Non-executive

directors receive fees for their contribution to the Board and

the Committees that they are members of with the exception

of those non-executive who are in the full time employ of

the state.

FordetailsonBoardmembers’andExecutiveManagementmembers’ emoluments for the inancial year ending 31 March 2015 refer to the notes to the Annual Financial

Statements on pages 140 to 141.

5. Risk Management

Legal Aid South Africa is committed to effective risk

management and acknowledges that managing risk is

key to our organisational maturity and sustainability.

The Enterprise Risk Management Strategy and Plan

incorporating fraud management is approved by the Board

annually. The objective is to integrate and align the various

risk management strategies, plans and actions across

functional areas and operational units to ensure an integrated

response as well as to ensure that the existing value of the

organisation is preserved and new value is created through

increased accessibility of services for criminal, civil and

advice matters. The Enterprise Risk Management Strategy

is aligned to the requirements of the PFMA, King III and

the Public Sector Risk Management Framework published

by National Treasury. It is also aligned to Legal Aid South

Africa Strategic Plan 2015–2020. The Enterprise Risk

Management Strategy ensures a holistic approach to risk

management and focuses on risks that are inherent in our

strategy, operations and business.

To ensure good risk governance within Legal Aid South

Africa, which includes effective risk governance, structures

and policies overseeing risk management, the roles

and responsibilities of the governance structures in the

organisation, including the Board and its Committees, the

OficeoftheCEO,theManagementExecutiveCommittee,Executives, the Chief Risk Oficer, the Internal AuditDepartment and other key role players in the organisation,

are documented.

In order to build a risk-aware and risk-intelligent culture in

the organisation, meetings were held with Executives and

Justice Centre Executives. Risk registers were prepared

focusing on strategic, operational, ethical and fraud risks.

Table 08: Board Committee Membership

Committee Number of meetings

held

Number of members Names of members

Board Executive

Committee

4 6 1. Judge President D Mlambo (Chairperson)

2. Judge E Molahlehi (resigned 31 May 2014)

3. Mr J Maree

4.MsNMgadza5. Ms A Rhoda

6. Prof. Y Vawda

Legal Services

Committee

4 8 1. Prof. Y Vawda (Chairperson)

2. Ms T Mhlungu

3. Adv. P du Rand

4. Ms Memka

5. Ms M Naidoo

6. Adv. K Pillay

7. Mr Notyesi

8. Ms R Subban

Remuneration, Social

and Ethics Committee

4 8 1. Mr J Maree (Chairperson)

2. Mr Mvundlela

3. Ms Naidoo

4. Ms A Rhoda

5. Mr M Leseilane

6. Mr T Tshivhase (term ended July 2014)

7. Ms T Monama

8. Ms Subban

Audit Committee 4 6 1.MsNMgadza(Chairperson)2. Mr J Maree

3. Ms B Mxakwe

4.MrWScholtz5. Ms J Luthuli

6. Mr E Moolla

GOVERNANCE


Risk Control Self-Assessment surveys were conducted

quarterly with JCs, regional ofices and national oficedepartments. This process was managed by the Chief

Risk Oficer and reports were prepared and submitted toManagement.

Legal Aid South Africa is required to comply with various laws

such as the Legal Aid South Africa Act, 2014, and the Public

Finance Management Act, 1999. Compliance with statutory

provisions is signed off monthly by each executive.

A Statutory Deadlines Schedule is in place, which sets out

requirements for compliance with applicable legislation

wherewe are required tomake speciic submissions.Theresponsibility for these submissions is allocated to the

relevant executives.

The Internal Audit Executive provides quarterly reports to the

Board on compliance with the Public Finance Management

Act No. 1 of 1999 (PFMA) and Treasury Regulations as

amended, Preferential Procurement Policy Framework

Act No. 5 of 2000 (PPPFA) and regulations, Supply Chain

Management Policy and Practice Notes, King III and

the extent of compliance of the Annual Report to Global

Reporting Initiative Framework (GRI). As at the end of the

2014–2015 inancial year the Internal Audit Departmentreported that Legal Aid South Africa was materially compliant

with the PFMA and Treasury Regulations, the PPPFA and

Regulations, King III, and the Supply Management Policy

and Practice Notes.

Legal Aid South Africa is a service organisation that does

not generate its own income and is dependent on state

funding. A materiality framework that prescribes parameters

for the presentation of the annual inancial statement andperformance information is in place. For administrative

purposes, levels of authority for the condonement of losses

incurred at Legal Aid South Africa have been determined.

The table on the following page lists the top 10 risks

identiied for the 2014–2015 inancial year as identiiedduring the organisation’s strategic planning process. Thetable also indicate the risk mitigating controls as well as risk

opportunities.

Table 09: Legal Aid South Africa Strategic Risks – Mitigating Controls and Opportunities

No Risk Description Mitigating Controls Opportunities derived

1 Challenges to the Rule of Law

(Criminal).

•CourtCoverageProgrammeforcriminal matters.

•CivilLegalAidDeliveryProgramme.

•Assistancetoclientsandcommunities with the funding of

impact litigation matters.

•Expansionofcivillegalaid.

2 Capacity to meet community

demand for civil legal aid – lack of

funding for civil legal aid.

Access to civil Legal Aid Services

Clients prejudiced by not getting

access to civil legal aid, resulting

in unfairness in civil actions

and infringement on the clients

constitutional rights.

Legal Aid South Africa will suffer

reputationa/branding damage

•Reportsonmattersexceedingturnaround times.

•LegalAidforcivilmattersonlygranted where there is a reasonable

prospect of success.

•Linkageswithcommunityadviceofices/traditionalstructures/government departments, including

theMastersOficeforestatesmatters.

•Cooperationspartneragreementsand Judicare programmes.

•LegalAdviceCapacity–AdviceLineand paralegals in all centres.

•Communityoutreach/civilcourtsoutreach programme.

•Expansionofcivillegalaidservicesacross all JCs including SOs.

•Growthofciviladviceservicestoclients at JCs, SO and Advice Line.

•Provisionofself-helpinformationmodules on our website.

3 Quality of legal services offered by

Legal Aid South Africa (including

Judicare quality).

Quality of legal services offered by

Legal Aid South Africa. Clients will be

prejudiced with poor quality resulting

in unfair legal proceedings and poor

legal action/advice infringing upon

civil/constitutional rights. Legal Aid

South Africa will suffer reputational/

brand damage.

•Qualityinterventionprogrammes.•Qualitymonitoring,assessmentand

programmes.

•CompetencyDevelopment/Trainingof legal staff.

•CAReadiness/PractitionerSupportneeds assessment.

•Professionalindemnity/negligenceinsurance cover.

•Recruitingcompetentpractitioners.•Judicarepractitioneraccreditationbrieingprogram.

•IndependentLegalQualityassessment by the LQAU.

•Improvedcompetenciesandskillsofall practitioners.

•Increasedawarenessoftherequiredquality standards by Judicare

practitioners.

GOVERNANCE


No Risk Description Mitigating Controls Opportunities derived

4 Legal Aid South Africa image/

reputation risk.

Reputation of Legal Aid South Africa

will prejudice the standing of the

organisation amongst internal and

external stakeholders and to clients

thus impacting negatively on it being

able to deliver on its mandate.

•BrandStrategy.•MarketingPlan.•Stakeholdermatrix/plan.•Buildingexcellentbrandexperience.•Maintainingstrongandgood

governance.

Greater awareness of the Legal Aid

South Africa brand and the quality

of service provided to the vulnerable

communities.

5 Lack of conidence in the justice system. Ineficiencies of the justice system negatively impact on image

and credibility of all entities within

the justice system.

Functioning of the justice system.

Ineficientjusticesystemresultingininabilitytoprovideeficientandeffective access to justice thereby

impacting on the rule of law.

•Monitoringcaseturnaroundtimesofall matters.

•Backlogcourtproject–reductionincase backlogs.

•CriminalJusticeSystemReview.•JusticeSectorStakeholder

relationship programme.

•AttendingNEECandPEECmeetingsto address systemic challenges and

delays.

Legal Aid South Africa playing

proactive role in ensuring that

ineficiencieswithinthejusticesystemare minimised.

6 Government’s ability to maintain baseline level of funding.

Impact of recession or other

government priorities resulting in

budget cuts, which will result in

reduction of services.

•PrudentbalancedbudgetandlobbyNational Treasury for additional

budget.

•Useownreserveswhilemaintainingminimumcurrentratioof1.5:1.

•Monitorcashlowcloselyensuringthat MTEF and Annual budget are

focused on essential and priority

spending.

•Monitorexpenditureensuringthatitis within budget.

Legal Aid South Africa ensuring

budget is aligned to Strategic Plan and

Business Plan.

7 Sustainable performance and

sustainable practice (SP2012).

Organisational strategies, plans,

policies and procedures resulting

in unsustainable execution and

performance impacting on ability to

deliver mandate.

•StrategicPlancoveringmediumterm.

•Expenditureplansmonitoringimpacton ability to perform in medium term.

Business plan projects aligned to

budget and organisational resources.

8 Attraction and retention of

expertise and specialist skills

(SP2012).

An unattractive Employment Value

Proposition that is unable to attract,

retain and engage talent or deliver on

the employment partnership promise.

•Responsiveandcontemporarytermsand conditions of employment and

HR policies.

•Meaningfulworkexperienceandaninspiring work environment.

•Anaggressivelearninganddevelopment programme.

•Arealisticcareerpathandcareerplanning.

•Loyaltyofemployees.•Recruitmentandretentionstrategy.

Legal Aid South Africa is being

marketed as an employer of choice

to potential employees, positively

impacting on the strategic positioning

of the Legal Aid South Africa Brand.

9 IT Governance and IT Platform

and capacity responsiveness to

business need.

ITgovernance:•Nonimplementationofbestpractices.•Lackoffundingtomaintainandgrow

the IT system in keeping pace with

information demands by users.

•ITStrategicplanasasubsetoforganisational strategy.

•ITArchitectureplatformreviewedandaligned to organisational strategy.

•ConsistentITpolicy.•ITgovernancestructure.•InternalauditITreview.

•RelevantandapplicableITbestpractices applied across the IT

environment.

•LifespanofITequipmentreviewedinline with capex budget.

10 IT Governance, IT Platform and capacity responsiveness to

business need.

ITinvestmentplatform:PoorITnetwork, hardware, middleware and

software, and application investments

resulting in poor IT systems to meet

business demands.

•ITServiceCharter.•ITCARP(ITinfrastructure

elements recorded, monitored and

maintained).

•InvestmentinVPNtomeetbusinessrequirements.

•Latest/recentsoftwareversions.

Development of new systems for the

administration of the granting of legal

aid, case management and business

intelligence.

GOVERNANCE


6. IT Governance

The Board of Legal Aid South Africa is responsible for

oversight on information technology (IT) governance in

accordance with chapter 5 of the King Code and elements of

international best practice.

In discharging its responsibilities the Board has established

an IT strategy that is integrated with the performance

and sustainability objectives of Legal Aid South Africa.

Management in implementing Legal Aid South Africa’s ITStrategy and strengthening the IT Governance during the

2014–2015inancialyearimplementedITprojectsintendedfor growing the IT system and improving IT infrastructure

performance.

ElectronicLegalAidAdministration (eLAA)SystemProject:A new electronic Legal Aid Administration System (eLAA)

is being developed to replace the current IT core system,

Ad-Ininitum. The eLAA system will be developed onmodern application software covering legal administration

functionalities intended to respond to business requirements.

Legal Aid South Africa’s business continues to grow inbusiness process management and the adaptation of

new innovative technologies.Amore eficient and capabletechnology to increasing business demand is thus important.

Integration of the eLAA system with other business

applications is critical for effective and reliable information

management. The eLAA system is planned for completion in

the2015–2016inancialyear.

ModernisationoftheITsystem:TheITStrategicPlan2012–2017identiiesmodernisationoftheITplatformasimportanttobuildacost-effectiveandeficientbusinessoperationforLegal Aid South Africa. To keep up with the industry trends

and best practices additional investments were done on the IT

infrastructure platform. IT server virtualisation was embarked

on to optimise dynamic resource sharing, minimisation

in cost downtime and to boost eficiencies in automatedrestorations of system components. A Virtual Private Network

(VPN), which is enterprise-wide, was upgraded and is now

supportedbytheinstallationofawirelessplatforminalloficesof the organisation. An Access Point Name (APN) network

was installed to support continuous business operations of

management and court-based legal practitioners.

The Board of Legal Aid thus continues to monitor and evaluate

IT investments and its maturity, which are necessary for

improved performance of the organisation. The IT Steering

Committee remains responsible for technical and operational

IT risks ensuring sustainability of effective IT operations.

UsersoftheITsystemareincreasinglyreceivingbeneitsofa modern technology with improved service.

7. Internal Control Unit

Legal Aid South Africa does not have an internal control

unit. Executive management is responsible for transversal

functions and a system of matrix management is in place.

Thisprovidesmanagementwithsuficientoversightoverallthe activities in the organisation.

The Board has ultimate responsibility for establishing a

framework for internal controls, including an appropriate

procurement and provisioning system. During the period

under review, the Board approved the Internal Control

Framework,whichisaimedatensuringamongotherthings:• thereliabilityandintegrityofinancialandoperational

information

• theeffectivenessofoperations• safeguardingofassets• compliancewithlaws,regulationsandcontrols.

The controls throughout Legal Aid South Africa focus on those

criticalriskareasidentiiedbyoperationalriskmanagement,conirmed by executive management and assessed bythe auditors. The controls are designed and provide cost

effective assurance that assets are safeguarded and that

liabilitiesandworkingcapitalareeficientlymanaged.

Organisational policies, procedures, structures and approval

frameworks provide direction, accountability and division of

responsibilities and contain self-monitoring mechanisms.

Both management and Internal Audit closely monitor the

controls,andactionsaretakentocorrectdeicienciesastheyareidentiied.

The Internal Audit function provides written assessments

on the effectiveness of inancial and internal controls. The Chairperson of the Audit Committee provides reports

on assurance of risk and internal control effectiveness to

the Board.

8. Internal Audit Function

8.1. INTERNAL AUDIT FUNCTION

Internal Audit at Legal Aid South Africa is an independent

appraisal function, established to evaluate the legal aid

activities to provide reasonable assurance that effective

risk management processes and internal controls and

governance processes are in place. The key responsibility

of Internal Audit is to assist the Board and its Committees in

the discharge of its governance responsibilities including but

notlimitedto:i. systematically analysing and evaluating the legal aid

business processes and associated controls

GOVERNANCE


ii. performance of an objective assessment of the risk

management processes and internal frameworks

iii. performance of an evaluation of the Legal Aid’sgovernance processes including ethics

iv. providing reliable information regarding fraudulent

activity, corruption, unethical behaviour and

irregularities.

Internal Audit performs its activities in compliance with

the PFMA and Treasury regulations, the King III Report

on Corporate Governance and the International Standards

for professional practice of internal auditing. Accordingly,

Internal Audit performs independent, objective appraisal

and evaluation of the risk management, internal controls

and governance processes, as well as identifying

corrective actions and suggested enhancements to the

controls and processes, using a risk-based approach. A

risk-based audit plan is prepared and approved by the

AuditCommittee.TheauditplanislexibleandresponsivetoLegalAidSouthAfrica’sriskproile.

The Internal Audit Department has full and unrestricted

access to all organisational activities, records, property

and personnel and has the support of the Board and the

Audit Committee.

The Internal Audit Department completed 97% of its

approved Audit Coverage Plan. The variance was due

the fact that only one out of two management requests for

Annual Performance Information review was received; the

Human Resources Departmental Audit was cancelled as

itsinternalauditscheduleclashedwiththeAG’sanditwasreplacedbytheJCs’auditfocusingonthesameareas,asit was planned for HR. The effective coverage was 107%,

taking into account the additional BAC/bids reviews and

preparedness audits carried out.

8.2. LEGAL QUALITY ASSURANCE

The Legal Quality Assurance Unit, which reports to the

Internal Audit Executive, is tasked with the responsibility

of independently and objectively assessing the quality

of legal practitioners including civil, criminal, paralegals

and call centre agents within Legal Aid South Africa and

judicare practitioners that are accredited with Legal Aid

South Africa and are representing clients in both civil

and criminal matters. The Unit completed 97% of audits

planned for the inancial year. The target coverage of100%notbeingattainedcanbeattributedtoaninsuficientsample of judicare trial matters being available to assess

miscalculations in respect of JC paralegals, which will

be rectiied in the new inancial year by assessing anadditional four JC paralegals.

9. Compliance with Laws and

Regulations

Legal Aid South Africa complies with the requirements

of its legal universe, which comprises approximately 80

pieces of legislation, including the Legal Aid South Africa

Act, 2014, Public Finance Management Act, and Act 1 of

1999 (PFMA) and National Treasury Regulations, which

provides guidelines that must be upheld and implemented

for the realisation of good governance. The Public Finance

Management Act regulates inancial management in allspheres and levels of government to ensure that all revenue,

expenditure, assets and liabilities are managed eficiently,effectively and economically. Furthermore, the Public Finance

Management Act provides management with guidelines that

must be upheld and implemented for the realisation of good

governance.

Asat theendof the2014–2015inancial year the levelofcompliance was 100% for all codes or legislation listed for

the sections applicable to Legal Aid South Africa for quarters

1, 2, and 3. There was one incident of noncompliance with

thePFMA,fourincidentsofinancialmisconductandsevensuppliers who performed the refurbishment at the Justice

Centres that did not provide letters of good standing to

conirm that they were registered with the Department ofLabour as an employer and that their compensation fund

assessments are in order to cover any eventualities and/or

claims resulting from injuries on duty in quarter 4.

Legal Aid South Africa has, in the year under review,

endeavoured to apply the principles set out in the King III

Report on Corporate Governance, where applicable, and to

explain when any principles are not applied. King III sets out

the guidelines with regard to, inter alia, compositions, roles

and functions of Boards, risk management, internal audits

and integrated sustainability reporting.

Legal Aid South Africa applies principle 8.5 of chapter eight

(8) of the King III Report, which recommends organisations

to consider disclosing in the integrated report, the number

and reasons for refusals of requests for information that were

lodged with the organisation in terms of the Promotion of

Access to Information Act (PAIA), 2000.

During the 2014–2015 inancial year, the organisationreceived ten (10) requests in terms of the Promotion of

Access to Information Act, 2 of 2000. Three (3) requests were

fully granted, one (1) request was partially granted and one

(1) request was still pending as it was received at the end of

March 2015. Four (4) requests were refused for failure by the

requester to pay the search fees. One (1) request was not

pursued after a letter seeking the requester to comply with

the requirements was sent to the requester. Note that six (6)

requests were submitted from one requester and relates to

GOVERNANCE


a labour litigation claim proceeding, which was dismissed at

the Labour Appeal Court in favour of Legal Aid South Africa.

10. Fraud and Corruption

The Legal Aid South Africa Fraud Management Plan and

Fraud Management policy were approved by the Board

in May 2014 as part of the part of the ERM Strategy and

Plan. These documents outline speciic measures on themanagement of fraud. The Fraud Management Policy

includes the implementation of a Fraud and Ethics Hotline,

which is managed by an external independent party that

reports directly to the Internal Audit Executive. Incidents

reported to the Fraud and Ethics Hotline are reported to

the Board in the Internal Audit Quarterly Report and are

disclosed in the Annual Financial Statements. There were

six (6) incidents of fraud that were reported during the

inancialyearunderreview.Iniveoftheincidentsreported,it is alleged that employees accepted payments from clients

for services rendered. In one instance, the employee

misrepresentedher educational qualiications.Three (3) ofthe employees involved in these instances were disciplined

and subsequently dismissed. The remaining three (3)

employeeslefttheorganisationbeforetheinalisationofthedisciplinary processes.

11. Minimising Conlict of Interest

A conlict of interest is a situation in which a person ororganisation is involved in multiple interests (inancial,emotional, or otherwise), which could possibly corrupt the

motivation of the individual or organisation. Legal Aid South

Africa has measures in place to ensure that the integrity of

oficialdecision-makingisnotcompromisedbyanemployee’sprivateinterests.Conlictofinterestisnotonlydetectedbutdealtwithdecisively.Inordertominimiseconlictofinterestin supply chain management processes, the organisation

has in place policies and procedures that guide the conduct

of employees involved in procurement. These policies and

procedures are reviewed annually and whenever necessary

to ensure compliance to best practice.

Each oficial who participates in the procurement processcompletes a declaration of conlict of interest form, whichdiscloses conlict of interest and that no supplier will bepurposefully favoured or prejudiced. Should a conlict ofinterestbeidentiied,theoficialwithdrawsfromparticipatingin any manner in the process relating to that procurement.

Suppliers are also required to complete a declaration of

conlictof interestform(SBDform)witheveryprocurementthat isabovethethresholdofR30000.Whereaconlictofinterestisidentiied,thenecessaryapprovaltoparticipateinthe procurement is required.

Legal Aid South Africa Codes of Conduct and Ethics help

to minimise problems with conlicts of interests. It offersdirection and guidance to employees on the extent to which

suchconlictsshouldbeavoided,andwhat theemployeesshoulddowheresuchconlictsarepermittedbyacodeofethics (disclosure, etc.).

Thus, employees, especially professionals, cannot claim

that they were unaware that their improper behavior was

unethical. In the period under review the declaration was

done twice in August 2014 and in March 2015.

As importantly, the likelihood of disciplinary procedures also

being instituted (for example, a lawyer being disbarred) helps

tominimiseunacceptableconlictsorimproperactswhenaconlictisunavoidable.

12. Code of Conduct

The Legal Aid South Africa Code of Ethics and Conduct Policy

was reviewed and approved by the Board in May 2014. The

policy applies equally to all employees and compliance with

the code is mandatory. The purpose of the Code of Ethics and

Conduct Policy is to promote and enforce ethical business

practices and standards within Legal Aid South Africa. This

Code represents the highest ethical standards applicable in

the environment in which Legal Aid South Africa operates

and strongly emphasises integrity and objectivity on the part

of all employees, all managers and Executives.

A contravention of the code must be reported to a line

manager, the Human Resources Executive or Internal Audit

Executive. The matter will be investigated and dealt with

according to the Legal Aid South Africa Disciplinary Code of

Conduct.

13. Health, Safety and Environmental Issues

The Legal Aid South Africa Health and Safety policy and

the Occupational Health and Safety Act, 85 of 1993 provide

guidingprinciplesfor theachievementof theorganisation’shealth and safety programmes. Health and safety

representatives and Committees are in place.

Any serious injuries, notiiable diseases or dangerousoccurrences taking place at work must be reported to the

Human Resources Department. Sixteen (16) incidents of

Injury on Duty were reported.

Throughitsoperations,theorganisation’sactivitiesimpactontheenvironmentthrough:i. Printing of documents

ii. Travel by car and air

iii. Waste generated through activities

iv. Electricity and water usage

GOVERNANCE


The Environmental Policy was developed and approved

by the Board and is reviewed annually. An implementation

plan setting out the programmes and projects to achieve

the objectives of the policy have been developed. The

implementation plan covers, amongst others, reduction of

carbon footprint, carbon emission, recycling of waste, and

reduction of energy and water consumption.

14. Board Secretary

The Legal Aid South Africa Board has access to the advice

and services of the Board Secretary. Board members are

also entitled to obtain independent professional advice, at

Legal Aid South Africa’s expense, should they deem thisnecessary.TheBoardSecretary:i. provides guidance to the Board on the duties of the

directors and good governance

ii. assists with the induction and training programmes

for Board members

iii. ensures Board and Committee Charters are up to

date

iv. ensures that contents of agendas of meetings are

agreed with the Chairperson, and that agendas

and documents are distributed timeously to Board

members and attendees

v. ensures that minutes of Board and Committee

meetings are recorded and agreed by members of

the Board, and does all other things necessary to

ensure that meetings are held as scheduled

vi. assists with the evaluation of the Board, Committees

and individual directors.

15. Report of the Audit Committee

15.1. THE AUDIT COMMITTEE

RESPONSIBILITIES

The purpose of the Legal Aid South Africa Audit Committee

is toassist theBoard in fulilling itsoversight responsibilityfor the integrated reporting process, the system of internal

control, the audit process, External and Internal audits and

LegalAidSouthAfrica’sprocessformonitoringcompliancewith laws, regulations, voluntary codes, best practices and

the code of conduct.

15.2. TERMS OF REFERENCEThe Audit Committee adopted formal terms of reference,

approved by the board of directors of Legal Aid South Africa.

TheAuditCommitteeconirmsthatitcarriedoutitsdutiesinaccordance with the approved terms of reference during this

inancial year. Furthermore theAudit Committee compliedwith the PFMA, Treasury regulations 3.1.13 and the King III

requirements.

15.3. COMPOSITION

Details of the Audit Committee members and their attendance

of meetings is provided in the table below.

Table 10: Details of the Audit Committee Members and their Attendance of Meetings

Name Qualiications Internal or external Date appointed Date

resigned

No of

meetings

attended

MsNonhlanhlaMgadza(Chairperson)

MBA External (Non-executive Director) 1 March 2015

re-appointed into

Transitional Board

- 3

Mr Ebi Moolla BJuris External (Independent Committee

Member)

1 August 2013

(re-appointed)

- 4

Ms Marcella Naidoo B Social

Science

External (Associated Committee

Member)

1 March 2015

re-appointed into

Transitional Board

- 4

Mr Jan Maree BCom LLB External (Non-executive Director) 1 March 2015

re-appointed into

Transitional Board

- 4

Ms Berlina Mxakwe CA(SA) External (Non-executive Director) 1 March 2015

re-appointed into

Transitional Board

- 4

MrWillieScholtz Technology

and Business

Leadership

External (Non-executive Director) 1 March 2015

re-appointed into

Transitional Board

- 4

Mr I Ramdas CA(SA) External (Independent Committee

Member)

3 June 2011

(re-appointed)

16 May

2014

Ms Jabu Luthuli CA(SA) External (Associated Committee

Member)

1 November 2014

(re-appointed)

- 4

GOVERNANCE


The Chief Executive Oficer, Chief Operations Oficer,National Operations Executive, Chief Legal Executive,

Chief Financial Oficer and representatives from theInternal and External Auditors attend the Audit Committee

meetings by invitation. The Audit Committee has held

separate meetings with The External and Internal Auditors

before every Audit Committee meeting. Both the Internal

and External Auditors have unrestricted access to the

Audit Committee Chair person and the members.

The effectiveness of the Audit Committee is assessed on

an annual basis.

15.4. STATUTORY DUTIES

InexecutionofitsstatutorydutiestheAuditCommittee:Made the following submissions to the board on matters

concerning the Legal Aid South Africa’s accountingpolicies,inancialcontrol,recordsandreporting:• Materialityframework,BACpolicy,Internalcontrol

framework, Investment policy, Fraud policy and

related accounting policies;

• Writtenassessmentontheinternalcontrols;• Recommended annual inancial statements for

approval by the Board; and

• Recommended the inancial statement forsubmissiontotheoficeoftheAG31May2015.

15.5. DELEGATED DUTIES

The Audit Committee received reasonable assurance that

the processes and procedures followed through the risk

management processes at Legal Aid are adequate and

effective to ensure that inancial risks are identiied andmonitored appropriately.

TheCommittee is speciically satisied that the followingareashavebeenappropriatelyaddressed:• Fraudriskpertainingtoinancialreporting;• Financialreportingrisk;• Internalinancialcontrol;• ITriskpertainingtoinancialreporting;and• Reviewed tax and technology risks, in particular,

how these are managed.

15.6. THE EFFECTIVENESS OF INTERNAL

CONTROL

TheCommitteehas:• Reviewed the effectiveness of the company’s

system of internal inancial controls includingreceiving assurance from Management, Internal

Audit and External Audit;

• Reviewedthepoliciesandproceduresimplementedto prevent and detect fraud, bribery and corruption;

• Reviewedsigniicant issues raisedby the internaland external audit process, including the manner in

which they were resolved;

Based on the set processes followed and assurances

provided we believe that signiicant internal inancialcontrols are in place and are effective.

Regulatory compliance

The Audit Committee has complied with all its applicable

legal and regulatory responsibilities.

Internal Audit

The Audit Committee has during the course of the year

FY2014–2015:• Reviewed and recommended the Internal Audit

charter for approval by the board;

• Evaluated the independence, effectiveness andperformance of the internal audit function, in

relation to its mandate;

• SatisieditselfthatInternalAudithasthenecessaryresources, budget , standing and authority within

the company to enable it to discharge its functions;

• WaspartoftherecruitmentprocessoftheIAEandassessedtheincumbent’sperformancethroughitsChair person;

• ApprovedtheInternalAuditplan;and• Encouragedtheco-operationbetweenInternaland

external audit.

The Internal Audit function is subject to independent

quality revieweveryiveyearsorasandwhen theauditcommittee deems appropriate. The function was last

externallyreviewedinbySizweNtsalubainFY2013–2014and attained a GC result.

GOVERNANCE


15.7. IN-YEAR MANAGEMENT AND

MONTHLY/QUARTERLY REPORT

The Legal Aid South Africa has submitted monthly and

quarterly reports to the Executive Authority.

15.8. EVALUATION OF FINANCIAL

STATEMENTS

We reviewed the Annual Financial Statements prepared

by Legal Aid South Africa, which are prepared and

presented in accordance with the South African Standards

of Generally Recognised Accounting Practice (SA

Standards of GRAP) and requirements of the Public

Finance Management Act of South Africa, 1999 (Act1 of

1999)(PFMA) and the Treasury Rules and Regulations.

15.9. AUDITOR’S REPORT

We reviewed Legal Aid South Africa’s implementationplan for audit issues raised in the prior year and we are

satisiedthatthemattersraisedwereadequatelyresolvedand addressed.

We therefore concur and accept the conclusions of the

externalauditor(AuditorGeneral)ontheannualinancialstatements (AFS) that they present fairly, in all material

respects, the inancial position of the Legal Aid SouthAfrica as at 31 March 2015. The audited AFS should be

accepted and read together with the report of the Auditor

provided.

Integrated Reporting

Based on the processes in place and the assurance

provided by Internal Audit, we recommend the integrated

report to the Board for approval.

Ms Nonhlanhla Mgadza

Chairperson of the Audit Committee


25 July 2015

GOVERNANCE


PARTD:SUSTAINABILITY REPORT


1. Sustainability Strategic Plan

During the year under review, Legal Aid South Africa

developed a Sustainability Strategic Plan, linked to the

organisational Strategic Plan 2015–2020. The strategic risks

and the environmental context highlighted sustainability

issues and therefore informed the sustainability focus areas.

The approach taken to sustainability by Legal Aid South

Africaisabout:i. Thesustainabilityimpactoftheorganisation: The impact of the organisation’s work on the

economy, society and the environment in the short,

medium and long term; and

ii. Sustainabilityoftheorganisationitself: Improving the maturity level of the organisation so

that it operates at optimal levels and can continue

to be a going concern in delivery terms as well as

inancialterms.

The Legal Aid South Africa Sustainability Strategy has set out

a broader SUSTAINABILITY VISIONasfollows:

To make the Constitution a living document for the

poor and vulnerable, be a partner to communities and stakeholders and, be a preferred employer of legal professionals.

Thus increasing access to justice, widening the social

safety net of communities, building trust in the rule of law

and building viable institutions (courts and public entity) of a

democratic state to positively impact the current and future

quality of life of clients and communities.

The Legal Aid South Africa Sustainability Vision incorporates

the following aspirational elements:

i. to promote a human rights approach to access to

justice

ii. to be an accepted part of the community’s safety

net enabling poor and vulnerable persons to access

justice, which positively improves the quality of their

life in the short and long term

iii. to contribute to an eficient and effective justice system, which builds trust in the rule of law and

conidence in the effective functioning of a public institution (that is, courts) of a democratic state

iv. to partner with communities and stakeholders to

inform the delivery of legal aid services and increase

access to justice

v. to be the best and preferred employer of legal

professionals

vi. to develop a segment of a clean, accountable,

eficient and effective government/state.

The sustainability goals and the strategic intent of each

goalare:

Sustainability Goal 1: Improved access to justice

impacting on current and future quality of life of clients

Strategic intent (of Goal 1): (social & economic)

Access to justice widens the safety net of poor and vulnerable

persons.

Outcomes of justiciable matters impacts on quality of life and

economic conditions of clients.

Developingasegmentofaneffectiveandeficientgovernment/state able to deliver public goods (legal aid services).

Sustainability Goal 2: Improved effectiveness and

conidence in the justice system

Strategic intent (of Goal 2): (social & economic)

Building the public institutions (i.e. justice system including

courts) of a democratic society.

Aneficientandeffectivejusticesystemimpactspositivelyonthefunctioning of the economic systems at local and national level.

Engaging stakeholders for their inputs to inform services

offered to increase access to justice and improving

functioning of the justice system.

Sustainability Goal 3: Good governance practice and a

strong governance reputation

Strategic intent (of Goal 3): (governance)

Developing a segment of a clean and accountable government/

state effectively utilising public funds.

Sustainability Goal 4: Improved maturity level of the

organisation

Strategic intent (of Goal 4): (business performance)

Developingasegmentofaneficientandeffectivegovernment/state.

Transparent and accountable use of public funds improves

probability/support for continued funding.

Sustainability Goal 5: Best employer of legal professionals

(and related management and support staff)

Strategic intent (of Goal 5): (social)

Employer of choice.

Sustainability Goal 6: Reduced carbon footprint (of

organisation)

Strategic intent (of Goal 6): (environment)

Reduce global carbon footprint to give effect to these goals

LegalAidSouthAfricahasidentiiedsix sustainability focus

areas:I. Access to Justice

II. Justice System

III. Good Governance

IV. Maturity Levels

V. Employer of Choice

VI. Carbon Footprint

SUSTAINABILITY REPORT


Each focus area is further detailed into sub-focus areas

that add greater depth to the focus areas. These sub-focus

areas are detailed as part of the performance report on

sustainability for 2014–2015. Sustainability risks associated

with each of the strategic focus areaswere identiied anda sustainability risk register was developed. These risks are

managed and reported on to the Board.

2. Report on Sustainability

Performance

Following isa reportonperformanceagainst the identiiedsustainability goals. Note that statistics on performance are

covered elsewhere in the Annual Report.

GOAL 1:

Improved access to justice impacting on current and future

quality of life of clients

Focus area I – access to justice

Sub-focus areas:

i. access of legal services and advice

ii. quality of legal services and advice

iii. community outreach and education

A number of interventions were in place to ensure access of

legal services and legal advice,including:• Courtcoverageisalignedtodemand• The practitioner per court model, which was

implemented, ensured that all criminal courts were

covered and therefore the likelihood of clients being

unrepresented is minimal

• Legalrepresentationwasavailableinallcivilmattersthat are covered by the Legal Aid Guide (LAG) and

where both the clients and their matters meet the

qualifying criteria as set in the LAG

• Aprogrammewasinplacetoensurethatallchildrenare represented

• Legal assistance was available to all clients inspecialist courts, including child justice courts, sexual

offences courts and commercial crimes courts.

Legal representation was also provided in specialist

matters to vulnerable clients such as asylum seekers

and mental healthcare patients

• Throughlinkageswithadviceofices,legalaidclinicsandtheMastersOficeclientswereabletolinktocivillegal aid services at contact points other than our

JusticeCentresandSatelliteOfices,thusincreasingclients’physicalaccesstoourservices

• The paralegal community outreach programmeensured that legal advice services were accessible to

communities and particularly rural communities

• Clients,especiallythoseinruralareasorthosewhohave limited mobility were able to access telephonic

legal advice through the Legal Aid Advice Line

• Aself-helpwebsitewith11modulesallowedaccessto justice where legal aid is not available to clients

due to their matters being excluded from legal aid

assistance or where they do not meet the necessary

criteria for legal aid assistance

• Impact litigation matters ensure that the outcomesimpactmorebroadlythanonjustthespeciicclientsassisted and the careful selection of matters to be

funded as impact matters have resulted in successful

outcomes whereby the strategic intent of the litigation

has been achieved and thereby ensuring that clients

constitutional rights are enforced or protected and

legal precedents impacting widely on our clients

rights have been achieved

• LeavetoAppealmattersweremonitored• Clients’constitutionalrighttolibertywasprotectedby

ensuring that bail applications were considered

• Allremanddetaineesaswellaschildrenawaitingtrialin custody were monitored

• Awaiting trial prisoners’ paralegal programme wasimplemented

• Stakeholders were made aware of legal aid andencouraged to refer potential clients

To ensure quality legal services is rendered and competent

practitioners are able to render quality legal services to

clients,thefollowingareinplace:• Legalqualityreviewswereconductedandconirmed

that over 97% of our practitioners are rendering

services in compliance with our quality requirements,

which includes an assessment on the outcomes

achieved by practitioners in the cases reviewed

• Allqualityreviewinstrumentswerereviewed• All legal support programmes, including CA court

readiness and pre-admission programmes have

been implemented and monitored

• Legaltraininghasbeenconductedwithallcategoriesof practitioners

• Legalresearch,resultingin,amongstothers,researchreports, legal newsletters and case discussions were

undertaken to support quality legal services delivery,

policydevelopmentandtoprotectclients’rights• Legalsupportinterventionsincludingonlineresearch,

legal newsletters and research reports, legal

discussion forums and a non-legal expert database

were available

• Communitystructures



Community outreach and education to increase awareness

ofTheConstitutionandBillofRightsresultedin:• 1,050outreacheventsheldatcommunityleveland

at key government service delivery points

• Improvedbrandawarenessthroughwordofmouthfrom 9% in 2013–2014 to 31% in 2014–2015. This

was as a result of community events and meetings

held

• Implementation of the advertising and marketingplan was 90% achieved. The National Omnibus

Survey results showed an increased awareness of

the Legal Aid South Africa brand by 9% but results

shows that traditional media is ineffective in the

rural areas surveyed. There is a need to focus on

community radio, community newspapers and brand

packaging advertising.100% completion of branding

at key points such as prison cells, police cells and

courts. Increased brand awareness by 7%, from 8%

in 2013–2014 to 15% in 2014–2015

GOAL 2:

Improvedeffectivenessandconidenceinthejusticesystem

Focus area II – justice system

Sub-focus areas:

i. speedy and fair trial (criminal)

ii. speedy and fair resolution of matters (civil)

iii. justice governance

In order to reduce the number of trials and ensure

speedy and fair resolution of both criminal and civil matters,

practitioners consider ADR options to resolve their cases,

including restorative justice, and formal/informal plea

bargaining.

The improvements in the CJS contributed positively to

faster turnaround times of cases, especially in the district

courts, however there were delays in RC and HC matters.

All recommendations and approved protocols from the

CJS review committee have been implemented by Legal

AidSouthAfrica.The introduction of Provincial EficiencyEnhancement Committees (PEECs), chaired by the

Judge President of each province, has had a positive

effect in holding all court stakeholders to account on their

performance, which has had a positive inluence on theperformance of the justice system.

Animportantobjectiveofall localcaselowcommitteesisto improve the throughput of cases. Our representatives are

active participants in all such committees. All backlog courts

are covered by legal aid practitioners. Legal Aid South

Africa is properly represented and are active participants

in all justice cluster forums that have been set up and has

played an increasingly proactive role in highlighting areas of

weakness in the functioning of the justice system at relevant

forums, thereby ensuring that measures to resolve these

problems are considered and implemented.

All JCs have implemented the court stakeholder relationship

management programme, including the presiding oficervisitation programme. Improvements have been noted in

theeficiencyofthedistrictcourtsinparticular.

The pro bono programme has been rolled out to all JCs and

156probonomatterswereissuedduringthelastinancialyear. Clients are rarely refused legal aid in criminal matters,

however, if they are, they are advised of their appeal options.

GOAL 3:

Good governance practice and a strong governance

reputation

Focus area III – good governance

Sub-focus areas:

i. strong governance performance

ii. highethicalstandards:zerotoleranceonfraudandcorruption and ethical conduct with clients

iii. an effective and visionary Board

iv. IT Governance

Legal Aid South Africa maintains a high standard of

corporate governance, including compliance with the

PFMA and King III and other statutory requirements.

Quarterly PFMA audits were conducted by the Internal Audit

Department and 100% compliance was reported.

In order to maintain high ethical standards and enforce a

zerotoleranceapproachtofraudandcorruptionandethicalconduct with clients, a fraud and ethics hotline is in place

and all matters reported in the 2014–2015 inancial yearwere investigated and inalised, except one, which wasreported in March 2015 and the investigation thereof is still

in progress.

Board and Board Committee self-evaluations were

conducted, a Board succession plan is implemented and

Board decisions were implemented as per the minutes.

The Board is decisive in its strategic role of overseeing

policy development and implementation. Organisational

annual performance is maintained at >90%.

LegalAid SouthAfrica’s IT governance is well managed,

with the IS steering committee overseeing the management

of IT performance, IT maturity and IT risks and its

subcommittees (SAP, SYSPRO, AI and IT architecture) are

functional.



There has been an improved IT system response to business

needs and clients. Client survey indicated satisfaction in

using IT systems, there were no backlogs in LA1 capturing

and all judicare invoices were paid within 30 days.

The Board reviewed and approved IS policies, IT strategy,

IT status and IT maturity to ensure IT environment growth

and improved IT infrastructure performance was in line with

business needs.

GOAL 4:

Improved maturity level of the organisation

Focus area IV – maturity levels

Sub-focus areas:

i. to develop maturity level of core business to improve

quality services to clients

ii. to develop maturity level of each segment of the

organisation to perform at optimal levels and

improve the impact of delivery/outcomes

iii. to embed enterprise risk management into the

business approach and culture of the organisation

iv. inancialmaturityandcleanauditsv. IT and IT systems

vi. business continuity

In relation to improving the quality of services to clients,

whilst the maturity level of four was not changed for this

inancial year, the implementation of various programmesand projects aimed at improving quality have ensured that

we have strengthened in our current maturity level.

The maturity levels for support functions is between levels

three and four, with IT lagging behind and HR advancing

ahead of all functions.

Legal Aid South Africa implements its approved Enterprise

Risk Management Strategy and Plan. Combined risk

registers were presented to the Board on a quarterly basis.

Risk CSAs were also conducted quarterly and a Combined

Assurance Risk Tracking document was maintained and

updated on a quarterly basis. The overall high performance

of our organisation indicates that risks have been properly

identiiedandareappropriatelymanaged.Therisksurveysand interviews conducted with executives also suggest a

developing risk intelligent culture within our organisation.

Theorganisationhasazerotolerancestancewithregardtofraud.Therewasnofraudwithintheorganisation’sinternalandinancialcontrolssystems.

Quarterly inancial statements were produced on time and

showed consistently good expenditure trends. Financial

statementsindicatedasoundinancialpositionwithcurrentassets exceeding current liabilities by more than 100%.

Theannualinancialstatementsof2013–2014wereauditedby theAuditor-General and the result was an unqualiiedaudit with no matters of importance or emphasis raised.

The spending trends of Legal Aid South Africa, spending

morethan98%of itsbudgetover thepastinancialyearshave indicated its ability to spend and commit the allocated

budget and to deliver on its mandate within the allocation

and budget constraints. The Internal Control Framework

was developed and aims to enhance governance.

Legal Aid South Africa successfully managed its government

funding ensuring prudent cash management, an optimal

portfolio of debt obligations as well as promoting and

enforcing prudent inancialmanagement through inancialanalysis and oversight.

The IT system has stabilised and operations effectively

managedasaresultof:i. 98% of server infrastructure virtualised to address

modernisation of IT system

ii. Upgraded VPN (WAN) network speed ensuring

eficientbusinessoperationsiii. Upgraded disaster recovery which improved time to

recover organisational data from three days to one

iv. IT risk register being monitored and the planned actions

timeously mitigated to reduce the impact of the risk

The IT systems were consistently available and accessible

at >90%, assisting in uninterrupted work operations

necessary for improved productivity.

Business continuity plans are in place. The management of

business interruptions have proved to be effective through

interventions on continued rehearsals. All testable areas as

per requirement by the Board have also been successfully

tested and for those not tested there are plans in place to

mitigate disruptions to business.

GOAL 5:

Best employer of legal professionals (and related

management and support staff)

Focus area V – employer of choice

Sub-focus areas:

i. recruitment and retention

ii. employee engagement and development

iii. labour relations

iv. organisational culture

v. employee wellness

vi. CSI



High levels of recruitment and retention have been recorded,

with recruitment being at 94% (2% lower than the target),

and the turnover rate at 6%. This can be attributed to the

Legal Aid South Africa Terms and Conditions of Employment

and Employment Value Proposition (EVP). Salaries are

competitive and benchmarked against government and

key service related companies. The team climate monitor

has conirmed high levels of employee engagement and

satisfaction. Legal Aid South Africa has received external

accreditation from the Top Employers and Universum

indicating that the organisation is seen as a leading legal

employerirmwithinSouthAfrica, resulting inanenhancedimage and proile.A succession planning programme is inplace and is being successfully implemented.

Training programmes are in place for legal and non-legal staff.

The legal training targets were exceeded. The legal training

unit held 30 training courses, launched 12 new e-learning

modules and 48 self-learning modules were made available.

Training targets for support staff have been achieved and

exceeded thus enabling improved competency of staff in their

areas of responsibilities and organisational growth in the long

term. A high level of performance from staff is critical to sustain

the level of organisational performance and sustainability.

A stable organisational climate was created with

sound and effective management practices and labour

relations maintained throughout the reporting period. The

implementation of the policy on Flexible Work Arrangement

(FWA) is seen as a positive contribution to work performance

and more staff are pursuing work performance levels so as to

be included in the reviewed FWA.

A values-based organisational wide culture programme was

implemented during the inancial year with the focus onrejuvenating the organisational culture and recommitment to

the values.

Employee Wellness, Health and Safety programmes have

beeneffectivethroughouttheinancialyear.Thehealthrisksof employees have been monitored and are mitigated through

health awareness programmes and counselling. Access to

oficepremisesbypeoplewithdisabilitiesisachallengeatafewofLegalAidSouthAfrica’sofices.

CSI initiatives were achieved through the Organisational

Culture Programme as part of the current outreach and public

educationprogrammesannualplans:i. Legal Aid South Africa employee support of the 67

minutes of Mandela Day campaign

ii. OCP programmes at shelters as part of the 16 Days of

Activism campaign

iii. Take a boy and girl child to work as part of giving back

to communities

iv. Support to AIDS orphanage – contribution in a form of

food parcels, clothing and unused furniture

During 2014–2015 161 legal practitioners employed by

Legal Aid South Africa, served as Commissioners in Small

Claims Courts on a voluntary basis.

GOAL 6:

Reduced carbon footprint (of organisation)

Focus area VI – carbon footprint

Sub-focus areas:

i. reduce carbon footprint related to business operations

In order to reduce fuel consumption, an assessment was

done for all Justice Centres to identify the transport needs,

thatis,thenumberandsizeofvehicles.

The procurement of bigger vehicles for those Justice

Centres attending to one court as compared to a number

of smaller vehicles, has assisted in the reduction of fuel

consumption.

Communication on energy saving is sent to all business

units linked to annual governmental programmes. The

nationaloficehasenergysavingunits(sensors)installed.

Although the organisation is currently unable to measure

its carbon footprint reduction, a carbon footprint reduction

template was developed and the national ofice throughimplementation of carbon footprint programmes has

reduced its monthly liability to the municipality on electricity

consumption.

Where possible we have endeavoured to align Legal Aid

South Africa’s Sustainability Framework to the GlobalSustainability Reporting Initiatives (GRI) framework, which

provides comprehensive information to stakeholders on

an organisation’s economic, social and environmentalperformance, also referred to as the triple bottom line

reporting. We have also incorporated elements of the GRI

framework in our annual report.

3. Challenges Experienced with

Implementing Sustainability

Programmes

The target for turnaround times for Regional Court and

High Court matters was exceeded. Congested court rolls

and delays in investigations are amongst the reasons that

contributed to this. Legal Aid South Africa will monitor the

performance of these courts and engage with role players

within the criminal justice sector to ensure that access to

justice is a priority.




With regards to advertising to increase awareness of Legal

Aid South Africa services it was noted that traditional forms

of media (television and national radio stations) were not as

effective in rural areas that were surveyed and we therefore

need to focus on community radio stations and newspapers.

The organisation’s core IT system is outdated and isbeing maintained. We embarked on a process of replacing

the current IT system, however, a number of challenges

were experienced, which has resulted in a delay in the

development of the new system.

The issue of the provision of relief capacity is often raised

by stakeholders in the justice cluster but budget constraints

restrict the recruitment of suficient legal practitioners toprovide for relief staff capacity at the courts.

4. Stakeholder Engagement

Building and maintaining sound stakeholder relationships

formsanintegralpartofLegalAidSouthAfrica’scorporatestrategy. This stakeholder inclusive approach is informed by

our recognition and appreciation of their important role in

making our vision of providing access to justice come alive.

Our stakeholder relationships have over the years helped us

to develop a meaningful, cohesive, engaging and sustainable

corporate strategy. Our two-pronged stakeholder engagement

approach enables us to seek as wide and diverse participation

aspossible,throughthefollowing:• Activeparticipationinlegalandacademicforumsand

committees, which facilitate a knowledge transfer

process that would strengthen policy decisions of the

justice system.

• Activeengagementofthepublicthroughcommunityinitiatives such as outreach events, public lectures

and media (including social media and newsletters).

We are also cognisant of the fact that carefully listening to,

understanding of, evaluating, considering and responding

to all of our stakeholders views and opinions is crucial to

our success. In addition to regular ongoing stakeholder

interaction, during the reporting period we had constructive

dialogue with our provincial and national stakeholders on

the strategic direction of Legal Aid South Africa so that

our strategic plan development was a transparent process

and inputs from stakeholders were incorporated into the

Legal Aid South Africa Strategic Plan 2015.

The table on the following page provides an overview

of the stakeholder groups and speciic stakeholders we engaged, the type of engagement we had with them,

the comments or concerns raised and how we responded

to these.

Reaching communities.

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Group Stakeholder Engagement Report on input received How issues were responded to

A. Legal/Justice 1. Courts (including

Judiciary and

Prosecution)

Strategic Objective

A) Shared vision and commitment to ensure an effective

justice system that upholds Constitutional rights

B) Review of criminal legal aid access and recommendations

C) Improved relationship with justice cluster stakeholders in

order to facilitate the provision of quality legal services

D)Acquiremeaningfulinsightandinputtotheorganisation’sstrategic direction

Report on Performance

A) Civil Justice Review Committees must still be constituted

but currently the Rules Board for Courts of Law are

undertaking a review of the Civil Justice System. The

CLE is a member of the Rules Board where the proposed

amendments are discussed and approved

B) A total of eight meetings and one indaba was attended by

the CLE

C) The JCs participated in over 7,500 meetings/interactions

withpresidingoficersD) Approximately 950 stakeholder interactions held with DoJ

senioroficialsE) Legal Aid South Africa participated in all NEEC and PEEC

meetings

F) Legal Aid South Africa participated in all local Case Flow

meetings

• Lack of relief staff to cover courts

when practitioners are absent

• Insuficientcapacitytocovercourtsevery day it sits

• Resistence to the rotation of our

practitioners

• Training of our CAs

• Postponement requests for junior

practitioners to consult with their

supervisors on guilty pleas

• Civil legal aid services/consultations

should be made available at remote

courts

• Increased legal services to be made

available in Maintenance & Domestic

Violence Matters

• Practitioner per civil court model to

cover civil courts rolls for persons

requiring legal assistance

• Limited relief programme implemented at 33 JCs in

2015/16. We also have standard operating procedures

(SOPs) for JCs to follow to ensure improve communication

and support to courts when practitioners are absent

• We have aligned our supply of capacity to courts to the

actualdemandateachcourtroomusingtheindingsfromour court roll research project

• A SOP is in place to ensure that rotation of practitioners

are planned months in advance and all stakeholders are

properly informed on changes, including the management

of part heard matters

• An extensive court readiness programme is in place to

ensure that all CAs are properly skilled for court work

• We have improved communications with stakeholders on

our quality management programme, including the need to

review all guilty pleas

• Civil Court visitation included in para-legals outreach

programme as per JC civil court coverage

• Legal Aid Guide amended to make services available to

Elderly persons in Domestics Violence and to assist in

Maintenance matters where applicant not able to obtain

order/ensure enforcement in 12 month period

• Additional civil capacity allocated within available

resources

• Civil Court roll analysis pilot project undertaken to

understand extent of demand and unrepresented litigants

2. Law Clinics and

AdviceOficesStrategic Objective

A) To be responsive and have co-operative relationships with

other service providers

B)Acquiremeaningfulinsightandinputtotheorganisation’sstrategic direction


A) All JCs with civil units held civil legal aid clinics to assist

clientswithspeciiccivilproblemsaswellasoffergeneralawareness lectures on the civil legal services. A total of 64

clinics were held

B)JCsvisitedover1600AdviceOficestoprovideassistance and back up legal services. 7 841 clients were

seenand1100newilesopened

• Additional Funding required to extend

services made available by law

clinics and to increase the numbers

of Co-operation partners

• NGO Sector require support to

ensure sustainability

• Legal representation support

required for clients whose matters

require litigation

• A call for proposals for the funding of co-operation partners

was advertised and proposals have been received from

potential service providers including Law Clinics

• Additional Funds were earmarked for co-operation

agreements from the 2015–2016 FY

• Legal Aid South Africa has sought engagement with

ACAOSA to determine what support can be provided to

communityAdviceOficestoimprovetheiroperationsandsustainability. This will include the possible allocation of

fully depreciated computer equipment

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3. Professional

Legal Bodies

Strategic Objective

A) Effective interaction with professional bodies regarding

professional regulatory matters concerning legal

professionals


C) Increase access to justice through pro bono agreements

with private practitioners


A) Legal Aid South Africa kept up to date with developments

in the legal profession

B) Effective participation of Legal Aid South Africa in the

Legal Practice Council

C) Legal Aid South Africa was part of 26 various committees

of the provincial Law Societies

D) Legal Aid South Africa participated in 55 provincial Law

Society meetings

E) Pro bono agreements concluded with all Law Societies

and Bar Councils

F) Input given on the Legal Practice Act and the

establishment of the Legal Practice Council

G) Legal Aid South Africa lawyers participated in all AGMs

and meetings of the Law Societies, Black Lawyers

Association, Nadel, SAWLA

• Registration of community service for

our CAs

• Quality monitoring of practitioners

• Managementofconlictofinterestforco accused in criminal mattters

• CommentsreceivedonLegalAid’sstrategic plan

• Establishment of National Forum

as part of the implementation of the

Legal Practice Act

• Improved processing of documentation for registration of

community service

• Quality review instruments shared with profession

• Agreed that where Legal Aid cannot identify a Judicare

practitioner to take on an instruction for a co-accused,

then the law society will be invited to provide a practitioner

on pro bono

• Comments received on strategic planning process

factoredintothedraftingoftheinaldocument• Agreed to work together in the best interests of the

profession as well as our clients on the National Forum

4. Justice System

Stakeholders

(Criminal and

Civil)

Strategic Objective

A) An improved criminal justice system

B) To increase civil legal aid

C)JointeffortsaimedatimprovingcaselowsatcourtsD) Improved access to detainees

E) Mitigate the service of serving civil process and executing

court orders


A) Legal Aid South Africa is represented at all Justice System

Stakeholder meetings, thereby pro actively contributing to

improvements to the Justice System.

B) 14 JCs hosted 20 Justice Cluster Forums

C) Legal Aid South Africa participated in over 100 legal

fraternity organisations Review Committees in both the

criminal and civil justice system

D) Protocol on consultations with remand detainees

concluded with Department of Correctional Services

E)ProtocolswiththeNationalProsecutingAuthorityreinedF)DiscussionsheldwiththeSheriff’sBoardtolimitthecost

of service of process of poor clients

G) Legal Aid South Africa invited participated in the Rules

Board Colloquium on Auctioneers and Reserve Prices for

Auctioning of Immovable Properties sold in execution

• Reducing the number of RDs in

custody, especially those in custody

for greater than two years

• Development of protocols to improve

the functioning of the criminal justice

system

• Capacitation of backlog courts

• Improving working relationships

between stakeholders to increase

eficienciesofthejusticesystem• Eliminating the incidence of children

being kept in DCS facilities awaiting

trial

• Providing assistance to litigants

seeking divorces with the assistance

of Regional Court Registrars

• Making qualifying practitioners

available to act as Commissioners of

the Small Claims Courts

• Legal Aid South Africa agreed to play a lead role in

ensuringthatallPEECsfocusontheinalisationofmattersof the top 20 RDs per province

• Legal Aid South Africa has implemented all protocols in as

far as it affects ourselves

• Legal Aid South Africa has recruited practitioners to cover

all backlog courts

• Legal Aid South Africa ensures participation of senior

managersatalllocalcaselowmeetings• Enhanced our tracking and monitoring of children awaiting

trial

• Assist persons with divorces who qualify and have created

a divorce self-help package that is available on our

website

• 161 Legal Aid South Africa Practitioners have been

appointed as Commissioners of Small Claims Courts

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5.Master’sOfice Strategic Objective

A)LinkagewithMaster’sOficetoattendtoestatemattersonbehalf of children


A) Meetings with Chief Master implemented to respond to

operational challenges

B)InaccordancewithagreementwithMaster’sOfice,1458new children estates matters were taken on

C)Paymentstoapproximately1500beneiciarieswereeffected in the amount of approximately R43,5 million

• Compliance with Administration of

Estates Act for Estates exceeding

R125 000 (Before 24/11/2014) and

R250 000 (After 24/11/2014)

• Bulk Payments to Guardians Fund

where relevant documents not

received/untraceable for all the

beneiciaries

• SOP updated to provide for submitting L & D Accounts in

Estates exceeding Section 18(3) limits

• Trust Account Tracking Schedule updated to track Estates

Exceeding Section 18(3) limits

• SpeciicfocusontrustaccountresultedinincreasedpaymentstobeneiciariesandpaymentsofR43millionmadetochildrenbeneiciaries

B. Government 6. Ministry of

Justice and

Correctional

Services

(Executive

Authority) and

Department

of Justice and

Contitutional

Development

Strategic Objective

A) Ensure best governance practice, King III guidelines, and

compliance with PFMA and other statutory requirements


A) Reporting and accountability to Executive Authority and

statutory compliance maintained at 100%

B) The Chairperson of the Board continued to meet with the

Minister as and when required

• The Ministry of Justice acknowledges

the extent of compliance by Legal

Aid South Africa as well as its

performance

• Legal Aid South Africa continues to be accountable to its

Executive Authority in compliance with relevant legislation

7. National Treasury Strategic Objective

A) Ensure best governance practice and compliance with

PFMA and other statutory requirements


A) Legal Aid South Africa attended two (2) MTEC Meetings

B) Legal Aid South Africa was part of four (4) National

Treasury forums

C) Legal Aid South Africa attended training hosted by

National Treasury

• Legal Aid South Africa seen as a

professional entity. Their meetings

andpresentationsoninancematters are always handled in a very

proicientmanneratalltimes• TrainingconductedonNTinancial

reporting templates and new

accounting standards

• National Treasury informed Legal Aid

South Africa about the budget cuts of

R62 million and R93 million in the

2015–2016and2016–2017inancialyear

• Full compliance on PFMA and other statutory

requirements

• Financial reporting templates were updated and submitted

to NT timesouly. New accounting standards were applied

whenpreparingthequarterlyandannualinancialstatements.

• Legal Aid South Africa absorbed the budget cuts of R62

millioninthe2015–2016inancialyear.Servicedeliverywill not be negatively impacted by the budget cuts

8. Government

Departments

(other) (National,

provincial, local)

Strategic Objective

A) To be responsive and have co-operative relationships with

government departments


C) Linkage with DoH for assistance of mental healthcare

patients


A) Almost 350 poster displays and around 600 outreach

events convened at key government service points in

partnerships with government departments. This was

executed by the Communications Department

B) Attendance of Annual Mental Healthcare seminar

C) Particiption in approximately 3 000 meetings with various

government departments

D) Referral of mental healthcare clients for legal advice and

representation where needed

• DeptofCorrectionalServices:Improving consultation facilities and

security for Legal Aid practitioners

• DeptofPublicWorks:Planningrequirements for building of high

courts at Limpopo and Mpumalanga

• Dept of Health. Legal representation

for mental health patients

• Developed consultation protocol with DCS. Also improved

engagement between local JCs and heads of correctional

facilities

• Senior Legal Aid representatives were deployed to attend

meetings as arranged by Department of Public Works

relating to the building of the new high courts

• AtendedandprovidedinputtotheDOH’smentalhealthsummit. Also committed to provide representation for all

cases referred to us

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9. Judicial

Inspectorate

of Correctional

Services

Strategic Objective

A) Continuous linkages with DCS for better access to

detainees

B) Partnership with JICS to increase access to legal aid for

detainees and inmates

C) Joint initiatives with all JCPS stakeholders to reduce

the number of remand detainees in custody for periods

exceeding two years


A) On-going meetings with JICS and interactions with

independent Correctional Centre Visitors (ICCVs) at local

Justice Centre level

B) Attendance of visitation committee meetings

• Participation by Legal Aid at local

JICS meeting

• Legal Aid South Africa ensures that senior JC managers

attends the local JICS meetings as arranged so that all

inmate concerns regarding the provision of legal aid can

be addressed

10. SAPS and

Department

of Social

Development

Strategic Objective

A) Effective engagement with SAPS and Social Development

to ensure legal representation for children in criminal

matters

B) Improved linkages with the SAPS system for referral of

matters relating to legal aid


A) Legal Aid South Africa was part of 416 Case Flow

Management Committees to improve linkages with the

SAPS and Social Development systems

B)JusticeCentrepersonnelattendedover2000caselowcommittee meetings

C) Legal Aid South Africa participated in all activities of the

Intersectoral Committee on Child Justice

D) Regions participated in all Provincial Child Justice Fora

E) Discussions held on the integration of AI and the CAS

system

F) Legal Aid South Africa partnership extends to other areas

including outreach programmes, social mobilisation and

rights-based awareness through branding at numerous

SAPSoficesnationallyG) Information regarding children awaiting trial is

communicated to our local Justice Centres

H) Solid relationships are built to employ jointly co-ordinated

efforts in dealing with child justice matters

• Children held in holding cells at

police stations

• ProbationOficerreportsaswellasassessments done

on children

• Legal Aid visits all holding cells where children are held

to ensure legal representation is provided; Legal Aid

South Africa also tracks all children held in custody in

correctional facilities

• The provision of reports within timeframes so that there

are no unreasonable delays in matters involving children

11. Parliamentary

Portfolio

Committee on

Justice and

Constitutional

Development

A) Reporting and accountability to Executive Authority and

statutory compliance maintained and improved

B)ParliamentaryPortfolioCommitteeBrieingswereheldinQ2 of 2014–2015 on 3 July 2014 (Legal Aid South Africa

Strategic Plan 2012–2017 Review 2014–2015; Annual

Performance Plan 2014–2015; Budget 2014–2015) as

well as in Quarter 3 for the Annual Report 2013–2014 on

17 October 2014

• The Portfolio Committee commended

the organisation on its excellent

performance

• The Portfolio Committee requested

an improved focus on civil matters

especially for vulnerable groups

• The civil capacity of Legal Aid South Africa is annually

reviewed based on budgetary capacity

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C. Service

Providers

12. Co-operation

partners

Strategic Objective

A) Boost capacity and resources to deliver quality legal

services/ensure increased access to justice


A)Increasedaccesstojusticeincivilmatters,withspeciiclegalfocusorspeciicgeographicalareas

B) There are currently nine agreements with co-operation

partners

C) A total of 4,777 new matters were taken on by the co-

operation partners

• Additional Funding required to extend

services made available by law

clinics and to increase the numbers

of co-operation partners

• A call for proposals for the funding of co-operation partners

was advertised and proposals have been received from

potential service providers including Law Clinics

• Additional Funds were earmarked for co-operation

agreements from the 2015–2016 FY

13. Judicare

practitioners

and Agency

Agreements

Strategic Objective

A) Boost capacity and resources to deliver quality legal

services/ensure increased access to justice

B) Increase access to justice in rural based courts that are

uneconomical to service from a JC


A) Implemented a webpage for the appointment of counsel in

civil matters on

a judicare instruction where the JC remains as the

instructing attorneys.

B) Bi-annual newsletter published for judicare practitioners

C)AllJCsheldjudicarepractitionerbrieingsatJusticeCentre

D)Therearecurentlyiveagencyagreementsconcludedwilth practitioners to service remote courts

• Requirements for Judicare

accreditation;

• Qualitymonitoringofcaseilesaswell as at courts;

• Payment of accounts

• Taxclearancecertiicaterequirements.

• AccreditionprocesssimpliiedandcommunicatedinourJudicarenewslettersaswellasourbrieingsessions

• Details of our quality monitoring programme shared with

practitionersintheircompulsorybrieingsessionwith JC management

• Judicare newsletters contains articles on processing of

accounts; Individual payment issues resolved at local

JC level

• The requirements for submission of Tax Clearance

Certiicateswerere-emphasizedinJudicarebrieingsessions as well as the Judicare Newsletter

14. Other Suppliers Strategic Objective

A) Improved relations and supplier co-operation

B)PromotebetterunderstandingofLegalAidSouthAfrica’sprocurement policies and procedures


A) Regular updates with regards to SCM matters and

guidelines sent out to suppliers through newsletters, SMS

and emails

B)Tenderbrieingsandpublishingoftenderresultsthroughwebsite

C) Suppliers kept informed/comply with supply chain

management processes

• Suppliers requested Legal Aid

South Africa to clarify supply chain

management requirements for

tenders

• Suppliers requested to be informed

timeously about Legal Aid South

Africa December closure and cut off

dates for submission of accounts for

payment purposes

• Heldtenderbreingmeetingstoclarifysupplychainmanagement requirements

• Suppliers informed about cut-off dates for submisison of

accounts to be processed before the December closure

• Afewinancestaffmembersclosedaweeklatertoprocess any outstanding accounts before December

closure

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D. Internal Public 15. Board Members Strategic Objective

A) Skilled and properly constituted Board and Board

Committees that function effectively to lead the

organisation

B) Ensure ongoing dialogue between Legal Aid South Africa

management and Board


A) Board succession plan implemented. During the

2014–2015 FY the Board of Legal Aid South Africa was

not fully constituted as per the Legal Aid Act, 1969 (Act 22

of 1969). The Board had 16 members as opposed to the

required18.Thereweretwovacanciesthatwerenotilled.Two positions were retained in view of the impact of the

new Legal Aid South Africa Act 39 of 2014

B) Management participates in Board and Committee

meetings to assist the Board

C) Four Board Meetings and 16 Board Committees held

duringtheinancialyearD) The Self-Assessment of the Board and its Committees

for the year under review indicates that the Board is

functioning well and continues to provide strategic

direction to the organisation

• Transitional Arrangements

relating to transition to new Legal

Aid South Africa Act, 2014 to

be implemented and tracked to

ensure the continuation of effective

governenance arrangements

• A Project Plan with time-frames has been approved by

the Board and is being implemented and tracked to ensure

a smooth transition to the appointment of a new Board in

2016

16. Employees Strategic Objective

A) On-going dialogue between Legal Aid South Africa

employees and management at all levels


A) Issued 14 employee newsletters

B) Monthly Staff meetings including quarterly forums

C) Employer Brand Activities implemented

D) Employee Wellness and People Development

programmes implemented during the year

E) Internal Events implemented for employees includes

annual and mid-year achievers awards ceremonies

• Accessibility of online communication

initiatives

• Too much information sent out

• CFunding of employee CSI initiatives

• Improved online Internal Communication initiatives to

improve accessibility

• Relevant and up-to-date information sent out regularly.

More information placed on Internet and Blogs for retrieval

at a later stage

• Employee CSI initiatives incorporated into the

organisational culture annual plan

E. External Public 17. Clients and

Potential

Clients/public

(LSM 1–5)

Strategic Objective

A) Increased, awareness and usage of Legal Aid South Africa

services


A) Radio, TV and print call-to-action marketing campaigns

B) Branded marketing and promotional material promoting

Legal Aid South Africa services, with empasis on Legal Aid

Advice Line

• How can Legal Aid South Africa

expand its services beyond criminal

and civil legal aid assistance at

community level?

• Mobilelegalaidoficeslinkedtoadvice and community centres

• Potential clients in rural areas

– awareness programmes and

accessibility of services

• Explore usage of SMS system to

update clients on progress of their

matters (Client referrals – lack of

client feedback)

• Justice Centres operates as information hubs to assist

community members on socio economic issues

• Regular visitations by local Justice Centres at advice

and community centres; and implementation of outreach

programmes at local structures

• New brand positioning and marketing initiatives aimed

at increased usage of Legal Aid South Africa services

explored –

TV, radio and print advertising campaigns targeting at

potential clients

• SMS facility system explored to give regular client

feedback on their cases

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18. Community-

based

organisations

(CBOs, FBOs)

Strategic Objective

A) Improved linkages to increase awareness of legal aid

services as well as referral of clients to Legal Aid South

Africa


A) Almost 100 events held in partnership with NGOs, and

other lobby groups

B) Stakeholders invited to national and provincial stakeholder

forums

• Funding of partnership programmes

at community level

• Explore usage of SMS system to

update clients on progress of their

civil matters (Client referrals – lack of

client feedback)

• No funding available, CSI programmes as part of adopt

a school/community programmes implemented to

create awareness and educate communities on their

Constitutional rights and responsibilities

• Improved referral systems resulting in growth of call centre

and walk-in clients – SMS facility system explored to give

regular client feedback on their cases

F. Advocacy

Groups

19. Commissions

and Chapter 9

institutions

Strategic Objective

A) To network with Commissions in safeguarding the rights of

vulnerable persons

B) Ensure effective referral systems to Legal Aid South

Africa, of clients with legal representation needs

C) Co-branding initiatives/ human rights awareness

campaigns


A) Legal Aid South Africa maintained partnerships with

Commissions and other Chapter 9 institutions by attending

and participating in seminars of various topical issues

such as micro lending, impact of cultural practises on

rights and the transformation of courts

B) Public information sharing with relevant institutions

through co-partnerships on access to justice and

awareness on Constitutional rights

• Require knowledge sharing relating

to the use of technology in making

services available to clients

• Provided information and held demonstrations relating

to the Advice Line technology, including Thetha Nathi

software, for the SAHRC Commission

20. Non-

Governmental

Organisations

and Lobby

Groups

Strategic Objectives

A) To strengthen partnerships

B) To ensure effective referral systems to Legal Aid South

Africa, of clients with legal representation needs


A) Co-branding initiatives/human rights awareness

campaigns

B) Legal Aid South Africa participated in 68 meetings with

NGOs on civil legal aid (Land matters)

C) Legal Aid South Africa was part of approximately 700

meetings with NGOs on legal aid targeting vulnerable

groups

D) MOU entered with SANAC to provide advice and legal

services to persons facing discrimination as a result of

their HIV/AIDS status

• SANAC was concerned that legal

services were not reaching persons

affected/infected by HIV/AIDS.

• Hospice for Pallative Care

Association of South Africa were

concerned about access to legal

services the terminally ill or immobile

patients

• The co ordination of legal services to persons with HIV/

AIDS was included in a MOU with SANAC and its partners

• An MOU was concluded to co-ordinate the provision of

legal advice and assistance to terminally ill/immobile

persons via the advice line

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G. International

Legal Bodies

21. African/

International

Legal Aid

Bodies

Strategic Objectives

A) Foster relationships that will result in partnerships to

strengthen legal aid internationally


A) The CLE attended the World Human Rights Forum in

Morocco and presented a paper on the Johannesburg

Declaration relating to the implementation of the UN

Principles and Guidelines

B) Seven Delegations from Ethiopia, Sri Lanka, Myanmar,

Nigeria,Kenya,TanzaniaandUgandawerehostedinthisinancialyear

• Legal Aid bodies seek to understand

the Development and management

of a sustainable legal aid system with

particularreferenceto:a) Legislation and Policy

b) Governance Structures

c) Delivery Systems including quality

management

d) Support systems/structures

• Case Study of Legal Aid South Africa model to be

documented in conjunction with the UNDP

• Knowledge/information sharing with other Legal Aid

Bodiesisbasedonthespeciicrequirementsofeachvisiting delegation

H. Educational

Institutions

22. Tertiary

Institutions and

Schools

Strategic Objective

A) Position Legal Aid South Africa as employer of choice to

potential CAs

B) Educate learners about their rights and responsibilities at

schools/brand awareness

C)Ensurethatstudentsunderstandtheorganisation’sEmployment Value Proposition


A) Legal Aid South Africa convened annual open days at 20

universities to create brand awareness, giving learners

anopportunitytoenquireabouttheorganisation’semploymentopportunitiesandbeneits.Improvedvisibilityof Legal Aid South Africa

at universities and schools helps in enabling students to

plan their own career paths

B) Legal Aid South Africa rated as the prefered employer of

choice by university student in the 2014 Universum Survey

• Students generally seek clarity on

the processes they should follow to

secure placement to serve articles at

Legal Aid South Africa. Students also

enquire about details of the training

provided as well as Legal Aid South

Africa’sremunerationandbeneits

• Legal Aid South Africa provided information on its

placement processes, training programme, remuneration

andbeneits.LegalAidAidSAalsoassistedstudentstoregister their applications for articles on-line during the

open days

I. Media 23. National Print,

Broadcast,

Online,

Community and

Regional Media

Strategic Objective

A) Improved share of voice for Legal Aid South Africa in the

media

B) Position thought leadership within Legal Aid South Africa


A) Increased awareness of Legal Aid South Africa services

B) Almost 100 press releases issued

C) Approximately 180 interviews arranged (in both print and

broadcast media)

D) Almost 300 media networking sessions arranged with key

journalists

E) Over 100 media queries recieved and responded to

timeously

• Availability of Legal Aid South Africa

representatives at court to conduct

interviews

• Legal commentary – availability of

Legal Aid South Africa representative

• Regular press conferences

• Request on continous advertising

support and partnership with

community media

• Turn around time in responding on

queries

• National and regional communications representatives

attending court appearances to co-ordinate interviews

• Keyseniorlawyersidentiiedtohandlelegalcommentaryrequests – Legal Aid South Africa thought leadership and

expertise recognised

• Improved media reporting, journalist willing to attend Legal

Aid South Africa events (relevant and informative)

• Media annual plan on networking and engaging

community and regional media – Advertising linked to

humanrightseventsandpublicationsidentiiedaccordingto their reach

• Media protocol in place and applied when responding to

media queries

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J. External

Stakeholders

24. Representatives

from the

Justice Cluster,

Government

Departments,

Chapter 9

Institutions,

NGOs, CBOs,

SAPTU

Strategic Objective

A) Consult with external stakeholders to obtain input on Legal

Aid South Africa Strategic

Plan 2015–2020 Draft 2 and other related issues


A) Nine provincial stakeholders workshops held in the

provinces

B) One national stakeholders workshop held at the Legal Aid

SouthAfricaNationalOficeC) Consultation meeting held with representatives of the SA

Parastatal and Tertiary Institutions Union, the recognised

union within the organisation

• Stakeholders supportive of Draft

Strategic Plan; comments and

suggested changes received

• There needs to be an increased

focus on services to rural areas and

reduc the distances that clients have

to travel to access services

• Capacity of Legal Aid South

Africa should be increased. Lack

of capacity contributes to case

backlogs, not having relief capacity

affects functioning of the courts

• Increase civil capacity; civil coverage

not meeting the demand

• Senior management of Legal Aid

South Africa always available to

attend and participate in meetings

with stakeholders. Communication

with stakeholders is positive and

transparent. There is collaboration

with various stakeholders on

community outreach projects

• Stakeholders suggested changes to the Strategic Plan

2015–2020 Draft 2 were recorded and considered in the

revision of the Strategic Plan 2015–2020, Draft 3 which

was submitted to the Board. Some of the suggested

changeswereincorporatedintotheinalLegalAidSouthAfrica Strategic Plan 2015–2020

• Our footprint cannot be expanded as our motivation

to secure additional funding through the MTEF was

unsuccessful.Linkageswithadviceoficeshasensuredthat clients are able to link to legal aid services at various

contact points other than our 128 JCs and SOs. This

increases our clients physical access to our services.

Clients in rural areas are able to access telephonic legal

advice services thereby ensuring access to justice that

positively impacts on their ability to access their rights and

services associated with such rights

• Legal Aid South Africa has introduced limited relief

capacity as indicated above

• Legal Aid South Africa is unable to increase civil capacity

due to budget constraints

• Legal Aid South Africa participates in all relevant structures

to enhance access to justice and the effective functioning

of the justice system

K. Internal

Stakeholders

25. Legal Aid

South Africa

Employees

Strategic Objective

A) Consult with external stakeholders to obtain input on Legal

Aid South Africa Strategic Plan 2015–2020 Draft 2 and

other related issues


A)JCandnationaloficedepartmentsworkshopsB) Management committee workshops

C)Regionalmanagementandnationaloficemanagersworkshops

• Suggested changes to the Draft

Strategic Plan 2015–2020 received

• In order to carry out our mandate

we would need to look at relief staff

component to avoid court blockages

• Increasing brand awareness

particularlyinruralareas;Simpliiedand increased advertising of the

services of the organisation with a

focus on rural areas; Work more with

Community Radio Stations

• Increase scope and methods of

Flexible Working Arrangements

• Employees expressed their gratitude

to the leadership and Board for

providing direction to enable high

performance in the organisation

• Suggested changes to the Strategic Plan 2015–2020 Draft

2 were recorded and considered in the revision of the

Strategic Plan 2015–2020, Draft 3 submitted to the Board.

Some of the suggested changes were incorporated into

theinalLegalAidSouthAfricaStrategicPlan2015–2020• Legal Aid South Africa has introduced limited relief

capacity as indicated above

• The annual Omnibus survey results show that the

organisation needs to focus more on commuity radio and

community newspaper advertising

• The Flexible Work Arrangements Policy is reviewed

annually and approved by the Board. The review process

allows for inputs by staff


PARTE:HUMAN RESOURCES

MANAGEMENT


1. Introduction

1.1. OVERVIEW OF HR MATTERS AT THE

PUBLIC ENTITY

In the 2014–2015 inancial year, human resourcesmanagement had noteworthy performance in all areas

of its performance which was characterised by high

recruitment levels, low turnover, the exceeding of training

and development targets and ongoing talent management

activities.

The main focus for the year was concretising the business

partnering initiative by not only bringing and sharing

extensive knowledge as business partners but also working

with our partners to use human resources programmes to

realise and support business strategy.

Having completed the modernisation of high volume

transactional processes, the focus shifted to providing

greater depth in talent management at the regional level.

This ensured that high value strategic talent management

activities and business partnering activities were

implemented.

1.2. SET HR PRIORITIES FOR THE YEAR

UNDER REVIEW AND THE IMPACT OF

THESE PRIORITIES

The key priorities set for the Human Resources, over

and above maintaining the standard talent management

programmes, included aligning the Employee Value

Proposition (EVP) to leading practices, evaluating the

impact of the Leadership Development Programme and the

inalisationof there-organisationof thehumanresourcesfootprint towards improved electronic processes and data

management.

1.2.1. Sustaining the Employment Value

Proposition (EVP)

The Legal Aid South Africa EVP articulates both the

inancial and non-inancial value in the Legal Aid SouthAfrica employment offering. The EVP establishes the

expectation by the employer from the employee in terms

of commitment to the Constitution, high performance, the

organisational culture, the Legal Aid South Africa brand

and approach to providing access to justice to the poor

and vulnerable. The EVP details that the employee may

expect competitive variable pay and formal recognition

opportunities, competitive beneits with contemporarywork–life programmes and learning and development

initiatives to ensure performance excellence in the

ongoing employment partnership with Legal Aid South

Africa. The Legal Aid South Africa EVP thus represents

a partnership between the employee and employer,

and shared, mutual responsibility for the provision of a

stimulating and meaningful work experience. During the

2014–2015inancialyear,theLegalAidSouthAfricaEVPwas best practice aligned against global standards and

a differentiated marketing communication strategy was

developed for both the external stakeholders and internal

employees. The key purpose was to highlight the different

value propositions to different audiences. This personalised

the most valued aspects to the employment partnership.

1.2.2. Leadership Development Programme

The Legal Aid South Africa Leadership Development

Programme was implemented to underpin and support the

organisations strategy on sustainability. The programme

is premised on the principle that providing meaning

and humanity in the workplace results in employee

engagement. Engaged employees are motivated, self-

managed and brand loyal. Motivated employees will in turn

provide empowering and high quality legal services to the

client and in so doing contributing to a South Africa in which

the rights and responsibilities enshrined in the Constitution

are realised to ensure equality, justice and a better life for

all. The Legal Aid South Africa Leadership Development

Programme has focused on empowering leaders to create

meaning and engagement in the workplace in order to

motivate employees to integrate with the values and

culture of the organisation in a manner that is brand loyal

and advances the interests of the client.

During the year under review, the programme focused on

developing leadership competence related to Collaboration,

InluencingandNetworking,Resilience,Self-RenewalandSocial Responsibility. At the end of the year an evaluation of

the three-year Leadership Programme (2012–2015) impact

on individual leadership development was undertaken.

The evaluation indicated positive impacts with useful

suggestions for the next three year cycle (2015–2018).

Having achieved the advantage of diversity of approach to

leadership development and responsiveness to regional

requirements, leadership conversations and cross

functional engagements have remained a key feature of the

programme. In addition, the Legal Aid South Africa 2014–

2015 cohort of nine managers completed an organisation

funded Leadership Development Programme run by a local

university.

The greatest impact of the programme remains

the realisation of the personal responsibility by the

organisation’s senior and middle management for self-mastery and the use of the core leadership competencies

to lead the culture, brand loyalty and a viable employment

value proposition.

HUMAN RESOURCES MANAGEMENT


1.2.3. Employment Equity

During the period under review, the 2010–2015 employment

plan reached the end of its term. In order to develop the plan

for the 2015–2020 period, an employment equity audit was

conducted by an independent external service provider.

The audit recorded steady improvement in the workplace

representivityofLegalAidSouthAfrica.Theworkforceproilein 2014 for the African race group improved with 69,6% of

the employees being African and the under representation to

target was reduced to 5,70%, compared to 10,30% in 2009.

Similarly for the Coloured race group the overrepresentation

of 2,80% in 2009 reduced to 1,90% in 2014, with 12,5% of

employees being Coloured in 2014. The Indian race group

moved from an over representation of 4,90% in 2009 to

2,30% in 2014, with 5,3% of employees being Indian in 2014.

The White race group moved from an overrepresentation of

2,80% in 2009 to 1,80% in 2014, with 12,6% of employees

being White in 2014. In terms of employees with disabilities,

a positive movement from 22 (0,9%) in 2009 to 47 (1,7%) in

2014 of total workforce was noted.

The general consensus among employees was that good

progress has been made with regards to Employment Equity

and that Employment Equity is taken seriously at Legal

Aid South Africa. Executives view Employment Equity as

a business imperative and therefore Employment Equity

attracts a high level of commitment. Employment Equity (EE)

was seen as positively impacting culture.

A number of participants mentioned the Leadership

Development Programme as an excellent initiative

contributing to retention and the achievement of EE

objectives.

The most prominent area of under-representation relates to

African Females at the Top, Senior and Middle Management

and Professional Levels. This area will be prioritised in the

2015–2020 Employment Equity Plan.

1.2.4. The Re-organisations of the Human

Resources Footprint

During the past inancial year, a number of talentmanagement processes were converted from manual

to electronic using customised technology applications.

These included the HR MIS, Labour Relations Management

and Performance Management. In addition, employee

ileswere converted frommanual to electronic for all newappointments from 1 April 2015.

1.3. WORKFORCE PLANNING

FRAMEWORK AND KEY STRATEGIES

TO ATTRACT AND RECRUIT A SKILLED

AND CAPABLE WORKFORCE

Legal Aid South Africa bases its workforce planning

framework on a practitioner per court model, which is aimed

at having dedicated Legal Aid South Africa practitioners

based at courts.

In the Magistrate’s Courts (District and Regional) thepractitioner per court model is able to serve the requirements

of providing service at scale meeting high volume needs.

The advantage of the practitioner per court model is that

the same practitioner is able to take on all cases required

inaspeciiccourtonaspeciicday.Thisprovidescertaintyamongst court-based stakeholders as to who the Legal Aid

South Africa service provider is and contributes positively to

eficientcaselowmanagement.

LegalAidSouthAfrica’spractitionerpercourtmodelhasatarget of achieving ≥85% coverage of District Courts and98%coverageofRegionalCourts.Inthe2014–2015inancialyear, we exceeded our targets with 87% coverage of District

Courts but achieved only 96% coverage of Regional Courts

due to some JCs having decreased their court coverage

to better align to demand. This was in keeping with the

recommendations arising from our court roll research study.

The capacity made available from this exercise was used to

implement our court relief programme. In the High Courts,

the central diary system provides the opportunity to match

each case with the appropriate levels of practitioner skills

and ability.

The organisation remained reasonably well recruited

throughout the year under review with a recruitment rate

of 94% being recorded as at inancial year end againstthe targeted recruitment of >96%.The illing of new postscreatedduringtheinancialyearweredelayedinanticipationofpendingbudgetcutsinthenewinancialyear.

Insofar as civil legal aid is concerned, workforce planning is

undertaken on the basis of demand in a given JC coverage

area together with the ability of Legal Aid South Africa’scapacity to eficiently serve this demand.A work study todetermine the civil administration support requirements in

relation to the civil practitioner’swork loadwas conductedduringtheinancialyear.

The workforce planning approach of the support platform

is one of continuous modernisation, process improvement

and best practice alignment. The support services platform

continuously reinesanddevelopssupportmodels inorderto improve sustainability, eficiency and effectiveness ofdelivery. Business processes in support departments are

reviewedannuallytoensuregreatereficiency,riskmitigation



and value creation in support of the delivery of quality legal

services as per the organisation’s mandate. During theperiod under review, the workforce planning process was

documented into the Legal Aid South Africa’s StandardOperating Procedures (SOPs).

The turnover rate of 5.9%, in relation to permanent

positionsrecordedforthe2014–2015inancialyeariswithinacceptable norms. The key Legal Aid South Africa attraction

and retention strategy is the offering of a viable EVP, which is

appealing to our knowledge-based workforce both in terms of

inancial rewards,professional fulilment,work–lifebalanceand social consciousness in improving the lives of the poor

and vulnerable by providing access to justice.

1.4. EMPLOYEE PERFORMANCE

MANAGEMENT FRAMEWORK

The Legal Aid South Africa Performance Management

Framework has continued to deliver sustainable, holistic

and integrated organisational performance. This is

because the inclusive Performance Management Policy

applies to all permanent employees and because it

contains elements of collective performance and individual

performance, which must be delivered within budget and in

compliance with organisational rules and policies. Stated

differently,whilsteachemployee’sindividualperformanceis critical, every employee has to ensure a team approach

toperformancesothattheorganisation’sbusinessplanisholistically delivered whilst complying with budgetary and

policy frameworks.

The Performance Management Framework also includes

aspects aimed at stimulating innovation, exceptional

performance beyond agreed deliverables and paradigm

changing organisational solutions. In addition, leadership

development and performance forms part of the system for

all managers.

During the period under review, an outcomes-based

performance assessment was introduced. In this method,

whilst they are accountable for their individual performance,

individuals are also made to take collective responsibility for

programme related performance and the overall achievement

of the stated strategic shifts.

1.5. EMPLOYEE WELLNESS

PROGRAMMES

The Employee Wellness Programme took the form of health

awareness programmes and an independent counselling

service. The employment of an in-house clinical psychologist

has continued to reap rewards in terms of assisting legal

professionals to deal with vicarious trauma they are often

exposed to in the course of their criminal cases. During

the year under review, vicarious trauma workshops were

concluded for all high court and district court professional

assistants. These workshops have had the impact of creating

an awareness and understanding of vicarious trauma

symptoms and coping strategies.

1.6. POLICY DEVELOPMENTS:

HIGHLIGHTS, CHALLENGES, FUTURE GOALS

Legal Aid South Africa has benchmarked its human resources

practices against the Best Employers standard and is

pleased that it received Best Employers accreditation for the

sixth consecutive year during 2014–2015. Legal Aid South

Africa has been rated as the number one organisation by

law students across universities in South Africa in the “Ideal

Employer” survey (2014) in the legal sector. The survey was

conducted by Universum.

In keeping with its commitment to continuous improvement

in people management practice, Legal Aid South Africa has

continuously benchmarked its Human Resources Policies

and practices against the Best Employer standards.

A positive and productive relationship was maintained with

the Legal Aid South Africa recognised trade union, the South

African Parastatal and Tertiary Institutions Union (SAPTU).

In forecasting the year ahead, the Human Resources talent

management investment will be in re-enforcing the EVP to

cement the employment partnership and to further integrate

this partnership with the Organisational Culture Programme,

brand loyalty programme and the leadership development

programme.

A key focus in the year ahead will remain business partnering

in order to leverage between the centres of excellence and

the business units across the country. Strategic workforce

planning, Onboarding, Climate and Engagement Monitoring

and Talent Analytics emerge as priorities for the immediate

future.

Culture Statement

“ Proudly Legal Aid South Africa... champion of legal rights,

serving our clients with integrity and conidence. Your Voice. For Justice.”

Leadership Statement

“ Leading with integrity, inspiring excellence and promoting

values and rights enshrined in the Constitution.”




2. Human Resources Oversight Statistics

Table 12: Personnel Costs by Business Unit

Directorate / Business unit Total

expenditure

for the entity

(R’000)

Personnel

expenditure

(R’000)

Personnel exp.

as a % of total

exp. (R’000)

No. of

employees

Average

personnel cost

per employee

(R’000)LEGAL AID SOUTH AFRICA: NATIONAL OFFICE

OficeoftheCEO(includeCOO & BS )

R8,221,548 R7,206,224 87,65% 18 R400,346

Internal Audit R16,346,066 R15,081,494 92,26% 31 R486,500

Human Resources R58,267,314 R8,958,689 15,38% 22 R407,213

Communications R8,262,852 R3,559,356 43,08% 10 R355,936

Finance (Include PPU &

CREDITORS)

R34,660,166 R15,970,226 46,08% 42 R380,243

Information Technology R47,503,920 R13,968,874 29,41% 35 R399,111

Corporate Services R27,578,111 R8,625,423 31,28% 27 R319,460

National Operations R11,578,243 R11,308,284 97,67% 36 R314,119

Legal Development Services R39,754,175 R11,620,545 29,23% 32 R363,142

EASTERN CAPE REGION

Aliwal North Justice Centre R7,836,694 R6,810,946 86,91% 19 R358,471

Butterworth Justice Centre R11,160,980 R9,723,810 87,12% 36 R270,106

East London Justice Centre R15,386,292 R13,998,656 90,98% 47 R297,844

EasternCapeRegionalOfice R8,995,242 R5,978,599 66,46% 10 R597,860

Graaf-Reinet Justice Centre R10,591,634 R9,185,125 86,72% 22 R417,506

Grahamstown Justice Centre R16,202,436 R13,615,427 84,03% 44 R309,442

King Williams Town Justice Centre R18,337,728 R16,264,077 88,69% 54 R301,187

PortElizabethJusticeCentre R40,301,299 R36,989,216 91,78% 102 R362,639

Queenstown Justice Centre R17,764,010 R15,279,028 86,01% 46 R332,153

Uitenhage Justice Centre R11,922,570 R10,339,776 86,72% 31 R333,541

Mthatha Justice Centre R37,074,273 R30,934,837 83,44% 104 R297,450

FREE STATE / NORTH WEST

Bethlehem Justice Centre R10,817,904 R9,670,326 89,39% 29 R333,460

Bloemfontein Justice Centre R31,625,382 R28,677,718 90,68% 77 R372,438

Botshabelo Justice Centre R8,832,489 R7,659,668 86,72% 32 R239,365


RegionalOficeR14,739,327 R13,301,030 90,24% 51 R260,805

Garankuwa Justice Centre R11,554,415 R10,196,046 88,24% 33 R308,971

Klerksdorp Justice Centre R8,481,765 R7,213,757 85,05% 21 R343,512

Kroonstad Justice Centre R7,763,784 R6,581,594 84,77% 26 R253,138

Lichtenburg Justice Centre R15,683,774 R12,471,666 79,52% 47 R265,355

Mahikeng Justice Centre R11,064,845 R9,423,608 85,17% 33 R285,564

Phuthaditjhaba Justice Centre R12,400,291 R10,743,011 86,64% 35 R306,943

Potchefstroom Justice Centre R8,581,793 R5,257,608 61,26% 9 R584,179

Rustenburg Justice Centre R11,638,739 R10,257,849 88,14% 38 R269,943

Vryburg Justice Centre R6,124,783 R4,385,926 71,61% 20 R219,296

Welkom Justice Centre R17,710,789 R15,645,218 88,34% 56 R279,379



expenditure

for the entity

(R’000)

Personnel

expenditure

(R’000)

Personnel exp.

as a % of total

exp. (R’000)

No. of

employees

Average

personnel cost

per employee

(R’000)GAUTENG REGION

Alexandra Justice Centre R11,440,740 R10,058,119 87,91% 38 R264,687

Benoni Justice Centre R21,577,981 R19,948,123 92,45% 75 R265,975

GautengRegionalOfice R10,892,386 R5,773,549 53,01% 12 R481,129

Germiston Justice Centre R12,367,749 R11,440,073 92,50% 39 R293,335

Johannesburg Justice Centre R46,599,221 R38,852,659 83,38% 110 R353,206

Krugersdorp Justice Cntre R15,907,370 R14,896,160 93,64% 54 R275,855

Pretoria Justice Centre R37,704,767 R33,302,979 88,33% 94 R354,287

Soshanguve Justice Centre R10,386,588 R9,488,589 91,35% 28 R338,878

Soweto Justice Centre R25,310,545 R22,962,724 90,72% 71 R323,419

Tembisa Justice Centre R12,291,413 R9,461,792 76,98% 40 R236,545

Vereeniging Justice Centre R22,475,134 R20,636,719 91,82% 57 R362,048

KWAZULU-NATAL REGION

Durban Justice Centre R36,256,176 R32,215,620 88,86% 92 R350,170

Empangeni Justice Centre R20,343,793 R17,266,538 84,87% 70 R246,665

KZNRegionalOfice R8,072,460 R5,727,445 70,95% 10 R572,744

Ladysmith Justice Centre R9,290,432 R7,689,653 82,77% 33 R233,020

Newcastle Justice Centre R11,199,245 R9,669,549 86,34% 39 R247,937

PietermaritzburgJusticeCentre R32,499,190 R28,224,231 86,85% 88 R320,730

Pinetown Justice Centre R13,333,147 R11,289,978 84,68% 48 R235,208

Port Shepstone Justice Centre R17,701,155 R15,154,821 85,61% 51 R297,153

UmlaziJusticeCentre R14,659,059 R12,992,729 88,63% 45 R288,727

Verulam Justice Centre R18,941,167 R16,245,300 85,77% 64 R253,833

Vryheid Justice Centre R12,303,212 R10,057,171 81,74% 37 R271,815

LIMPOPO / MPUMALANGA REGION

Ermelo Justice Centre R14,678,420 R12,203,023 83,14% 42 R290,548

LimpopoRegionalOfice R8,533,544 R5,062,837 59,33% 9 R562,537

Makhado Justice Centre R10,450,495 R8,814,621 84,35% 31 R284,343

Middleburg Justice Centre R13,435,558 R11,610,713 86,42% 45 R258,016

Modimolle Justice Centre R9,385,681 R8,078,583 86,07% 25 R323,143

Nelspruit Justice Centre R26,100,922 R22,494,899 86,18% 77 R292,142

Polokwane Justice Centre R27,334,770 R23,471,982 85,87% 76 R308,842

Thohoyandou Justice Centre R10,984,988 R9,683,808 88,15% 30 R322,794

TzaneenJusticeCentre R17,082,439 R15,001,588 87,82% 46 R326,121

Witbank Justice Centre R15,894,271 R13,512,908 85,02% 53 R254,961

WESTERN CAPE / NORTHERN CAPE

Athlone Justice Centre R31,697,527 R29,415,623 92,80% 104 R282,843

Bellville Justice Centre R18,678,411 R17,186,107 92,01% 62 R277,195

Caledon Justice Centre R11,393,443 R9,120,818 80,05% 24 R380,034

Cape Town Justice Centre R32,353,039 R28,148,880 87,01% 73 R385,601

Colesburg Justice Centre R9,888,198 R8,199,247 82,92% 24 R341,635

George Justice Centre R24,685,860 R21,974,137 89,02% 57 R385,511

Kimberley Justice Centre R23,507,500 R20,024,686 85,18% 64 R312,886




expenditure

for the entity

(R’000)

Personnel

expenditure

(R’000)

Personnel exp.

as a % of total

exp. (R’000)

No. of

employees

Average

personnel cost

per employee

(R’000)Malmesbury Justice Centre R9,445,793 R7,985,201 84,54% 27 R295,748

Stellenbosch Justice Centre R20,241,333 R17,417,367 86,05% 66 R263,899

Upington Justice Centre R14,589,690 R11,394,369 78,10% 40 R284,859

Vredendal Justice Centre R10,232,420 R8,586,151 83,91% 26 R330,237

WesternCapeRegionalOfice R9,912,270 R5,416,787 54,65% 9 R601,865

Worcester Justice Centre R10,206,297 R8,957,376 87,76% 31 R288,948

Table 13: Personnel Cost by Salary Band

Level Personnel

expenditure

(R’000)

% of personnel

exp. to total

personnel cost

No. of

employees

Average

personnel cost

per employee

(R’000)Top Management (Level 14–16) R22,744,149 2% 18 R1,263,564

Senior Management (Level 13, CM1) R93,666,795 8% 103 R909,386

Professionalqualiied(SU_LV10,11,12–LP3 to LP10, SU1 and SU2)

R764,403,047 69% 1,530 R499,610

Skilled(SU_LV8,9+paralegals+LP1,LP2) R109,232,003 10% 1,189 R91,869

Semi-skilled(SU_LV4,5,6,7)excludingparalegals)

R113,390,929 10% 659 R172,065

Total R1,103,436,924 100% R3,499 R2,936,494

Table 14: Performance Rewards

Salary band Performance

rewards

Personnel

expenditure

(R’000)

% of

performance

rewards to

total personnel

cost (R’000)Top Management (Level 14–16) R2,208,938 R22,744,149 9,7%

Senior Management (Level 13, CM1) R5,068,240 R93,666,795 5,4%

Professionalqualiied(SU_LV10,11,12–LP3toLP10,SU1andSU2) R27,112,406 R764,403,047 3,5%

Skilled(SU_LV8,9+paralegals+LP1,LP2) R829,240 R109,232,003 0,8%

Semi-skilled(SU_LV4,5,6,7)excludingparalegals) R4,074,550 R113,390,929 3,6%

Total R39,293,372 R1,103,436,924 3,6%



Directorate / Business unit Personnel

expenditure

(R’000)

Training

expenditure

(R’000)

Training

expenditure

as a % of

personnel cost

No. of

employees

trained

Avg training

cost per

employee

LEGAL AID SOUTH AFRICA: NATIONAL OFFICE

OficeoftheCEO(includeCOO & BS)

R7,206,224 R1,754 0,02% 5 R351

Internal Audit R15,081,494 R108,761 0,72% 14 R7,769

Human Resources R8,958,689 R611,987 6,83% 332 R1,843

Communications R3,559,356 R7,240 0,20% 4 R1,810

Finance (Include PPU &

CREDITORS)

R15,970,226 R49,714 0,31% 40 R1,243

Information Technology R13,968,874 R168,832 1,21% 15 R11,255

Corporate Services R8,625,423 R58,733 0,68% 23 R2,554

National Operations R11,308,284 R4,081 0,04% 3 R1,360

Legal Development Services R11,620,545 R1,816,369 15,63% 1,202 R1,511

EASTERN CAPE REGION

Aliwal North Justice Centre R6,810,946 R9,376 0,14% 2 R4,688

Butterworth Justice Centre R9,723,810 R17,883 0,18% 14 R1,277

East London Justice Centre R13,998,656 R23,088 0,16% 14 R1,649

EasternCapeRegionalOfice R5,978,599 R74,656 1,25% 77 R970

Graaf-Reinet Justice Centre R9,185,125 R10,645 0,12% 1 R10,645

Grahamstown Justice Centre R13,615,427 R14,831 0,11% 10 R1,483

King Williams Town

Justice Centre

R16,264,077 R15,360 0,09% 11 R1,396

PortElizabethJusticeCentre R36,989,216 R22,883 0,06% 31 R738

Queenstown Justice Centre R15,279,028 R14,421 0,09% 7 R2,060

Uitenhage Justice Centre R10,339,776 R13,906 0,13% 7 R1,987

Mthatha Justice Centre R30,934,837 R27,211 0,09% 27 R1,008

FREE STATE / NORTH WEST

Bethlehem Justice Centre R9,670,326 R22,316 0,23% 4 R5,579

Bloemfontein Justice Centre R28,677,718 R78,313 0,27% 16 R4,895

Botshabelo Justice Centre R7,659,668 R31,573 0,41% 7 R4,510


RegionalOficeR13,301,030 R180,919 1,36% 88 R2,056

Garankuwa Justice Centre R10,196,046 R44,565 0,44% 16 R2,785

Klerksdorp Justice Centre R7,213,757 R50,865 0,71% 7 R7,266

Kroonstad Justice Centre R6,581,594 R23,759 0,36% 6 R3,960

Lichtenburg Justice Centre R12,471,666 R21,615 0,17% 4 R5,404

Mahikeng Justice Centre R9,423,608 R45,355 0,48% 15 R3,024

Phuthaditjhaba Justice Centre R10,743,011 R32,582 0,30% 10 R3,258

Potchefstroom Justice Centre R5,257,608 R19,200 0,37% 12 R1,600

Rustenburg Justice Centre R10,257,849 R26,000 0,25% 10 R2,600

Vryberg Justice Centre R4,385,926 R12,800 0,29% 7 R1,829

Welkom Justice Centre R15,645,218 R61,230 0,39% 21 R2,916

Table 15: Training Costs




expenditure

(R’000)

Training

expenditure

(R’000)

Training

expenditure

as a % of

personnel cost

No. of

employees

trained

Avg training

cost per

employee

GAUTENG REGION

Alexandra Justice Centre R10,058,119 R4,480 0,04% 17 R264

Benoni Justice Centre R19,948,123 R18,870 0,09% 31 R609

GautengRegionalOfice R5,773,549 R334,151 5,79% 67 R4,987

Germiston Justice Centre R11,440,073 R3,130 0,03% 14 R224

Johannesburg Justice Centre R38,852,659 R7,395 0,02% 26 R284

Pretoria Justice Centre R14,896,160 R38,214 0,26% 25 R1,529

Krugersdorp Justice Centre R33,302,979 R14,550 0,04% 17 R856

Soweto Justice Centre R9,488,589 R23,056 0,24% 23 R1,002

Vereeniging Justice Centre R22,962,724 R13,283 0,06% 11 R1,208

Soshanguve Justice centre R9,461,792 R2,462 0,03% 11 R224

Tembisa Justice Centre R20,636,719 R13,403 0,06% 12 R1,117


Durban Justice Centre R32,215,620 R56,338 0,17% 26 R2,167

Empangeni Justice Centre R17,266,538 R60,977 0,35% 19 R3,209

KZNRegionalOfice R5,727,445 R130,344 2,28% 72 R1,810

Ladysmith Justice Centre R7,689,653 R16,115 0,21% 8 R2 014

Newcastle Justice Centre R9,669,549 R19,550 0,20% 15 R1,303

PietermaritzburgJusticeCentre R28,224,231 R72,988 0,26% 29 R2,517

Pinetown Justice Centre R11,289,978 R16,308 0,14% 18 R906

Port Shepstone Justice Centre R15,154,821 R51,995 0,34% 8 R6,499

UmlaziJusticeCentre R12,992,729 R51,337 0,40% 15 R3,422

Verulam Justice Centre R16,245,300 R44,928 0,28% 21 R2,139

Vryheid Justice Centre R10,057,171 R34,550 0,34% 7 R4,936

LIMPOPO / MPUMALANGA REGION

Ermelo Justice Centre R12,203,023 R2,600 0,02% 6 R433

LimpopoRegionOfice R5,062,837 R458,036 9,05% 105 R4,362

Makhado Justice Centre R8,814,621 R0 0,00% 0 R0

Middleburg Justice Centre R11,610,713 R0 0,00% 0 R0

Modimolle Justice Centre R8,078,583 R0 0,00% 0 R0

Nelspruit Justice Centre R22,494,899 R10,650 0,05% 19 R561

Polokwane Justice Centre R23,471,982 R1,895 0,01% 18 R105

Thohoyandou Justice Clinic R9,683,808 R1,300 0,01% 8 R163

TzaneenJusticeCentre R15,001,588 R0 0,00% 0 R0

Witbank Justice Centre R13,512,908 R6,500 0,05% 16 R406

WESTERN CAPE / NORTHERN CAPE

Athlone Justice Centre R29,415,623 R19,620 0,07% 29 R677

Bellville Justice Centre R17,186,107 R30,840 0,18% 28 R1,101

Caledon Justice Centre R9,120,818 R4,978 0,05% 5 R996

Cape Town Justice Centre R28,148,880 R31,828 0,11% 20 R1,591

Colesburg Justice Centre R8,199,247 R0 0,00% 0 R0

George Justice Centre R21,974,137 R21,480 0,10% 6 R3,580




expenditure

(R’000)

Training

expenditure

(R’000)

Training

expenditure

as a % of

personnel cost

No. of

employees

trained

Avg training

cost per

employee

Kimberley Justice Centre R20,024,686 R10,677 0,05% 18 R593

Malmesbury Justice Centre R7,985,201 R5,706 0,07% 6 R951

Stellenbosch Justice Centre R17,417,367 R38,119 0,22% 29 R1,314

Upington Justice Centre R11,394,369 R10,083 0,09% 9 R1,120

Vredendal Justice Centre R8,586,151 R13,534 0,16% 5 R2,707

WesternCapeRegionalOfice R5,416,787 R80,791 1,49% 79 R1,023

WorcesteRJustice Centre R8,957,376 R10,857 0,12% 10 R1,086

Table 16: Employment and Vacancies per Region

Regions Number of

posts

Number of

posts illedNumber of

permanent

posts illed

Vacancy rate % *Number of

posts illed additional to

establishment

NationalOfice 206 190 187 9% 3

Western and Northern Cape

Region

491 475 449 9% 26

KwaZulu-Natal Region 432 433 415 4% 18

Eastern Cape Region 419 413 400 5% 13

Gauteng Region 487 472 457 6% 15


Region

409 381 377 8% 4

Limpopo and Mpumalanga

Region

353 342 334 5% 8

Total 2,797 2,706 2,619 6% 87

* Includes Candidate Attorneys and Temps

Table 17: Employment Changes

Salary band Employment

at beginning of

period

Appointments Terminations Employment

at end of the

period

Top Management 16 2 2 15

Senior Management 95 9 4 94

Professionalqualiied 1,282 205 92 1,344

Skilled 820 336 382 813

Semi-skilled 372 36 20 353

Total 2,585 588 500 2,619



Table 18: Employment and Vacancies per Critical Occupation

Regions Number of

posts

Number of

posts illed Vacancy rate Succession

planning

candidates in

development

programmes

Legal 6 6 0% 16

Finance 1 1 0% 1

Human Resources 1 1 0% 2

Internal Audit 1 1 0% 0

Legal Development 1 1 0% 2

Corporate Services 1 1 0% 1

Information Services 1 1 0% 2

Communications 1 1 0% 2

National Operations 1 1 0% 3

Chief Operations 1 1 0% 2

Chief Executive 1 1 0% 3

Total 16 16 0% 34

Table 19: Reasons for Staff Leaving

Termination type Number % of total

terminations

Abscondment 0 0,00%

Death 8 1,60%

Dismissal 10 2,00%

Resignation 167 33,40%

End of contract* 303 60,60%

Retirement 10 2,00%

Medical Boarding 2 0,40%

Dismissal due to operational changes 0 0,00%

Total 500 100,00%

*LegalAidSouthAfricaemploys±600CandidateAttorneyseachyear.Theseappointmentsaremadeonaixedtermcontractbasis. These contracts expire after 24 months.

Table 20: Labour Relations: Misconduct and Disciplinary Action

Nature of disciplinary action Number

Verbal Warning 12

Written Warning 15

Final Written warning 5

Dismissal 8

Other 9

Total 49



Table 21: Equity Target and Employment Equity Status

Levels Male

African Coloured Indian White

Current Target Current Target Current Target Current Target

Top Management 7 6 0 1 1 0 1 1

Senior Management 39 38 6 6 6 2 10 7

Professionalqualiied 530 538 53 81 44 27 141 94

Skilled 98 91 9 14 0 5 1 16

Semi-skilled 66 141 7 21 2 7 1 25

Total 740 814 75 123 53 41 154 143

* Excluding Candidate Attorneys / Temps

Levels Female

African Coloured Indian White

Current Target Current Target Current Target Current Target

Top Management 2 5 2 1 1 0 1 1

Senior Management 16 32 4 5 4 1 10 5

Professionalqualiied 310 457 105 67 53 13 108 67

Skilled 96 78 17 11 2 2 5 11

Semi-skilled 194 120 45 18 10 4 27 18

Total 618 692 173 102 70 20 151 102


Levels Disabled Staff

Male Female

Current Target Current Target

Top Management 0 0 0 0

Senior Management 2 1 1 1

Professionalqualiied 24 15 5 12

Skilled 0 2 3 2

Semi-skilled 2 2 4 6

Total 28 20 13 21

* A 2% target has been set for disabled persons.


The organistion is challeged in meeting its targets for African Females at the Top, Senior and Middle Management level. This is

being addressed through the 2015–2020 Employment Equity Plan.



PARTF:FINANCIAL INFORMATION

FINANCIAL INFORMATIONFor the year ended 31 March 2015


1. Statement of Responsibility

Refer to page 22 for the Statement of Responsibility.

2. Report of the Chief Executive Oficer

GENERAL FINANCIAL REVIEW

SoundinancialmanagementandgoodgovernancepracticecontinuetobekeystrengthsofLegalAidSouthAfrica.LegalAidSouthAfricahascontinuedtostrengthenitsinancialmanagementcontrolsbackedbystronginancialriskmanagementcontrolsand processes. The organisation reviewed its policies and procedures to be in line with best practices in the industry. Legal Aid

South Africa achieved its targets within the budget constraints it operates under due to prudent and effective cost management

measures.Theorganisation’smainsourceofrevenueisthegovernmentgrant,whichamountedtoR1,504billioninthe2014–2015inancialyear,whichis9%morethanthe2013–2014allocation.ThehigherincreasewasduetoadditionalfundsofR19,3million received for Case Backlog Project relating to conversion of temporary appointments to permanent posts, and R19,5 million

from IJS for e-Legal Aid Administration (eLAA) System Development Project.

Amongst the key initiatives in the period under review was the development of the Internal Control Framework and the approval

thereofbytheBoard.TheInternalControlFrameworkisaimedatensuringamongstothers:• thereliabilityandintegrityofinancialandoperationalinformation• theeffectivenessofoperations• safeguardingofassets• compliancewithlaws,regulationsandcontrols

ExPENDITURE: TRENDS AND CHALLENGES

Theorganisationcompletedtheinancialyearonapositivenotebyimplementingthe2014–2015approvedbudgetandspendingand committing 98,6% of its budget. This was a continuation of the spending trends that the organisation has shown previously,

of spending more than 98% of its budget.

LegalAidSouthAfricafaceschallengeswithregardtooficeaccommodationastheorganisationoperatesinrentedpremises.Theescalation rates and/or renewal of these leases are usually higher than the macro increases of 5%–6% provided by National Treasury.

High employee costs also bring inancial challenges due to higher cost of living increases that are higher than theNationalTreasury macro increases of 5%.Volatile vehicle fuel prices continue to be a challenge as they continue to increase above the

inlationrates.

These high costs are absorbed within the baseline allocation by reducing and/or not increasing other operating expenditure items.

Althoughthisprudentbudgetinghasworkedinthepastinancialyears,itisnotsustainableinthelongterm.

ROLLOVER OF FUNDS FROM 2014–2015

Duringthe2014–2015inancialyear,LegalAidSouthAfricaembarkedonprojects–mostnotablythedevelopmentofthenewsystem to enhance its IT infrastructure to align to its business operational needs. Due to the complexity of the procurement

processesandthesystemdevelopment,thisandotherprojectscouldnotbeinalisedbytheendoftheinancialyearunderreview.Otherprojectssuchasimpactlitigationmatters,runoveralengthyperiodoftime,whichthenextendsintothenewinancialyear.

Legal Aid South Africa participates National Treasury motor vehicle transversal contract (RT 57 of 2015).

Ordersformotorvehicleswereplacedwiththesuppliertimeously;however,thesupplierselecteddidnothavesuficientstocktodeliver the total orders placed by year end and the balance of the vehicles ordered were delivered subsequent to year end.

Sincemostoftheseprojectswerecompletedinthecurrentinancialyear,theorganisationappliedtoNationalTreasuryforapprovaltorolloverthesecommittedfundstotheinancialyear2015–2016astheycouldnotbeabsorbedinthe2015–2016budget.



SUPPLY CHAIN MANAGEMENT (SCM)

Legal Aid South Africa submitted its Procurement Plan to National Treasury by 30 April 2014 as required in terms of National

Treasury Instruction Note. Legal Aid South Africa also reviewed its SCM policies and procedures to align them to the applicable

legislation, National Treasury regulations, practice notes and best practices. The organisation had in place effectively functioning

Bid Evaluation and Bid Adjudication Committees. Compliance with SCM policies and procedures was managed by Executive

Management and Regional Ofice and Justice Centre Management, and was monitored and audited by the Internal AuditDepartment.

The organisation was able to implement its approved Procurement Plan within the allocated budget.

Achallengethattheorganisationfacedrelatestoprocurementofoficeaccommodation,especiallyinruralandremoteareas.Inmost of these areas the possible suppliers did not comply with supply chain management policy requirements and as a result the

organisationwasnotabletoleaseoficespacefromthem.

Duringthe2013–2014inancialyear,theBoardapprovedtheacquisitionofimmovablepropertyinareaswherewearefacingchallenges. We were not able to procure immovable property despite engaging alternative procurement procedures as there were

nosuitablebuildingsthatmetLegalAidSouthAfrica’srequirements.Bytheendofinancialyearunderreview(2014–2015),six(6)buildingswereidentiiedandlandownerswereengagedtopurchasetheproperties.Howeverthesetransactionscouldnotbeinalisedbyyearendduetothecomplexityofthenatureofacquisitionofimmovableproperty.Fundssetasideforthispurposewere included in the rollover request to National Treasury.

99,9% of Judicare creditors were paid within 30 days while 99,3% of trade creditors were paid within 30 days. Systems have been

put in place to improve the payment turnaround rate of our creditors.

ASSET MANAGEMENT

In terms of sub-section 51(1)(c) of the Public Finance Management Act as amended, the Accounting Authority for a public entity is

responsible for the management, including the safeguarding, of the assets and for the management of the revenue, expenditure

and liabilities of the public entity.

Inadditiontothenormalday-to-dayadministrationandmanagementofLegalAidSouthAfrica’sassetregister,theorganisationundertookseveralactivitiesincludingthefollowing:• QuarterlyAssetVeriication

Theinanceandadministrationstaffatvariouscostcentrescontinuedtocarryoutandmanagetheassetveriicationprocesses.Theinternalprocessbeneitedtheorganisationthroughcostsavings,createdopportunitiesforskillsdevelopmentandprovidedhands-onknowledgeandawarenessonassetmanagementmatters.Overallcoverageforassetveriicationinthe2014–2015inancialperiodwas100%,animprovementof0,1%comparedtothe99,9%coverageinthe2013–2014inancialyear.Focusin2014–2015annualassetveriicationwastoensurethattheorganisationdeclareandwithdrawfromserviceanyunusedassetsorassets broken beyond economical repair.

Theorganisationprocurednewixedassetsscannersduringtheinancialyearunderreviewastheoldoneshadreachedtheiruseful lives.

During the 2014–2015 inancial year, the organisation had functional Justice Centres, regional and national ofice disposalcommittees. These committees approved assets for disposal in terms of the Approved Fixed Assets Policy.

AUDIT 2013–2014

The organisation submit its Annual Financial Statements for 2013–2014 to the Auditor-General and National Treasury timeously.

LegalAidSouthAfricareceiveditsthirteenthunqualiiedauditopinionin2013–2014withnomattersemphasisedbytheAuditor-General.

Interiminancialstatementswereissuedforvariousquartersofthe2014–2015inancialyearthatdepictedatrueandfairviewoftheinancialperformance,inancialposition,changesinnetassetsandcashlowsoftheorganisationattheendofeachquarter.



IMPACT OF FINANCIAL POSITION ON PERFORMANCE

During the 2014–2015 the organisation received R5 million as additional funding to increase its legal capacity, R19,3 million

relating to conversion of temporary case backlog posts to permanent posts and IJS funding for development of the new eLAA

system.

The number of new legal matters increased by only a small margin compared to previous year due to lack of additional capacity.

Theorganisationplanstocontinuewiththecurrentactivitiesandstrategiestabledinitsive-yearstrategicplan(2015–2020)andcontinues to assess and evaluate other cost effective methods of services delivery within our budget constraints.

ECONOMIC VIABILITY

The organisation understands the budget constraints the country is facing. The shedding of jobs will increase the impact on

demandforlegalserviceswiththeconsequentimpactontheiscus,whichisthemainsourceoffundingfortheorganisation.Theorganisation will continue to implement prudent and cost effective measures in striving to achieve its strategies and deliver legal

services as well as address the challenge of increasing demands for legal aid services in the context of limited funding.

OUTLOOK/PLAN FOR THE FUTURE TO ADDRESS FINANCIAL CHALLENGES

Over theMTEFperiod,NationalTreasury conirmedadditional funding to increase legal practitioners capacity to service thenew courts expansion programme of R18 million in 2015–2016 with carry-through costs of R20 million and R22 million in 2016–

2017and2017–2018respectively.TheNationalTreasuryalsoconirmedanamountofR21,1millionwithcarry-throughcostsof R22,2 million and R23,3 million in 2016–2017 and 2017–2018 respectively for the Case Backlog Project, i.e. conversion of

temporarypoststopermanent.Thesefundsarespeciicallymeanttoaddresslegalcapacityissues.

In the year under review the organisation utilised R19,3 million received from National Treasury to convert about 38 case backlog

temporary posts to permanent posts.

The organisation completed and submitted its Budget for 2015–2016 to the Executive Authority.

NationalTreasuryinformedLegalAidSouthAfricaaboutbudgetcutsforthe2015–2016inancialyearamountingtoR62millionandR93millionfor2016–2017inancialyear.Thebudgetcutwillbefundedfromtheorganisation’scashreserves.Itwillthereforehave no adverse impact on service delivery. The organisation will continue to be a going concern in the foreseeable future.

EVENTS AFTER REPORTING DATE

The organisation produced its inancial statements for 2014–2015 and submitted them to theAuditor-General and NationalTreasury timeously.

There were no material events that occurred between the reporting date and the date of this report.

Ms V Vedalankar

ChiefExecutiveOficer–LegalAidSouthAfrica25 July 2015



3. Report of the Auditor-General to Parliament on


REPORT ON THE FINANCIAL STATEMENTS

Introduction

1. IhaveauditedtheinancialstatementsofLegalAidSouthAfricasetoutonpages108to151,whichcomprisethestatementofinancialpositionasat31March2015,thestatementofinancialperformance,statementofchangesinnetassets,cashlowstatementandstatementofcomparisonofbudgetinformationwithactualinformationfortheyearthenended,aswellasthenotes,comprisingasummaryofsigniicantaccountingpoliciesandotherexplanatoryinformation.

Accounting authority’s responsibility for the inancial statements

2. Theaccountingauthorityisresponsibleforthepreparationandfairpresentationoftheseinancialstatementsinaccordancewith South African Standards of Generally Recognised Accounting Practice (SA Standards of GRAP and the requirements

of the Public Finance Management Act of South Africa, 1999 (Act No.1 of 1999)(PFMA), and for such internal control as the

accountingauthoritydeterminesisnecessarytoenablethepreparationofinancialstatementsthatarefreefrommaterialmisstatement, whether due to fraud or error.

Auditor-general’s responsibility

3. My responsibility is to expressanopinionon these inancial statements basedonmyaudit. I conductedmyaudit inaccordance with International Standards on Auditing. Those standards require that I comply with ethical requirements, and

planandperformtheaudittoobtainreasonableassuranceaboutwhethertheinancialstatementsarefreefrommaterialmisstatement.

4. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in inancialstatements.Theproceduresselecteddependontheauditor’sjudgement,includingtheassessmentoftherisksofmaterialmisstatementoftheinancialstatements,whetherduetofraudorerror.Inmakingthoseriskassessments,theauditorconsiders internalcontrol relevant to theentity’spreparationand fairpresentationof theinancial statements inorderto design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion

ontheeffectivenessoftheentity’sinternalcontrol.Anauditalsoincludesevaluatingtheappropriatenessofaccountingpolicies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall

presentationoftheinancialstatements.

5. IbelievethattheauditevidenceIhaveobtainedissuficientandappropriatetoprovideabasisformyauditopinion.

Opinion

6. Inmyopinion,theinancialstatementspresentfairly,inallmaterialrespects,theinancialpositionoftheLegalAidSouthAfricaasat31March2015anditsinancialperformanceandcashlowsfortheyearthenended,inaccordancewithSAStandards of GRAP and the requirements of the Public Finance Management Act of South Africa, 1999 (Act No.1 of 1999)

(PFMA).



REPORT ON OTHER LEGAL AND REGULATORY REQUIREMENTS

7. In accordance with the Public Audit Act of South Africa, 2004 (Act No. 25 of 2004) and the general notice issued in terms

thereof,Ihavearesponsibilitytoreportindingsonthereportedperformanceinformationagainstpredeterminedobjectivesfor selected programmes presented in the annual performance report, non-compliance with legislation and internal control.

The objective ofmy tests was to identify reportable indings as described under each subheading but not to gatherevidence to express assurance on these matters. Accordingly, I do not express an opinion or conclusion on these matters.

Predetermined objectives

8. I performed procedures to obtain evidence about the usefulness and reliability of the reported performance information for

the following selected programmes presented in the annual performance report of the public entity for the year ended 31

March2015:

• Programme1: Todeliver(increaseaccess)qualitycriminallegalservicesthatareclientfocusedonpages35to36. • Programme2: Toincreaseaccesspoints,includingtovulnerablegroups,tocriminallegalaidservicesonpage36. • Programme3: Todeliver(increaseaccess)qualitycivillegalaidservicesthatareclientfocusedonpage36. • Programme4: Todeliver(increaseaccess)qualitylegaladviceservicesthatareclient-focusedonpage37. • Programme5: To increaseaccess to justice through impact litigation-which isable toaddressConstitutional

rights and socio economic rights and develop jurisprudence on these matters on page 37.

• Programme21:To adjust themixedmodel service deliverymodel to improve court coverage and delivery onpages 45.

• Programme27:ExpandandmaintaintheNationalFootprint,includingphysicalandICTservicepoints,toimproveaccess, especially in rural areas on page 47.

9. I evaluated the reported performance information against the overall criteria of usefulness and reliability.

10. I evaluated the usefulness of the reported performance information to determine whether it was presented in accordance

withtheNationalTreasury’sannualreportingprinciplesandwhetherthereportedperformancewasconsistentwiththeplannedprogrammes.Ifurtherperformedteststodeterminewhetherindicatorsandtargetswerewelldeined,veriiable,speciic,measurable,timeboundandrelevant,asrequiredbytheNationalTreasury’sFrameworkformanagingprogrammeperformance information (FMPPI).

11. I assessed the reliability of the reported performance information to determine whether it was valid, accurate and complete.

12. Ididnot identifyanymaterialindingsontheusefulnessandreliabilityof thereportedperformanceinformationfor thefollowingprogrammes:

• Programme1: Todeliver(increaseaccess)qualitycriminallegalservicesthatareclientfocused. • Programme2: Toincreaseaccesspoints,includingtovulnerablegroups,tocriminallegalaidservices. • Programme3: Todeliver(increaseaccess)qualitycivillegalaidservicesthatareclientfocused. • Programme4: Todeliver(increaseaccess)qualitylegaladviceservicesthatareclient-focused. • Programme5: To increaseaccess to justice through impact litigation-which isable toaddressConstitutional

rights and socio economic rights and develop jurisprudence on these matters.

• Programme21:Toadjustthemixedmodelservicedeliverymodeltoimprovecourtcoverageanddelivery. • Programme27:ExpandandmaintaintheNationalFootprint,includingphysicalandICTservicepoints,toimprove

access, especially in rural areas.



Additional matter

13. AlthoughIidentiiednomaterialindingsontheusefulnessandreliabilityofthereportedperformanceinformationfortheselectedprogrammes,Idrawattentiontothefollowingmatter:

Achievement of planned targets

14. Refer to the annual performance report on pages 25 to 54 for information on the achievement of the planned targets for the year.

Compliance with legislation

15. Iperformedprocedurestoobtainevidencethatthepublicentityhadcompliedwithapplicablelegislationregardinginancialmatters,inancialmanagementandotherrelatedmatters.Ididnotidentifyanyinstancesofmaterialnon-compliancewithspeciicmattersinkeylegislation,assetoutinthegeneralnoticeissuedintermsofthePAA.

Internal control

16. Iconsideredinternalcontrolrelevanttomyauditoftheinancialstatements,annualperformancereportandcompliancewithlegislation.Ididnotidentifyanysigniicantdeicienciesininternalcontrol.

Pretoria

31 July 2015



4. Annual Financial Statements

COUNTRYOFINCORPORATION: South Africa

NATUREOFBUSINESS: Provide legal services to the indigent

MEMBERSOFACCOUNTINGAUTHORITY: Judge President D Mlambo – Chairperson*

Judge E Molahlehi – Deputy Chairperson (Resigned 31 May 2014)

Mr J Maree*

Adv. P du Rand

Ms N Memka*

MsNMgadza* Prof. Y Vawda*

Ms M Naidoo*

Adv. K Pillay

Ms R Subban

Ms T Mhlungu*

Ms M Monama (Appointed 1 July 2014)

Ms B Mxakwe

MrWScholtz Mr M Notyesi*

Mr MNF Mvundlela (Appointed 31 October 2014)

Ms A Rhoda*

Mr JC Janse van Rensburg – Alternate member

(Appointed 1 January 2015)

Adv. R Jansen – Alternate member

* Term expired and reappointed during the period under review.

REGISTEREDOFFICE: 29 De Beer Street

Braamfontein

Johannesburg

BUSINESSADDRESS: 29 De Beer Street

Braamfontein

Johannesburg

POSTALADDRESS: PrivateBagX76 Braamfontein

2017

BANKERS: First National Bank

South African Reserve Bank

AUDITORS: Auditor-General South Africa



ThereportsandstatementssetoutbelowcomprisetheAnnualFinancialStatementspresentedtothemembers:

INDEX PAGE

Report of the Auditor-General 105

Report of the Accounting Authority 111

Statement of Financial Position 112

Statement of Financial Performance 113

Statement of Changes in Net Assets 113

Cash Flow Statement 114

Statement of Comparison of Budget and Actual Amounts 115

Notes to the Annual Financial Statements 125



ACCOUNTING AUTHORITY’S RESPONSIBILITY AND APPROVAL

The Public Finance Management Act (No. 1 of 1999) (PFMA), as amended, requires the Accounting Authority to ensure that Legal

AidSouthAfricakeepsfullandproperrecordsofitsinancialaffairs.TheFinancialStatementshavebeenpreparedinaccordancewith the effective Standards of Generally Recognised Accounting Practice (GRAP), including any interpretations and directives

issued by the Accounting Standards Board.

TheAnnualFinancialStatementsare the responsibility of theAccountingAuthority.Theexternal auditor’s responsibility is toindependently audit and report on the fair presentation of the Annual Financial Statements in conformity with South African

Auditing Standards. The Annual Financial Statements have been prepared in accordance with standards of Generally Recognised

Accounting Practices as prescribed by the PFMA.

ToenablethemembersoftheAccountingAuthoritytofuliltheirresponsibilities,appropriatestandardsaresetandagreedattheirlevel, and require systems of internal control and risk management to be implemented. These are designed to provide reasonable

assuranceagainstmaterialmisstatementsanddeicits.LegalAidSouthAfricamaintains internalinancial controls toprovideassurance regarding the safeguarding of assets against unauthorised use or disposition as well as the maintenance of proper

accountingrecordstoprovidereliableinancialinformationforusewithintheorganisationorforpublication.

Theinternalcontrolscontainself-monitoringmechanisms,andactionsaretakentomitigateriskasidentiied.Evenaneffectivesystemofinternal control, no matter how well designed, has inherent limitations, including the possibility of circumvention or the overriding of controls.

Aneffectivesystemofinternalcontrolthereforeaimstoprovidereasonableassurancethatinancialinformationisaccurate,validandcomplete,toensurethattheinancialstatementsfairlypresenttheinancialpositionofLegalAidSouthAfrica.

Theeffectivenessofinternalinancialcontrolsmayvaryovertimeduetothechangesinconditions.

TheAccountingAuthorityhasreviewedLegalAidSouthAfrica’sbudgetsandcashlowforecastsfortheyear.Onthebasisofthisreview,andinviewofthecurrentinancialposition,theAccountingAuthorityhaseveryreasontobelievethatLegalAidSouthAfrica will be a going concern in the current and year ahead. Accordingly, Annual Financial Statements have been prepared on the

goingconcernbasis,sincetheAccountingAuthorityhaseveryreasontobelievethattheorganisationhassuficientresourcestocontinue in operation for the foreseeable future.

In 2015–2016 Legal Aid South Africa will have a budget cut of R62 million, which will be funded from the cash and cash equivalent

reserves. This budget cut will not have an impact on the service delivery and the organisation will continue to be a going concern

for the foreseeable future.

The Annual Financial Statements that appear on pages 108 to 151 were approved by the Accounting Authority on 25 July 2015

andsignedontheirbehalfby:

Vidhu Vedalankar Judge President Dunstan Mlambo

ChiefExecutiveOficer ChairpersonLegal Aid South Africa Legal Aid South Africa

Johannesburg Johannesburg



REPORT OF THE ACCOUNTING AUTHORITY

The Members of the Accounting Authority present their report for the Annual Financial Statements.

1. Incorporation

Legal Aid South Africa was established on 26 March 1969 in terms of Legal Aid Act (No. 22 of 1969). In December 2014 the President of

the Republic approved a new Legal Aid South Africa Act (Act No.39 of 2014), which came into effect on the 1st of March 2015.

2. Business and operations

LegalAidSouthAfrica’sbusinessandoperations,andtheresultsthereofareclearlyrelectedintheattachedAnnualFinancialStatements. No material fact or circumstance has occurred between the accounting date and the date of this report. Legal Aid

South Africa carries on the business of providing legal services to indigent residents of South Africa utilising state funding. There

was no major change in the nature of the business.

3. Financial results

The results of Legal Aid South Africa and the state of its affairs are set out in the attached Annual Financial Statements and do not,

inouropinion,requirefurthercomments.Theinancialpositionoftheorganisation,whichissetoutintheStatementofFinancialPosition,showsithasnoborrowings.LegalAidSouthAfrica’ssurplusonordinaryactivitiesfortheyearamountedtoR71193200(March2014:R44174179).

4. Property, plant and equipmentThere have been no major changes in the property, plant and equipment during the period or any changes in the policy relating

to their use except the change in accounting estimates. The useful life of computer equipment was revised from its old useful life

ofthreeyearstoanewusefullifeoffouryears.Theusefullifeofmotorvehicleswasrevisedfromitsoldusefullifeofiveyearsto a new useful life of six years.

5. Members of the Accounting Authority

The members of the Accounting Authority of Legal Aid South Africa, all of whom are South Africans, during the accounting period

anduptothedateofthisreportwereasfollows:Judge President D Mlambo – Chairperson*

Judge E Molahlehi – Deputy Chairperson (Resigned on 31 May 2014)

Mr J Maree*

Adv. P du Rand

Ms N Memka*

MsNMgadza*Prof. Y Vawda*

Ms M Naidoo*

Adv. K Pillay

Ms R Subban

Ms T Mhlungu*

Ms M Monama (Appointed 1 July 2014)

Ms B Mxakwe

MrWScholtzMr M Notyesi*

Mr MNF Mvundlela (Appointed 31 October 2014)

Ms A Rhoda*

Mr JC Janse van Rensburg – Alternate member (Appointed 1 January 2015)

Adv. R Jansen – Alternate member

* Term expired and were reappointed during the period under review.

6. Subsequent events

Nomaterialfactorcircumstancehasoccurredsincetheinancialpositionofthisreport.Johannesburg



Statement of Financial Position

Notes

March

2015

R

Restated

March

2014

R

ASSETS

Non-current assets 156,774,516 127,103,385

Property, plant and equipment 2 148,340,663 118,709,633

Finance lease assets 2,1 4,444,775 4,938,768

Intangible assets 3 3,989,078 3,454,984

Non-current assets held for sale 4 - 23,261

Current assets 472,253,042 431,486,957

Trade and other receivables 5 1,259,080 421,818

Prepayments 6 1,475,879 6,152,554

Client trust funds 7 29,208,068 35,287,091

Deposits 8 1,751,291 1,936,750

Inventories 9 1,392,502 1,321,085

Cash and cash equivalents 10.a 437,166,222 386,367,659

Total assets 629,027,558 558,613,603

NET ASSETS AND LIABILITIES

Accumulated surplus 380,445,424 309,252,224

Non-current liabilities

Non-currentportionofinancelease 11 1,624,211 2,126,308

Employeebeneits 12 1,398,000 1,029,000

Current liabilities 245,559,923 246,206,071

Currentportionofinancelease 11 2,449,617 2,816,596

Provisions 13 130,025,356 127,421,362

Client trust funds 14.a 29,208,068 35,287,091

Trade and other payables 14 83,876,882 80,681,022

Net assets and liabilities 629,027,558 558,613,603



Statement of Financial Performance

Notes

March

2015

R

Restated

March

2014

R

Revenue 1,535,902,556 1,403,301,385

Non-exchange transaction

Grant 15 1,504,708,000 1,375,442,000

SASSETA Grant 16,1 - 1,757,933

Exchange transactions 31,194,556 26,101,452 Interest income 16 26,944,899 21,742,220

Other income 16,1 4,249,657 4,359,232

Expenses (1,464,709,356) (1,359,127,206)Personnel (1,109,425,549) (1,018,391,613)

Administrative 17 (131,379,453) (119,726,606)

Other expenses 17,1 (199,636,112) (200,321,586)

Depreciation and amortisation 10c (23,848,547) (20,133,225)

Finance costs 11,1 (419,695) (554,176)

Surplus for the period 71,193,200 44,174,179

Statement of changes in Net Assets

Notes R

Balance as at 31 March 2013 251,807,558

Net surplus for the year ended 31 March 2014 44,174,179


Prior year adjustment 28 13,270,487

Restated balance as at 31 March 2014 309,252,224

Net surplus for the year ended 31 March 2015 71,193,200




Cash Flow Statement

Notes

March

2015

R

Restated

March

2014

R

CASH FLOW FROM OPERATING ACTIVITIES

Receipts 1,533,767,381 1,399,897,304

Grant 1,504,708,000 1,375,442,000

Interest received 26,944,899 21,742,220

Other receipts 2,114,482 2,713,084

Payments (1,430,738,501) (1,336,931,578)

Employee costs (1,109,425,549) (1,018,391,613)

Suppliers (320,893,257) (317,985,789)

Finance costs (419,695) (554,176)

Net cash low from operating activities 10.c 103,028,880 62,965,726

CASH FLOWS FROM INVESTING ACTIVITIES

Proceeds on disposals of property, plant and equipment 2 4,319,125 4,240,131

Acquisition of property, plant and equipment 2 (52,224,260) (20,683,199)

Acquisition of Intangible assets 3 (1,302,428) (580,015)

Cash lows from investing activities (49,207,564) (17,023,083)

CASH FLOWS FROM FINANCING ACTIVITIES

Finance Leases (3,022,753) (2,041,613)

Cash low from inancing activities (3,022,753) (2,041,613)

Increase in cash and cash equivalents 50,798,563 43,901,030

Cash and cash equivalents at beginning of the year 386,367,659 342,466,629

Cash and cash equivalents at end of the year 10.a 437,166,222 386,367,659



Statement of Comparison of Budget and Actual Amounts

Approved

Budget

R

Final

Budget

R

Actuals

R

Difference

between inal budget and

Actuals

R

% Difference

Revenue 1,483,408,020 1,591,311,658 1,605,006,214 (13,694,556)

Grant 1,465,908,020 1,504,708,000 1,504,708,000 - 0%

Interest income 17,500,000 17,500,000 26,944,899 (9,444,899) -54%

Other income - - 4,249,657 (4,249,657) -100%

Rollover funding - 69,103,658 69,103,658 -

Reversal of provisions - - - -

Expenses (1,493,491,457) (1,522,115,353) (1,464,709,356) (57,405,997)Personnel (1,132,970,654) (1,114,376,908) (1,109,425,549) (4,951,359) 0%

Administrative (138,904,374) (142,073,319) (131,379,453) (10,693,866) 8%

Other expenses (179,469,218) (223,517,915) (199,636,112) (23,881,803) 11%

Depreciation and amortisation (42,147,211) (42,147,211) (23,848,547) (18,298,664) 43%

Finance Costs - - (419,695) 419,695 100%

Capital Expenditure (32,063,774) (111,343,515) (53,526,688) (57,816,827) 52%

Depreciation–noncashlowitem 42,147,211 42,147,211 23,848,547 18,298,664 43%

Surplus for the period (0) 0 110,618,717 (110,618,717) -100%

The 2014–2015 approved budget was prepared on cash basis and Financial Statements are presented on the accrual basis.

The approved budget was for the period 1 April 2014 to 31 March 2015. The variances in line items between the approved budget

andinalbudgetwereduetothefollowing:• Approvedtransferseffectedduringtheinancialyear.• The54%varianceoninterestismainlyduetohigherinterestreceivedthanbudgeted.• The100%varianceonotherincomeismainlyduetoproitonsaleofixedassetsandsundryincomewhichwerenot

projected for.

• 11%varianceonotherexpensesisduetodelayedprocurementofvehicletrackingdevices,signageandbrandingandother expense items.

• 43%varianceondepreciationismainlyduetoixedassetswhichwerefullydepreciatedinthecurrentyearandthechangein estimate extending the useful lives of assets.

• 100%varianceoninancecosts is related to thecapitalisationofphotocopiers (inance leases)and the re-evaluation ofthepostretirementbeneit.

• 52%varianceoncapitalexpenditureisduetodelayedprocurementofothercapitalassets.



Accounting Policies

1. BASIS OF PREPARATION

The Annual Financial Statements have been prepared in accordance with the policies stipulated, which have been applied

consistently in all material respect, unless otherwise indicated. However, where appropriate and meaningful, additional information

has been disclosed to enhance the usefulness of the Annual Financial Statements and to comply with the statutory requirements

of the Public Finance Management Act, Act 1 of 1999 (as amended by Act 29 of 1999), the Treasury Regulations for Departments

and Constitutional Institutions issued in terms of the Act and the Division of Revenue Act, No.6 of 2011.

The Annual Financial Statements have been prepared in accordance with the effective Standards of Generally Recognised

Accounting Practice (GRAP), including any interpretations and directives issued by the Accounting Standards Board. The Annual

Financial Statements have been prepared using the accrual basis of accounting.

The Annual Financial Statements have been prepared on the basis of the accounting policies applicable to a going concern.

Thisbasisassumesthatfundswillbeavailabletoinancefutureoperationsandthattherealisationofassetsandsettlementofliabilities, contingent liabilities and commitments will occur in the ordinary course of business.

Assets and liabilities, income and expenditure have been reported separately and have not been offset against one another.

The principal accounting policies of the Accounting Authority, except where noted, are consistent in all material respects with those

applied in the previous year. The annual Financial Statements have been prepared on the historical cost basis and at fair value

where applicable.

ComparativeiguresarereclassiiedhavingregardtothecriteriafortheselectionandapplicationofaccountingpoliciesintheStandard of Generally Recognised Accounting Practice, where necessary.

All amounts have been presented in the currency of South African Rand, which is the functional currency of the Legal Aid South Africa.

Standards, amendments to standards and interpretations issued but not yet effective

The following standards, amendments to standards and interpretations have been issued but are not yet effective and have not

been early adopted by the entity. Management has assessed the impact of these standards and interpretations on the operations

ofLegalAidSouthAfrica.Theadoptionofthestandardswouldnothavematerialchangesonthepresentationoftheinancialstatementsorprioryearbalance,butwillimprovethepresentationoftheinancialstatements.Thestandardsandinterpretations,where applicable, will be adopted in the year they become effective.

Title Name Nature Date effective Date applied

GRAP 18 Segment reporting Disclosure 1 April 2015 Not applicable to the organisation

GRAP 20 Related party disclosure Disclosure Not yet known On effective date

GRAP 32 Serviceconcessionarrangements:Grantor

Disclosure Not yet known Not applicable to the organisation

GRAP 105 Transfer of functions between entities

under common control

Disclosure 1 April 2015 Not applicable to the organisation

GRAP 106 Transfer of functions between entities

not under common control

Disclosure 1 April 2015 Not applicable to the organisation

GRAP 107 Mergers Disclosure 1 April 2015 Not applicable to the organisation

GRAP 108 Statutory receivables Disclosure Not yet known Not applicable to the organisation



1.1. Cash lowThecashlowstatementispreparedinaccordancewiththedirectmethod.Speciicinformationhasbeenpresentedseparatelyonthestatementofinancialpositionsuchas:i. Receivables from exchange transactions

ii. Trade and other payables from non-exchange transactions

1.2. Budget Note

Legal Aid South Africa prepares its annual budget on a cash basis in terms of the PFMA and National Treasury Medium Term

Expenditure Framework guidelines issued yearly. The budget is approved by the Accounting Authority before the commencement

ofthenewinancialyear.Thestatementofinancialperformanceispreparedonanaccrualbasis.

1.3. Revenue recognition

Revenueisthegrossinlowofeconomicbeneitsorservicepotentialreceivedduringthereportingperiodwhenthoseinlowsresult in an increase in net assets, other than increases relating to contributions from owners.

An exchange transaction is one that the entity receives assets or services or has liabilities extinguished and directly gives

approximately equal value to another entity (primarily in the form of goods, services or use of assets) to the other party in exchange.

A non-exchange transaction is one that the entity receives or gives value to another entity without directly providing or receiving

an approximate equal value in exchange.

Revenueisrecognisedwhenthefollowingcriteriahavebeenmet:• Probableinlowofeconomicbeneitsorservicepotential.• Fairvalueoftheassetcanbemeasuredreliably.

Grant

Revenue received from unconditional grants is recognised in the period when received or receivable. The grant Legal Aid South

Africa received is unconditional.

Other income

Legal Aid South Africa receives occasional income by way of a share in awards made to clients in civil matters as well as receiving

cost awards, and income from disposed assets sold to staff. Due to the nature of services as well as the prospect of appeals, Legal

Aid South Africa only recognises this income as soon as it is awarded to them.

Interest income

Interest is recognised on a time proportion basis that takes into account, the effective yield on assets.

1.4. Signiicant judgements and estimatesInpreparingtheinancialstatements,managementmakesestimatesandassumptionsthataffecttheamountspresentedintheinancialstatementsand relateddisclosures.Useofavailable informationand theapplicationof judgement is inherent in theformation of estimates. Actual results in the future could differ from these estimates, which may be material to Annual Financial

Statements.SigniicantjudgementsandestimatesincludeJudicareprovision,provisionfordoubtfuldebts,employeebeneitsanduseful lives and depreciation or amortisation methods and asset impairment.

Provisions

Provisions are recognised when Legal Aid South Africa has a present legal or constructive obligation as a result of past events,

itisprobablethatanoutlowofresourcesembodyingeconomicbeneitswillberequiredtosettletheobligation,andareliableestimate of the amount of the obligation can be made. All the provisions of Legal Aid South Africa are short term in nature and thus

ignore the effects of discounting.

Judicare provision

Judicare provisions are recognised when Legal Aid South Africa has a present legal or constructive obligation as a result of past

events,forwhichitisprobablethatanoutlowofeconomicbeneitswillberequired.



Critical accounting estimates on Judicare provision

IntheprocessofapplyingtheAccountingAuthority’saccountingpolicies,managementhasmadethefollowingjudgementsthathavethemostsigniicanteffectontheamountsrecognisedintheFinancialStatements:• Thecalculationforthisprovisionisbasedonanumberoffactors,whichincludepreviousexperienceinclaimspatterns,

claims settling patterns, and trends in claims frequency, to settle the obligation, and a reliable estimate can be made of the

amount of the obligation.

Outstanding claims

ClaimsoutstandingcompriseprovisionfortheAccountingAuthority’sestimateoftheultimatecostofsettlingallclaimsincurredbut not yet reported at reporting date. Claims outstanding are determined as accurately as possible, based on a number of

factors, which include previous experience in claims pattern, claims settlement patterns, changes in the nature and number of

cases according to incidence, trends in claims frequency, changes in the claims processing cycle, and variations in the nature and

average cost incurred per claim.

Contingent Liabilities

Contingent liabilities are possible obligations that arise frompast events andwhoseexistencewill be conirmedonly by theoccurrence or non-occurrence of one or more uncertain future events not wholly within control of the entity or a present obligation

thatisnotrecognisedbecausetheoutlowofeconomicbeneitsorservicepotentialisnotprobableandorrealpresentobligationthat may not be recognised, either because the timing or the measurement is not known.

1.5. Impairment

The carrying amounts of property, plant and equipment are reviewed for impairment when events or circumstances indicate that

the carrying values may not be recoverable at each reporting date. If any such indicators exist, and where the recoverable amount

of an asset is less than its carrying amount, the carrying amount of the asset is written down to its recoverable amount through

thestatementofinancialperformance.

Theorganisation’sproperty,plantandequipmentincludingintangibleassetsareclassiiedasnon-cashgeneratingassets,astheyarenotusedtogenerateproitbuttoprovidelegalservices.

Impairment of non-cash generating assets

The non-cash generating assets are impaired when the carrying amount of the asset exceeds its recoverable service amount.

The non-cash generating assets are assessed half yearly to determine if there is any indication that the assets are impaired. The

entity determines the recoverable services amount where there is indication of impairment of assets.

Intangibleassetswithanindeiniteusefullifeareassessedforimpairmentattheendoftheyear.

Inassessingwhetherthereisanyindicationofimpairment,thefollowingindicatorsareconsidered:(a) Cessation, or near cession of the demand or need for services provided by the asset.

(b) Signiicantlong-termchangeswithanadverseeffectontheentityhavetakenplaceduringtheperiod,orwilltakeplaceinthe near future, in the technological, legal or government policy environment in which the entity operates.

(c) Evidence is available of physical damage of an asset.

(d) Signiicantlong-termchangeswithanadverseeffectontheentityhavetakenplaceduringtheperiod,orareexpectedtotake place in the near future, in the extent to which, or manner in which, an asset is used or is expected to be used. These

changes include the asset becoming idle, plans to discontinue or restructure the operations, which an asset belongs, or

plans to dispose of an asset before the previously expected date.

(e) Evidenceisavailablefrominternalreportingthatindicatesthattheserviceperformanceofanassetis,orwillbe,signiicantlyworse than expected.

Theimpairmentlossisrecognisedimmediatelyinthestatementofinancialperformance.

The recoverable amount of an asset or a cash-generating unit is the higher of its fair value less costs of disposal and its value in use.



1.6. Property, plant and equipmentThe cost of an item of property, plant and equipment is recognised as an asset when

• itisprobablethatfutureeconomicbeneitsorservicesassociatedwiththeitemwilllowtotheentity;and• thecostorfairvalueoftheitemcanbemeasuredreliably.

On initial recognition, an item of property, plant and equipment is measured at cost but those that are acquired through non-

exchange transactions are initially measured at fair value.

Cost includes purchase price or cost incurred initially to acquire or construct an item of property, plant and equipment and

discounts received on acquisition including service costs.

Recognition of cost in the carrying amount of an item of property, plant and equipment ceases when the item is in the location and

condition necessary for it to be capable of operating in the manner intended by management.

Property, plant and equipment are subsequently carried at cost less accumulated depreciation and any impairment losses.

Property, plant and equipment items are de-recognised once they are fully depreciated and sold, are obsolete or fully impaired.

Depreciation is calculated on the straight-line method to write off the cost of each asset to its residual value over its estimated

useful life. The property, plant and equipment is depreciated from the time when an item of property, plant and equipment is ready

foruse.Thedepreciationratesapplicabletoeachcategoryofproperty,plantandequipmentareasfollows:

%

Estimated

useful life

Land 0% Ininite

Building 4% 25 years

Building improvements 20% 15 to 20 years

Motor vehicles 16,67% 8 to 15 years

Furnitureandittings 20% 15 to 20 years

Leasehold improvements Lease term Lease term

Fittingandixtures 10% 3 to 10 years

Computer equipment 25% 5 to 15 years

The assets residual values and useful lives are reviewed, and adjusted if appropriate, at each reporting date. The residual values

of property, plant and equipment were reassessed at year end.

The following considerations are taken in account in assessing the useful lives of assets.

• Expectedusageoftheasset.• Expectedphysicalwearandtear,whichdependsonoperationalfactorsoftheasset.• Technicalobsolescencearisingfromchangesinthemarketdemandorserviceoutputoftheasset.• Legalorsimilarlimitsontheuseoftheasset,suchastheexpirydatesofrelatedleases.

The residual values are determined by considering the expected market demand of the asset at the end of its lifespan, the market

value of similar asset that had reached their life span.

Subsequent expenditure incurred on items of property, plant and equipment is only capitalised to the extent that such expenditure

enhances the value or previous capacity of those assets.

Repairsandmaintenancenotdeemed toenhance theeconomicbeneitsor servicepotential of itemsof property, plant andequipment are charged to income during the period in which they are incurred.



Depreciation

Depreciationisrecognisedinsurplusanddeicitonastraightlinebasisovertheestimatedusefullifeofeachpartofanitemofproperty,plantandequipment.Landisnotdepreciatedasitisdeemedtohaveanindeiniteusefullife.

Whensigniicantcomponentsofanitemofequipmenthaveusefullivesorresidualvalues,theyareaccountedforasseparateitems (major components) of equipment.

Leasehold improvements relate to refurbishments and partitioning of buildings that are leased. These are depreciated over the

lease period.

Gainsanddeicitsondisposalofproperty,plantandequipmentaredeterminedbyreferencetotheircarryingamountandaretaken into account in determining operating surplus.

1.7. Intangible assets

Intangible assets consist of computer software.

Thecostofanitemofintangibleassetisrecognisedasanassetwhen:• itisprobablethatfutureeconomicbeneitsorservicesassociatedwiththeitemwilllowtotheentity;and• thecostorfairvalueoftheitemcanbemeasuredreliably.

Intangible assets items are de-recognised once they are fully amortised and replaced by new computer software or obsolete and

no longer supported by the service providers.

On initial recognition, an item of intangible asset is measured at cost or fair value if acquired through non-exchange transaction.

Cost includes the purchase price, developmental costs incurred in preparing the intangible asset to be ready for use and discounts

received on acquisition including service costs. Intangible assets are carried at cost less accumulated depreciation and any

impairment losses.

Subsequent expenditure incurred on an item of intangible asset is only capitalised to the extent that such expenditure meets the

recognition criteria. Where the expenditure is material or more than the initial cost of the asset, the cost are capitalised as a new

asset and the initial asset is derecognised.

Intangible assets are amortised on a straight line basis over the useful lives of the asset. The intangible assets are amortised from

the time when it is ready for use.

Theassetsaregenerallyamortisedover2to10years.Thoseassetsthatwillbeusedforindeiniteperiodarenotdepreciated.

Theassets’usefullivesarereviewed,andadjustedifappropriate,ateachreportingdate.Theresidualvaluesofintangibleassetswere reassessed at year end.

Theassetsclassiiedasindeiniteareevaluatedatyearendtoassessforimpairmentandwhethertheyarestillconsideredtobeindeinite.Wheretheassetsceasetobeclassiiedasindeiniteassets,theyareamortisedovertheremainderoftheirusefullife.During the year under review there were no assets whose useful lives had changed.

1.8. Leased assets

Aleaseisclassiiedasainanceleaseif it transferssubstantiallyall therisksandrewardsincidentaltoownership.Aleaseisclassiiedasanoperatingleaseifitdoesnottransfersubstantiallyalltherisksandrewardstoownership.

Finance leases

Financeleasesarerecognisedasassetsandliabilitiesinthestatementofinancialpositionatamountsequaltothefairvalueof the leased property or, if lower the present value of the minimum lease payments. Finance lease payments are apportioned

betweenthecapitalandtheinterestportions.Theinterestisexpensedinthestatementofinancialperformance.Theleaseassetsare depreciated over the lease period. The present value of the minimum lease payments are calculated at the net present value

based on the applicable prime rate at the reporting date.



Operating leases

Operating lease payments are straight lined and recognised as an expense over the period of the lease in the statement of

inancialperformance.TheoperatingleasecommitmentsaredisclosedinthenotestotheFinancialStatements.

1.9. Non-current assets held for sale

Allassetsthathavebeenreplacedintermsofassetreplacementprogramareclassiiedasnon-currentassetsheldforsale.Allnon-current assets held for sale are measured at lower of its carrying amount and fair value less costs to sell. These assets are

recoveredthroughsaletotheentity’semployees,scrappingordonationswithin12monthsfromdateofreplacement.Allnon-currentassetsheldforsaleceasetodepreciatefromthedatetheyareclassiiedasnon-currentassetsheldforsale.

1.10. Taxation

No provision is made for taxation and value added tax as Legal Aid South Africa is exempt in terms of section 10(1)(CA) of the

Income Tax Act.

1.11. Financial instruments

Financial instrumentsarerecognisedonthestatementofinancialpositionwhenLegalAidSouthAfricabecomespartytothecontractual provisions of the instrument. Financial instruments include cash and bank balances, receivables and trade payables.

Theseinancialinstrumentsaregenerallycarriedattheirestimatedfairvalue,whichistheamountforwhichanassetcouldbeexchanged,oraliabilitysettled,betweenknowledgeableandwillingpartiesinanarm’slengthtransaction.

Thechangerelatestoclassiicationofinanceleasepayablebeingclassiiedasinancial instruments.Theinanceleasesaremeasured in accordance with GRAP 13.

Financial assets

LegalAidSouthAfrica’sprincipalinancialassetsaretradereceivablesandbankandcashbalances.

Recognition

Financial instruments are initially recognised using the trade date accounting method.

Measurement

Financial instruments are initially measured at fair value net of transaction costs when the entity is a party to contractual

arrangement. Subsequent to initial recognition, these instruments are measured as set out below.

LegalAidSouthAfrica’sprincipalinancialliabilitiesaretradepayables.

Trade and other receivables

Trade and other receivables at initial recognition are measured at fair value, and are subsequently measured at the amortised cost

using the effective interest rate method. Appropriate allowances for estimated irrecoverable amounts are recognised in surplus or

deicitwhenthereisobjectiveevidencethattheassetisimpaired.

Receivables included in the Statement of Financial Position arise from staff overpayments that are recoverable.

Receivables outstanding at year end are carried in the Statement of Financial Position at amortised cost.

• Anestimateofdoubtfuldebtsismadebasedonareviewofalloutstandingindividualamountsatstatementofpositiondate.Provision for doubtful debts is made for trade receivables outstanding for 365 days and any other debts deemed doubtful.

Theamountofthelossismeasuredasthedifferencebetweentheasset’scarryingamountandthepresentvalueofestimatedfuturecashlows (excluding futurecredit losses thathavenotbeen incurred)discountedat the receivable’soriginaleffectiveinterest rate (i.e. the effective interest rate computed at initial recognition).

The carrying amount of the receivable is reduced through the use of a provision for doubtful debts account. The amount of the

lossisrecognisedinsurplusordeicit.

The Accounting Authority writes off irrecoverable debts in accordance with Treasury Regulations 11.4.1(a) and (b), after having

taken the necessary steps to recover the debt.



Legal Aid South Africa has short-term payables and receivables and interest is not charged due to terms granted being consistent

with the public sector terms.

Cash and cash equivalents

Cash and cash equivalents comprise cash at bank and deposits held on call with banks.

Cash and cash equivalents are initially recorded at fair value and subsequently at amortised costs.

Depositsheldoncall,and investments inmoneymarket instrumentsareclassiiedasinancialassetsheldatamortisedcostoriginated by Legal Aid South Africa and carried at amortised cost. Due to the short-term nature of these instruments, the amortised

cost approximates its fair value.

Trade and other payables

Trade and other payables are initially measured at fair value, subsequently measured at amortised cost, using the effective

interest rate method.

Tradeandotherpayablesareclassiiedasinancialliabilitiesatamortisedcost.

Derecognition of inancial instrumentsFinancialassetsarederecognisedwhentheentitylosescontrolofthecontractualrightsthatcomprisestheinancialassets.LegalAidSouthAfricalosessuchcontrolifrighttobeneitsspeciiedinthecontractarerealised,therightsexpireortheorganisationsurrenders those rights.

Financial liabilities are derecognised when the obligation is discharged, cancelled, or expires.

1.12. Employee Beneits

(a) Short-term employee beneitsThecostofshort-termemployeebeneits,(thosepayablewithin12monthsaftertheserviceisrendered,suchaspaidvacationleave,sickleave,bonusesandnon-monetarybeneitssuchasmedicalcare)arerecognisedintheperiodinwhichtheserviceisrendered, and are not discounted.

The expected cost of compensation absences is recognised as an expense as the employees render services that increase their

entitlement or, in the case of non-accumulating absences, when the absence occurs.

The expected bonus payments are recognised as an expense when there is a legal or constructive obligation to make such

payments as a result of past performance.

Employee entitlements to annual leave are recognised when they accrue to employees. An accrual, based on total employment

cost, is raised for the estimated liabilities as a result of services rendered by employees up to reporting date.

(b) Deined beneit plansLegalAidSouthAfricacontributestoadeinedbeneitpensionscheme,whichrequirescontributionstobemadetoaseparatelyadministered fund.

Existing employees

Past service costs, experience adjustments, the effects of changes in actuarial assumptions and the effects of plan amendments

inrespectofexistingemployeesinadeinedbeneitplanarerecognisedasanexpenseorasincomesystematicallyovertheexpected average remaining working lives of those employees (except in the case of certain plan amendments where the use of

ashortertimeyearisnecessarytorelectthereceiptofeconomicbeneitsbytheenterprise).

Plan terminations, curtailments and settlements

Whenitisprobablethatadeinedbeneitplanwillbeterminatedorthattherewillbeacurtailmentorsettlementoftheretirementbeneitspayableunderthatplan:i. resultingincreaseintheretirementbeneitcostisrecognisedasanexpenseimmediately,andii. any resulting gain is recognised as income in the year in which the termination, curtailment or settlement occurs.



(c) Post-retirement medical beneitThedeinedbeneit obligation, the related current cost and,where applicable, past service costs, is determinedby using theProjected Unit Credit Method. A portion of the actuarial gains and losses is recognised as income or expense in the year it occurs.

Unvestedpast services cost is recognisedasanexpenseon the straight-linebasis over theaverage year until thebeneitsbecomevested,whilevestedpastservicecostsarerecognisedasanexpenseinthestatementofinancialperformance.

1.13. Materiality

Section55(2)of thePFMAspeciiescomponentsof theFinancialStatements thathave to take intoaccount tolerance levelsboth in termsof inancial, non-inancial anddisclosureof speciic information such that it enables theExecutiveAuthority toeffectivelyperformtheiriduciaryduties.LegalAidSouthAfricahasanapprovedframeworkofacceptablelevelsofmaterialityandsigniicance.

1.14. Services received in kind

ServicesreceivedinkindconsistprimarilyofattendancebycertainLegalAidSouthAfrica’smemberstoAccountingAuthorityandcommittee meetings without remuneration due to their full-time employment in the public sector. Legal Aid South Africa cannot

reliablydeterminea fairvalue for thisbeneit,andasa resultdoesnot recognise thevalueof theseservicesreceived in theStatement of Financial Performance.

1.15. Irregular or fruitless and wasteful expenditure

Irregular expenditure means expenditure, other than unauthorised expenditure, incurred in contravention of, or that is not in

accordancewiththerequirementsofanyapplicablelegislationfromthedeinitioninthePFMA.Fruitlessandwastefulexpendituremeans expenditure that was made in vain and would have been avoided had reasonable care been exercised.

All expenditure relating to irregular, fruitless and wasteful expenditure is recognised as an expense in the Statement of Financial

Performance in the period that the expenditure was incurred and additional disclosure as required by Treasury Regulations and

the PFMA is made in the notes to the Financial Statements.

1.16. Unauthorised expenditure

Unauthorisedexpendituremeans:(a) overspending of a vote or a main division within a vote; and

(b) expenditure not in accordance with the purpose of a vote or in the case of a main division, not in accordance with the

purpose of the main division.

Allexpenditurerelatingtounauthorisedexpenditureisrecognisedasanexpenseinthestatementofinancialperformanceintheperiod that the expenditure was incurred.

Theexpenditureisclassiiedinaccordancewiththenatureoftheexpense,andwhererecovered,itissubsequentlyaccountedforasrevenueinthestatementofinancialperformance.

1.17. Related parties

Allparties thathave theability tocontrolorexercisesigniicant inluenceoverLegalAidSouthAfrica inmakinginancialandoperating decisions are considered to be related parties of the organisation. Related parties include key management personnel,

and close members of the family of key management personnel.

A related party transaction is a transfer of resources, services or obligations between reporting entity and the related party,

regardless of whether a price is charged. Related party transactions exclude transactions with any other entity that is a related

party solely because of its economic dependence on the reporting entity.

Non-arm’slengthtransactionsaredisclosed.



1.18. Client trust funds

These constitute amounts received from estate lates and settlements reached in civil matters. These amounts are payable to

recipients based on court settlement orders and or heirs, legatees or other claimants in estate matters.

1.19. Deposits

These constitute amounts held by landlords for the various buildings leased by the entity and travel agencies.

Deposits are initially recorded at fair value and subsequently at amortised cost.

1.20. Inventories

Inventoriesarerecognisedasanassetif:(a) Itisprobablethefutureeconomicbeneitsorservicepotentialassociatedbeneitsorservicepotentialassociatedwiththe

itemwilllowtotheentity.(b) The cost of the inventories can be measured reliably.

Inventories are initially measured at the lower of cost and current replacement cost.

The cost of inventory comprises all cost of purchase.

Thecostofinventoryissubsequentlyvaluedandmeasuredbyusingthe’irstin,irstout’(FIFO)method.Theunitcostpriceofthe last item acquired is applied to value the stock on hand.

1.21. Going concern

TheaccountingauthorityreviewsLegalAidSouthAfrica’sbudgetsandcashlowforecastsfortheyear.Onthebasisofthisreview,andinviewoftheorganisation’scurrentinancialposition,theaccountingauthorityassessestheorganisationsgoingconcerninthecurrentandyearahead.TheFinancialStatementsarepreparedonagoingconcernbasisbasedontheaccountingauthority’sassessment.

1.22. Subsequent events

Nomaterialfactorcircumstancehasoccurredbetweentheinancialpositiondateandthedateofthisreport.

1.23. Prepayments

The prepayments mainly comprise the system related costs, which are paid on an annual basis.

These prepayments are initially recognised at fair value and subsequently measured at amortised cost.

1.24. Change in accounting estimates

Change in estimates is an adjustment of the carrying amount of an asset or a liability, or the amount of the periodic consumption of

anasset,thatresultsfromtheassessmentofthepresentstatusof,andexpectedfuturebeneitsandobligationsassociatedwith,assets and liabilities. Changes in accounting estimates result from new information or new developments and, accordingly, are

not corrections of errors. The nature and amount of a change in an accounting estimate that has an effect in the current periods

is disclosed in the notes.



Notes to the Financial Statements

2. Property, plant and equipment

March

2015

March

2014

Cost

R

Accumu-

lated

depreciation

R

Carrying

value

R

Cost

R

Accumu-

lated

depreciation

R

Carrying

value

R

Owned assets

Land 1,788,000 - 1,788,000 1,788,000 - 1,788,000

Building 21,981,000 5,167,340 16,813,660 21,981,000 4,288,100 17,692,900

Building improvements 14,209,458 4,859,269 9,350,189 13,022,407 3,632,982 9,389,425

Motor vehicles 64,423,493 7,551,910 56,871,583 55,923,706 10,095,472 45,828,234

Furniture and equipment 22,492,739 20,393,589 2,099,150 29,357,121 27,490,977 1,866,144

Fittingandixtures 2,943,836 1,916,686 1,027,150 2,943,836 1,622,948 1,320,888

Leasehold improvements 31,643,968 19,746,068 11,897,900 28,666,169 23,080,699 5,585,470

Computer equipment 89,021,765 40,528,735 48,493,031 79,628,690 44,390,118 35,238,572

248,504,259 100,163,597 148,340,663 233,310,929 127,871,785 118,709,633

Thecarryingamountsofproperty,plantandequipmentcanbereconciledasfollows:

Reconciliation of property, plant and equipment – March 2015

Carrying

value at

beginning

of year

R

Additions

R

Disposals

R

Depreciation

R

Restatement

of Acc Dep

R

Carrying

value at

end of year

R

Owned assets

Land 1,788,000 - - - - 1,788,000

Building 17,692,900 - - (879,240) - 16,813,660

Building improvements 9,389,425 1,187,051 - (1,226,287) - 9,350,189

Motor vehicles 45,828,234 14,971,588 (697,737) (3,230,502) - 56,871,583

Furniture and equipment 1,866,144 1,773,721 (29,549) (1,511,165) - 2,099,150

Fittingandixtures 1,320,888 - - (293,738) - 1,027,150

Leasehold improvements 5,585,470 6,972,500 (426,972) (233,098) - 11,897,900

Computer equipment 35,238,572 27,319,401 (1,006,430) (13,058,513) - 48,493,031

118,709,633 52,224,260 (2,160,688) (20,432,542) - 148,340,663

Land

Land is described as ERF 4410 Johannesburg Township Registration Division I.R., provision of Gauteng, Johannesburg Division

Gauteng Province. The land measures 1,490 square metres. It was transferred to Legal Aid South Africa on 4 September 2008.

The land has been stated at the cost.



Building

Building is described as ERF 4410 Johannesburg Township Registration Division I.R., provision of Gauteng, Johannesburg Division

GautengProvince.Themulti-leveloficebuildingmeasuresapproximately1,490squaremetres.Itwastransferred(sold)toLegalAid South Africa on 4 September 2008. The estimated useful life of the building is 25 years and has been stated at the cost price

of R21,981,000 in order to comply with GRAP 17. The building included building improvements made to the Legal Aid House. The

building was revaluated by an independent valuator JO Schoonraad on 23 September 2011 and the market value is R 29,9 million.


Carrying

value at

beginning

of year

R

Additions

R

Disposals

R

Depreciation

R

Restatement

of Acc Dep

R

Transfers

R

Carrying

value at

end of year

R

Owned assets

Land 1,875,132 - (87,132) - - - 1,788,000

Building 18,572,140 - - (879,240) - - 17,692,900

Building

Improvements

6,935,632 594,456 (19,411) (1,795,696) 3,674,443 - 9,389,425

Motor vehicles 50,038,149 4,592,715 (323,993) (1,669,826) (6,808,811) - 45,828,234

Furniture and

equipment

1,699,437 708,021 (10,657) (1,975,572) 1,444,914 - 1,866,144

Fittingandixtures 1,614,626 - - (293,738) - - 1,320,888

Leasehold

improvements

4,735,312 1,747,527 (227,190) (670,179) - - 5,585,470

Computer equipment 16,297,407 13,063,741 (190,928) (9,533,233) 14,959,941 641,644 35,238,572

101, 767,835 20,706,460 (859,311) (16,817,484) 13,270,487 641,644 118,709,633

Land

Land is described as ERF 49947, portion of ERF 15610 Mitchells Plain, situated in the City of Cape Town, Cape Division Western

Cape Province. It measures 2014 square metres. Land has been stated at cost price of R87,132 due to the fact that the title

agreementhastheconditiontotheeffectthatthepropertyshallbeutilisedfortheestablishmentofanoficeofLegalAidSouthAfrica. In the event that Legal Aid South Africa does not utilise the property as stipulated in the agreement, or be no longer

required for such purpose, the property shall revert to the City of Cape Town. The municipality will refund Legal Aid South Africa

the purchase price paid less any administration charges paid.

Land is described as ERF 4410 Johannesburg Township Registration Division I.R., provision of Gauteng, Johannesburg Division

Gauteng Province. The land measures 1,490 square metres. It was transferred to Legal Aid South Africa on 4 September 2008.

The land has been stated at the cost.

Building

Building is described as ERF 4410 Johannesburg Township Registration Division I.R., provision of Gauteng, Johannesburg Division

GautengProvince.Themulti-leveloficebuildingmeasuresapproximately1490squaremetres. Itwas transferred toLegalAidSouth Africa on 4 September 2008. The estimated useful life of the building is 25 years and has been stated at the cost price of

R21,981,000 in order to comply with GRAP 17. The building included building improvements made to the Legal Aid House. The

building was revaluated by an independent valuator JO Schoonraad on 23 September 2011 and the market value is R 29,9 million.



2.1 Finance Lease assets

March

2015

March

2014

Cost

R

Accumu-

lated

depreciation

R

Carrying

value

R

Cost

R

Accumu-

lated

depreciation

R

Carrying

value

R

Photocopiers and routers 9,716,827 5,272,052 4,444,775 7,563,150 3,150,011 4,413,139

Cell phones - - - 1,341,942 816,313 525,629

9,716,827 5,272,052 4,444,775 8,905,092 3,966,324 4,938,768


Finance Leased assets

Carrying

value at

beginning

of year

R

Additions

R

Disposals

R

Depreciation

R

Re-

classiicationR

Carrying

value at

end of year

R

Photocopiers and routers 4,413,139 2,153,677 - (2,640,621) 518,580 4,444,775

Cell phones 525,629 - - (7,049) (518,580) 0

4,938,768 2,153,677 - (2,647,670) - 4,444,775


Finance Lease assets

Carrying

value at

beginning

of year

R

Additions

R

Disposals

R

Depreciation

R

Re-

classiicationR

Carrying

value at

end of year

R

Photocopiers 3,463,161 3,321,238 - (2,371,261) - 4,413,139

Cell phones* 1,189,967 - (422,111) (242,226) - 525,629

4,653,128 3,321,238 (422,111) (2,613,487) - 4,938,768

* Legal Aid South Africa took a decision to provide a taxable cellphone allowance to the employees who are entitled to cellphone

beneits.Allcellphoneleasecontractswillnotberenewedwhentheexistingcontractsexpire.The2014–2015inancialyearwillbe the last period in which cellphone leases will be operational.



3. Intangible assets

March

2015

March

2014

Cost

R

Accumu-

lated

amortisation

R

Carrying

value

R

Cost

R

Accumu-

lated

amortisation

R

Carrying

value

R

Computer software 12,369,146 8,380,069 3,989,078 11,275,879 7,820,895 3,454,984

Reconciliation of intangible assets – March 2015

ThecarryingamountsofIntangibleassetscanbereconciledasfollows:

Carrying

value at

beginning

of year

R

Additions

R

Disposals

R

Amortisation

R

Transfer

R

Carrying

value at

end of year

R

Computer software 3,454,984 1,302,429 - (768,334) 3,989,078

Reconciliation of intangible assets – March 2014

Carrying

value at

beginning

of year

R

Additions

R

Disposals

R

Amortisation

R

Transfers

R

Carrying

value at

end of year

R

Computer software 4,242,130 580,015 - (702,256) (664,905) 3,454,984

4. Non-current assets held for sale

March

2015

R

March

2014

R

Assets related to computer hardware - 23,261



5. Trade and other receivables – exchange transactions

March

2015

R

March

2014

R

Trade receivables 2,334,820 1,900,113

Provision for doubtful debts (1,205,262) (1,604,468)

Other receivables 129,522 126,173

1,259,080 421,818

5.1 Reconciliation of doubtful debt provision

Balance at the beginning of the period 1,604,468 1,361,676

Bad debts written off (235,155) (624,439)

Increase/(decrease) in provision for doubtful debts (164,051) 867,231

1,205,262 1,604,468

6. Prepayments

Prepayments 1,475,879 6,152,554

1,475,879 6,152,554

Prepayments relate mainly to payments in advance for software licences.

7. Client trust funds

Client trust funds 29,208,068 35,287,091

29,208,068 35,287,091

These constitute amounts received from estate lates and settlements reached in civil matters.

These amounts are payable to recipients based on court settlement orders.

The corresponding liability for the client trust asset. Refer to note 14a.

8. Deposits

These constitute mainly amounts paid to landlords as security for rent repayment. 1,751,291 1,936,750

Thetotaldepositaboveisclassiiedasfollows:

Laterthanoneyearandnotlaterthaniveyears 1,464,516 1,175,672

Not later than one year 286,775 761,078

1,751,291 1,936,750



8.1 Deposit Reconciliation

March

2015

R

March

2014

R

Opening balance 1,936,750 1,785,087

Recoveries (47,977) (1,200)

Deposits expensed (24,603) (10,589)

Deposits moved to debtors (161,241) (17,211)

Deposits written off (16,552) -

New deposits for the year 64,914 180,663

Closing balance 1,751,291 1,936,750

9. Inventories

Stationery on hand 1,392,502 1,321,085

1,392,502 1,321,085

Inventories relate to stationery on hand that will be consumed during the normal operation of the entity. There was no amount of

inventories that was written off or reversed or pledged as a security.

9.1 Reconciliation for inventory

Stationery – March 2015

Carrying

value at

beginning

of year

R

Additions

during the

year

R

Inventories

expensed

revised/

written off

R

Carrying

value at

end of year

R

Stationery on hand 1,321,085 1,392,502 (1,321,085) 1,392,502

Stationery – March 2014

Carrying

value at

beginning

of year

R

Additions

during the

year

R

Inventories

expensed

revised/

written off

R

Carrying

value at

end of year

R

Stationery on hand 1,097,130 1,321,085 (1,097,130) 1,321,085



10. Notes to cash low statement

March

2015

R

March

2014

R

a) Cash and cash equivalents

Cash and cash equivalents consist of cash on hand and balances with banks and investments

inmoneymarket instruments.Cashandcashequivalents included in thecashlowstatementcomprisethefollowingstatementofamountsindicatinginancialposition:

Funds held with the corporation for public deposits 431,225,389 377,583,731

Bank balance and cash on hand 5,940,833 8,783,928

437,166,222 386,367,659

b) Property, plant and equipmentDuring the year, Legal Aid South Africa acquired property, plant and equipment of R52,224,260 by

means of grants allocated by the national government.

c) Cash generated by operating activities

Reconciliationofnetcashlowsfromoperatingactivitiestosurplus

Net surplus 71,193,200 44,174,178

Non-cash low movementDepreciation 23,080,212 19,430,969

Amortisation 768,334 702,256

(Decrease)/increase in provision 2,972,994 (4,856,153)

Increase/(Decrease)

in payables

3,195,860 10,761,416

Increase/(Decrease) in inventories (71,417) (223,956)

(Gains)/losses on sale of property plant and equipment (2,135,176) (3,404,082)

Debts written off 235,155 624,439

Decrease/(increase) in receivables 3,789,716 (4,243,341)

103,028,880 62,965,726

11. Finance Leases

Interest bearing borrowings

Noncurrentportionofinanceleases 1,624,211 2,126,308

Currentportionofinanceleaseliability 2,449,617 2,816,596

Total lease liability 4,073,828 4,942,904



The interest bearing borrowings are secured by photocopier machines. The liabilities are repayable in equal monthly instalments

on the 1st day of the month at prime interest rates respectively (see note 2.1).

LegalAidSouthAfricaentered intoinance leasearrangementswithdifferent lessors inrespectofphotocopymachinesandrouters. The period of the lease agreements range from 36 months to 60 months respectively with the liability repayable in equal

monthly instalments. The cellphone lease agreements are for 24 months and repayable in equal instalments.

Reconciliation of minimum lease payments with their present values

March

2015

March

2014

Up to 1 year

R

2–5 years

R

Total

R

Up to 1 year

R

2–5 years

R

Total

R

Minimum lease payments 2,712,120 1,745,883 4,458,003 3,018,401 2,236,555 5,254,955

Finance charges 252,905 121,673 374,578 201,965 111,968 313,933

Fair value adjustment (9,598) 0 (9,598) (160) (1,722) (1,882)

Present value 2,449,617 1,624,210 4,073,828 2,816,596 2,126,308 4,942,904

March

2015

March

2014

Net Cash

Flow

Finance lease cashlow reconFinance lease assets 4,444,774 4,938,768 493,994

Finance lease liability (4,073,828) (4,942,905) (869,077)

Depreciationoninanceleases (2,647,670) (2,613,487) 34,183

(2,276,726) (2,617,624) (340,900)

11.1 Finance Costs

March

2015

R

March

2014

R

Finance lease obligation 419,695 554,176

Financecostsrelatetoinancechargesforphotocopierandfaxesinanceleases.



12. Employee beneits

Pensions

Deined beneit retirement planLegalAidSouthAfricacontributestoadeinedbeneitretirementplanforthebeneitofallemployees.Duringtheperiod,LegalAidSouthAfricacontributedR78,353,181.(2014:R70,006,913)totheplan.TheplanisgovernedbythePensionFundsAct,1956 (Act no. 24 of 1956). The assets of the plan are administered by trustees in a fund independent of the Legal Aid South

Africa. The fund is administered under the control of the national government. The National Treasury stands as guarantor for

any shortfall that the fund may experience. For this reason, no provision is made in the books of Legal Aid South Africa for any

shortfallorsurplusthatmayarise.Thedisclosureforthisplanisdoneinaccordancewithdeinedcontributionplanduetothefollowing reasons; Legal Aid South Africa is not the only member of the Pension Fund and the liability exposure and the assets

cannot be separated from the other members liability and assets.

Medical

Legal Aid South Africa contributes to a medical aid scheme for certain retired employees. The liability for future contributions to

the scheme in respect of three (3) retirees was actuarially valued at year end. The scheme is valued every three years.

The latest actuarial valuation was carried out as at 31 March 2015. The principal assumptions adopted by the actuary are that

discount rates will be 7.72%, investment returns will average 5.96%. Medical costs trend rates 7.46% above CPI. The actuarial

valueofthepromisedbeneitsisR1,398,000(2014:R1,029,000)whichhasbeenrecognisedasaliabilityinthepast.

Legal Aid South Africa provided for the payment of medical aid for retired employees. This practice has ceased. However, a

contractual obligation exists for certain employees who retired with this condition. It is anticipated that these amounts will be paid

out over the remaining lives of these pensioners.

Post-retirement beneit

Post-retirement beneit March 2015

March

2015

R

March

2014

R

Post-retirementmedicalaidbeneits 1,398,000 1,029,000

1,398,000 1,029,000

Liability at the beginning of the year 1,029,000 1,445,000

Interest cost 72,000 76,000

Actuarial (losses)/gains 445,000 (379,000)

Contribution payments (148,000) (113, 000)

1,398,000 1,029,000

R1,398,000(2014:R1,029,000)ofcashresourceshavebeensetasideforthepurposeofmeetingfuturepost-retirementbeneits.



Method used

Itisassumedthehealthcarecoststrendhaveasigniicanteffectontheamountsrecognisedinsurplusordeicit.Aonepercentpointchangeinassumedhealthcarecosttrendrateswouldhavethefollowingeffects:

March

2015

March

2014

(1%)

R

1%

R

(1%)

R

1%

R

Deinedbeneitobligation (13,980) 13,980 (10,290) 10,290

13. Provisions

Carrying

value at

beginning

of year

R

Used

during the

year

R

Unused

provisions

R

Additional/

Reversal

provisions

R

Carrying

value at

end of year

R

March 2015

Judicare* 86,478,817 (74,069,040) 12,409,777 73,204,872 85,614,649

Provision for incentive payments 40,484,380 (39,293,372) 1,191,008 41,599,559 42,790,567

Provisionforworkmen’scompensation - - - 851,640 851,640

Corporate litigation 458,165 (458,165) - 768,500 768,500

127,421,362 (113,820,577) 13,600,785 116,424,571 130,025,356

*TheJudicareigureusedfortheyearincludesusedandreversedprovisions.

Carrying

value at

beginning

of year

R

Used

during the

year

R

Unused

provisions

R

Additional

provisions

R

Carrying

value at

end of year

R

March 2014

Judicare* 92,539,939 (78,936,267) 13,603,672 72,875,145 86,478,817

Provision for incentive payments 38,466,158 (35,075,016) 3,391,142 37,093,238 40,484,380

Provisionforworkmen’scompensation 855,418 (855,418) - - -

Corporate litigation - - - 458,165 458,165

131,861,515 (114,866,701) 16,994,814 110,426,548 127,421,362

*TheJudicareigureusedfortheyearincludesusedandreversedprovisions.



Judicare

Legal Aid South Africa instructs independent legal practitioners where it believes that the interests of the client are best handled

in this manner. These practitioners are paid according to a tariff set by Legal Aid South Africa from time to time. A consequence

of the nature of court cases is that while an estimate can be made of the cost of cases based on historical experience, the actual

payments may vary. In addition, the length of time taken to complete cases often vary, in general payment is only made on

completion.

Gross claims incurred comprise all claims arising from events that have occurred in the period and for which Legal Aid South

Africa is responsible, whether or not reported by the end of the period.

Netclaimsincurredcomprise:

•claimssubmittedandaccruedforservicesrenderedduringtheperiodnetofrecoveries,and

•claimsforservicesrenderedduringthepreviousperiodnotincludedintheoutstandingclaimsprovisionforthatperiod,netof recoveries.

Outstanding claims provision

The method used varies by the period being considered and observed historical claims development. To the extent that this

method is used, historical claims development information which assume that the historical claims development pattern will occur

againinthefuture.Therearereasonswhythismaynotbethecase,which,insofarastheycanbeidentiied,havebeenallowedforbymodifyingthemethod.Suchreasonsinclude:

•economic, legal, political and social trends (resulting in different than expected levels of inlation and/orminimum legalbeneitstobeprovided);

•changesinthenatureofthecases,and

•randomluctuation,includingtheimpactoflargecases

Changes in assumptions and sensitivities to changes in key variables

All assumptions are based on actual claims experience in determining the outstanding claims provision. Due to the nature of the

provision, no material change is expected in any assumptions made.

LegalAidSouthAfricabelievesthattheliabilityforclaimsreportedinthestatementofinancialpositionisadequate.However,itrecognises that the process of estimation is based upon variable factors and assumptions which could differ when claims arise.

A retrospective review of actual claims experience is performed monthly to determine the accuracy of the outstanding claims

provision.Duetothis,theimpactofachangeinthekeyvariablesisnotconsideredtobesigniicantandnofurthersensitivityanalysis is provided.

Bonuses

Employees who are members of the pension fund are entitled to structure their package in such a way that they receive a

thirteenth cheque. The duty to pay this amount accrues monthly. The full amount of accrual is paid out each period when it falls

due. In addition an incentive payment is payable to employees during August each year based on their personal performance as

well as that of the organisation as a whole.

Litigation

Legal Aid South Africa by the nature, of its activities, has at any time a number of legal matters in process. The cost of these as

well as the possible effect of any outcome is provided for in the year in which the cause of action arises. No certainty exists as to

the timing of when these amounts will be paid.



Workman’s compensationIn terms of the compensation for occupational injuries and diseases act of 1993 (COIDA), Legal Aid South Africa is required to pay

to the Compensation Fund an annual contribution based on a percentage determined by the commissioner of annual earnings

paid to employees for the year up to a maximum of R312,480 per employee, of the total basic salary bill of the organisation. The

inalcontributionamountispayableoncethecompensationfundhadassessedtheorganisationsreturnofearnings.Thecostof the contribution is provided for based on historical information and injuries and diseases cases reported to the compensation

fundduringtheinancialyear.

14. Trade and other payables

March

2015

R

March

2014

R

Trade payables 1,106,770 1,369,724

Leavepaybeneits 27,157,504 25,335,754

Bonuspaybeneits(13thcheque) 24,228,125 20,479,917

Accruals 9,112,770 6,740,872

Sundry creditors* 22,271,713 26,754,756

83,876,882 80,681,023

* The sundry amount includes accruals for goods received which were not receipted on the system by year end.

This represents invoices not paid as at year end.

14.1 Maturity Analysis

< 1 Year 1–2 Years 2–5 Years 5+ Years Total

Year 2015

Trade and other payables 83,730,346 146,536 - - 83,876,882

Year 2014

Trade and other payables 80,523,746 157,276 - - 80,681,023

14 a. Clients Trust

Client trust fund 29,208,068 35,287,092

These constitute amounts received from estate lates and settlements reached in civil matters. These amounts are payable to

recipients based on court settlement orders.

The corresponding asset for the client trust liability. Refer to note 7.



15. Revenue

March

2015

R

March

2014

R

Gross revenue comprises grants from the National Revenue Fund. These funds are provided to

LegalAidSouthAfricatoenableittomeetthegovernment’sresponsibilitytoprovidelegalservicesto those who cannot afford it.

Unconditional government grant

Baseline allocation 1,483,708,000 1,336,442,000

IJS mobility project 21,000,000 5,000,000

Case backlog - 34,000,000

1,504,708,000 1,375,442,000

The Integrated Justice System mobility funding was allocated for the development of integrated IT

systems, and R19,4 million of these funds have been requested for rollover as the development

couldnotbeinalisedduetochallengesencounteredduringsystemdevelopment.

16. Interest Income

Interest income consists mainly of income received from funds invested with the corporation for

public deposits 26,944,899 21,742,220

16.1 Other Income

Other income comprises

Commission and legal fees received/recovered 167,266 129,924

Proitondisposalofassets 2,135,176 3,404,081

* Sundry income 1,947,215 823,999

Bad debts recovered - 1,228

SASSETA grant - 1,757,933

4,249,657 6,117,165

* Sundry income relates to monies received from debtors for recoveries made for bursaries and

internships.

17. Administrative Expenses

Co-operation agreements 8,160,381 7,915,424

Impact litigation 22,791,002 8,066,476

Judicare 94,562,381 98,774,410

Civil disbursements 5,865,689 4,970,296

131,379,453 119,726,606



17.1 Other expenses

March

2015

R

March

2014

R

Otherexpensesismadeupofthefollowingmaterialexpenses:Advertising 3,402,172 4,045,539

Audit Fees 3,042,791 3,410,719

Board Fees 1,117,225 1,115,107

Cleaning Services 5,611,705 5,462,178

Communication 2,122,910 2,150,570

Computer Software Licenses 13,998,063 6,634,573

Document Exchange 940,088 856,337

Education and Training 5,509,310 7,089,097

Insurance-Group Life 17,173,642 15,402,940

Insurance Short Term 3,959,513 4,639,779

IT Support 1,647,364 1,306,188

Leadership Program 1,144,860 1,799,342

Legal Fees Provision 1,601,534 2,037,380

Library and Publication 3,085,308 3,132,566

Maintenance Building 1,660,960 1,683,397

MaintenanceOfice 2,242,118 1,939,605

Management Fees 488,816 632,374

Municipal Services 8,822,878 13,932,559

OficeRental 38,741,483 33,091,723

OficeRental–SatelliteOfices 6,092,571 5,579,038

Postage and Courier 436,561 245,787

Printing and Stationery 5,840,089 5,692,978

Bad debt Write Off - 624,439

Recruitment 1,357,896 1,545,071

Refreshments 866,408 905,397

Security Costs 2,049,608 1,507,762

Signage and Branding 528,461 410,351

Storage Costs 1,019,794 792,539

Subscriptions and Membership Fees 3,486,678 2,775,244

Skills Development 389,219 92,977

Software Maintenance 722,570 597,325

Telephone and Faxes 11,632,791 13,011,627

Tools and Equipment 2,361,190 1,358,569

Travel and Subsistence 8,153,458 8,917,508

Travelling and Sub-circuit Court 298,573 411,001

Vehicle Fuel 10,124,229 10,163,204

Vehicle Maintenance 2,999,475 2,718,065

Vehicle Tracking 981,580 2,850,360

Wide Area Network 11,382,445 12,075,821

Workmens Compensation 851,640 1,354,687

Workshops 621,193 4,464,309

Other expenses, not material individually 11,126,942 11,865,555

199,636,112 200,321,586

Other expenses include legal fees, achiever awards, bursaries, etc.



18. Reconciliation of actual amount in the cash low statement and comparative statement

Thebudgetisapprovedonacashbasisbyfunctionalclassiications.Theapprovedbudgetcoverstheperiodfrom1April2014to 31 March 2015.

Thebudgetandaccountingbasisdiffers.Theinancialstatementsarepreparedontheaccrualbasisusingaclassiicationonthenatureofexpensesinthestatementofinancialperformance.

A reconciliation between the actual amounts on a comparable basis as presented in the statement of comparison of budget

andactualamountsinthecashlowstatementfortheperiodended31March2015hasbeenpresentedbelow.Theinancialstatements are prepared on an accrual basis and the budget is prepared on cash basis which creates a basis difference.

Operating

Activities

R

Financing

Activities

R

Investing

Activities

R

Actual amount on comparable basis as presented in the budget and

actual comparative statement

SCBA 95,041,747 - (53,526,688)

Basis difference SFP 7,987,133 (3,022,753) 4,319,125

Actualamountinthecashlowstatement CFS 103,028,880 (3,022,753) (49,207,564)

Surplus for the year (71,193,200)

The budget was prepared on cash basis for the 2014–2015.

Thestatementofproitandlossandothercomprehensiveincomeincludebothaccrualsandnoncashitems.



19. Directors’ emoluments

19.1 Directors – non-executive

March

2015

R

March

2014

R

For services as directors

Name

Judge President D Mlambo - -

Mr T Tshivhase - -

Ms M Monama - -

Mr J Maree 147,307 160,651

Adv. P du Rand - -

Ms N Memka (Memka & Ass paid) 71,104 45,840

MsNMgadza 88,788 69,287

Prof. Y Vawda 174,528 120,384

Ms M Naidoo 103,499 63,526

Ms T Mhlungu 80,800 73,344

Judge E Molahlehi - -

Ms R Subban - -

Ms A Rhoda 14,544 95,150

Mr M Notyesi 48,498 64,176

Ms MJ Ramagaga - 24,448

Adv. K Pillay 71,104 24,448

Ms E Gandhi - 21,392

Ms B Mxakwe 79,453 98,867

MrWScholtz 76,203 78,901

Adv. L Gcabashe (Alternate member) - -

Mr J Gresse(Alternate member) - -

Mr N Mvundlela 30,704 -

Mr CJ Janse Van Rensburg (Alternate Member) 8,080 -

Adv. R Jansen (Alternate member) 8,080 18,336

1,002,691 958,748



19.2 Executive Management’s Remuneration

Basic

Salary

Bonus and

incentives

Expenses/

Allowances

Other Total

March 2015

Total

March 2014

For services as executives

Name

Ms V Vedalankar – Chief Executive

Oficer 1,146,952 236,047 925,618 1,785 2,310,402 2,032,983

Mr J Makokoane – Chief Operations

Oficer 911,605 204,406 605,847 16,631 1,738,489 1,587,660

Ms R Hlabatau – Chief Financial

Oficer 809,240 211,098 379,580 111,061 1,510,979 1,367,523

Ms A Clark – Human Resources

Executive

636,361 118,190 441,041 1,785 1,197,375 1,083,167

Mr P Hundermark – Chief Legal

Executive

846,207 244,619 396,708 115,498 1,603,030 1,426,621

Adv. B Nair – National Operations

Executive

884,860 268,407 426,785 107,968 1,688,020 1,529,521

Mr M Phasha – Communications

Executive

626,955 163,793 370,356 16,689 1,177,792 1,065,362

Mr T Mtati – Corporate Services

Executive

685,544 179,465 322,268 96,689 1,283,966 1,170,229

Mr V Mdaka – Regional Operations

Executive KZN

665,433 175,855 312,949 106,521 1,260,758 1,133,132

Mr H Bambiso – Regional

Operations Executive EC

608,562 159,063 286,599 121,791 1,176,015 1,073,189

Ms C Robertson – Regional

Operations Executive WC/NC

685,544 180,485 416,701 1,785 1,284,515 1,164,092

Adv. W Lambley – Regional

Operations Executive Gauteng

685,544 126,133 473,830 7,095 1,292,602 1,181,166

Ms Z Msweli – Regional Operations

Executive FS/NW*

232,859 107,262 188,680 33,757 562,557 1,055,927

Mr T Makamedi – Regional

Operations Excecutive FS/NW*

286,753 61,851 126,960 47,450 523,014 -

Mr A Mbatyoti – Information

Services Executive

617,689 107,234 341,704 88,075 1,154,703 1,051,897

Ms M Kgabi – Regional Operations

Executive LM/MP

599,564 153,838 294,598 175,693 1,223,693 1,066,255

Mr A Naidoo – Internal Audit

Executive*

336,455 98,643 232,703 892 668,694 1,142,098

Mr S Mamotheti – Internal Audit

Executive*

254,508 - 171,602 5,814 431,924 -

11,520,635 2,796,390 6,714,527 1,056,977 22,088,528 20,130,824

*Executivesforpartoftheinancialyear.



20. Categories of inancial instruments

March

2015

R

March

2014

R

Financial assets

Cash and cash equivalents 437,166,222 386,367,659

Deposits 1,751,291 1,936,750

Client trust account 29,208,068 35,287,091

Trade and other receivables 1,259,080 421,818

Financial liabilities

Trade and other payables 83,876,882 80,681,022

Finance lease obligation 2,449,617 2,816,596

20.1 Risk Management

Sensitivity analysis risk

LegalAidSouthAfrica’smajorsourceofrevenueisgovernmentgrantandtoalesserextent,interestincomedependingoncashequivalentsheld.Amajorexpenseisonsalarieswhichareixedfortheperiodunderreview.

20.2 Sensitivity analysis

Belowistherecalculatedinancialassetsandliabilitiesshowingtheeffectof:

•Aonepercentagepointdecreaseorincreaseinthecurrentaccountinterestrate.

•Aonepercentagepointdecreaseorincreaseintradeandotherpayableaccountinterestrate.

•Aonepercentagepointdecreaseorincreaseintradeandotherreceivableaccountinterestrate.

Method used

It isassumedthedeceasedestatesfundsandtherentaldeposit interestratetrendhaveasigniicanteffectontheamountsrecognisedinsurplusordeicit.Aonepercentpointchangeinassumeddeceasedestatefundandrentaldepositinterestratewouldhavethefollowingeffects:

March

2015

March

2014

(1%)

R

1%

R

(1%)

R

1%

R

Cash and cash equivalents (4,371,662) 4,371,662 (3,863,677) 3,863,677

Deposits (17,513) 17,513 (19,367) 19,367

Client trust account (292,081) 292,081 (352,871) 352,871



1. Market risk

Legal Aid South Africa is required by regulation to invest its short term funds in the Corporation for Public Deposits (CPD) which

is a subsidiary of the South African Reserve Bank. It accepts call deposits from the public sector and invests the funds in short

termmoneymarket instruments,special treasurybillsandcash.SincetheCPD’sfundsmaybewithdrawnonshortnoticeapre-requisite is what investments are made mainly in short term assets and the CPD Board does not invest in any assets with

a maturity of one and three years and at least 60% of all funds are invested in assets with a maturity of less than one month.

As all the short terms funds of Legal Aid South Africa are invested in short term bank deposits the issue of market risk does not

arise or is normal.

2. Liquidity risk

Liquidityriskistheriskthattheorganisationwouldnothavesuficientfundsavailableormayencounterdificultiesinraisingfundstomeetsitsfuturecommitments.ThisriskisregardedaslowconsideringtheLegalAidSouthAfrica’scurrentfundingstructuresand management of available cash resources.

March

2015

R

March

2014

R

<3 months 627,081 92,022

3–6 months 118,830 94,647

6 months–1 year 91,398 -

1+years 421,771 235,149

1,259,080 421,818

< 1 Year 1-2 Years 2-5 Years 5+ Years Total

Payables past due date

Trade and other payables Year 2015 83,730,346 146,536 - - 83,876,882

Client Trust Funds Year 2015 29,208,068 - - - 29,208,068

Finance lease obligation Year 2015 2,449,617 1,624,210 - - 4,073,827

Trade and other payables Year 2014 116,606,961 124,565 - - 116,731,526

Client Trust Funds Year 2014 35,287,091 - - - 35,287,091

Finance lease obligation Year 2014 2,816,596 2,126,308 - - 4,942,904

3. Interest rate risk

The organisation is exposed to interest rate risk in respect of returns on investments with inancial institutions and interestpayableoninanceleasescontractedwithoutsideparties.Theorganisation’sincomeandoperatingcashlowsaresubstantiallyindependentofchangesinmarketinterestrates.Theorganisationhasnosigniicantinterestbearingassetsotherthanliquidcash.



4. Credit risk

Creditriskarisesmainlyfromreceivablesandcashandcashequivalents.TheLegalAidSouthAfrica’sexposuretocreditriskarises because of default of counterparties with maximum exposure equal to the carrying amount of these instruments. These

risksaremitigatedasfollows:

March

2015

R

March

2014

R

Receivables past due 421,771 235,149

a)Cashandcashequivalentsareplacedwithhighcreditqualityinancialinstitutionthusrenderingthe credit risk with regard to cash and cash equivalents limited.

b) Transactions are entered into with reputable institutions approved by National Treasury.

c) With regard to accounts receivables, credit risk is limited by the fact that the organisation does

not issue loans or raise debtors in its day to day business.

d) The Legal Aid South Africa does not offer credit facilities either to employees or any other

person, except where a debtor may be raised due to advances on travel and subsistence.

21. Commitments

Judicare commitments 82,652,920 97,697,866

R82,65 million (R97,69 million) committed expenditure related to the estimated value of instructions

issued before year-end where no accounts have been received. Refer to note 13 on Judicare

provision.

Computer Hardware and IT Support 8,152,807 10,684,896

Computer software 19,413,456 8,485,870

Computer software licenses-cisco phones 409,364 -

Impact Litigation 5,430,083 20,320,948

Advertising 259,008 1,264,523

Signage and Branding 128,167 -

Building Maintanance 22,460 -

Land and building 26,354,927 12,110,218

Furniture and Equipment 140,591 160,371

Leasehold Improvements 153,767 26,469

Tools and equipment 113,961 -

Vehicle Tracking 661,293 -

Motor Vehicles 3,627,255 1,568,725

64,867,139 54,622,020

Legal Aid South Africa placed orders with suppliers before year end and the goods and services where not received on

31 March 2015



Operating lease commitments

Operating lease – Legal Aid South Africa as lessee

Thefutureminimumleasepaymentsundernon-cancellableoperatingleasesareasfollows:

March

2015

R

March

2014

R

Not later than one year 38,638,826 31,202,756

Laterthanoneyearandnotlaterthaniveyears 97,005,511 81,972,119

135,644,337 113,174,875

22. Contingent liabilities

22.1 Corporate Litigation 550,000 1,146,248

Corporate litigation is constituted of three categories namely professional negligence, disputes in

judicare claims and general litigation.

22.1.1 Professional Negligence

There are 2 claims relating to professional negligence in which clients alleged failure to prosecute

claims timeously or non-prosecution of claims resulting in prescription. All claims are being

defended. Legal Aid South Africa is insured and the amount of excess payable for the 1 claim is

R50,000 and for the other claim the attorneys are proposing a settlement of R50,000.

100,000 80,000

22.1.2 Judicare Claims

This is a matter in which judgement was granted in favour of the claimant, however a referee must

be appointed to determine the quantum of the claim. Based on the bills/claims submitted, there is a

likelihood that an amount of R450 000 may be a reasonable amount. The bills will be taxed based

on the high court tariffs, as our tariff scales in terms of the Legal Aid Guide are not applicable in

relation to this claim.

450,000 450,000

22.1.3 General Litigation

This matter arises from a former landlord of a JC. It is alleged that restoration of the property was

notdonewhentheoficewasvacatedandaclaimofsixmonthsrentalwasmade.Thecasewasdefended as the allegations made were disputed however a settlement was reached.

- 616,248

22.2 Surplus Fund 98,658,459 69,468,816

LegalAidSouthAfricahadasurplusofR98.6million(2014:R69.5million)ofwhichR64.8millionofthesefundswerecommittedtocertainprojectswhichcouldnotbeinalizedinthe2014–2015inancialyear.ForthebalanceofR33.8millionarequesthasbeen submitted to national Treasury for approval to retain the funds. We have no reason to believe that the request will not be

approved as previous requests were granted



22.3 Rollover funding

March

2015

R

March

2014

R

Computer hardware and IT support 8,152,807 10,684,896

Computer software 19,413,456 8,485,870

Computer software licenses-cisco phones 409,364 -

Impact litigation 5,430,083 20,320,948

Advertising 259,008 1,264,523

Signage and branding 128,167 -

Building maintanance 22,460 -

Land and building 26,354,927 12,110,218

Furniture and equipment 140,591 160,371

Leasehold improvements 153,767 26,469

Tools and equipment 113,961 -

Vehicle tracking 661,293 -

Motor vehicles 3,627,255 1,568,725

64,867,139 54,622,020

Legal Aid South Africa has applied to National Treasury to rollover the funds and the organisation

is awaiting National Treasury approval.

23. Bad debts written off

Bad debts written off 235,155 624,439



24. Fruitless and wasteful expenditure and irregular expenditure

24.1 Fruitless and wasteful expenditure

Amount of

fruitless

and

wasteful

expenditure

reported

R

Amount of

fruitless

and

wasteful

expenditure

recovered

R

Amount of

fruitless

and

wasteful

expenditure

not

recovered

R

In nineteen (19) instances interest was charged on late payment of invoices. 1,619 886 733

In four (4) instances, JC were charged penalties for late payment for late renewal

of vehicle license.

892 892 -

In one (1) instance where reconnection fee charged for late payment on electricity

account.

778 778 -

In one (1) instance where pleadings were sent to the wrong sheriff. 33 33 -

In one (1) instance where Legal Cluster meeting lunch was booked and paid for

but not utilised.

90 90 -

Inone(1) instancewheredoublebookingwasmadefor theoficialattending inStellenbosch.

3,469 3,469 -

Total 27 6,881 6,148 733

Financial misconduct related to fruitless and wasteful expenditure

Twentyseven(27)incidencesofinancialmisconductwhichrelatestofruitlessandwasteful expenditure were reported for the year under review. 12 instances were

only discovered at year end and could not be recovered at year end

Steps taken

In all 27 instances employees were given

counseling. 12 instances monies were

recovered,3 instances were condoned and

12 instances were only discovered during

year end and were recovered subsequent

to year end.



24.2 Irregular expenditure

March

2015

R

March

2014

R

Opening balance 1,067,439 55,983

Irregularexpenditureoficerental 1,529,616 1,067,439

Irregular expenditure other goods and services 1,244,580 -

3,841,635 1,123,422

Less:Amountscondonedforjudicareimpactandotherservices 1,067,439 55,983

2,774,196 1,067,439

Less:Amountsrecoverable(notcondoned) - -

Less:Amountsnotrecoverable(notcondoned) - -

Irregular expenditure awaiting condonation 2,774,196 1,067,439

24.2.1 Irregular expenditure ofice rentalInten(10)instancespaymentsweremadetosupplierwithnotaxclearancecertiicate 1,529,616

24.2.2 Irregular expenditure other goods and services

In one (1) instance goods were procured but supporting documents could not be supplied for audit

purpose

1,506

In two (2) instances goods for more than R2,000 were procured with less than three quotes

requested and with no approved deviation

21,682

In two (2) instances goods were procured from a supplier who did not quote the lowest from the

three quotes received and with no approved deviation.

10,587

In one (1) instance service was procured without following due tender processes 1,210,805

2,774,196

Analysis of expenditure condoned as per age classiicationCurrent year - -

Prior year 1,067,439 55,983

Total 1,067,439 55,983

R 1,067,439 was approved by the board on 26 July 2014.

24.2.3 Financial misconduct related to irregular expenditure

Fourteen (14) incidents of inancial misconduct, which relates to irregularexpenditure were reported for the year under review.

Steps taken

In all 14 instances request for condonation

will be submitted for approval.



2015

1. When Legal Aid South Africa entered in to the lease contract with the landlords of Caledon JC, Hartwater SO, Soshanguve JC,

BotshabeloJC,IngwavumaSO,PinetownJC,MountFrereSOandMthataJCtheyhadvalidtaxclearancecertiicateswhichexpired during the lease period and they could not be renewed timeously.

2. Quest Research services was appointed to provide brand perception survey, however subsequent to the above tender being

awarded two more purchase orders were issued to the same service provider to provide two additional surveys without

following due tender processes.

2014

The building occupied by Mthata justice centre is owned by Diocese of Mthatha religious body. When Legal Aid South Africa

entered into the lease contract with the landlord, the Dioceses ofMthata in 200, they were registered as a public beneitorganisation.

The PBO status has subsequently not been renewed and hence their tax exemption has lapsed.

Alternative accommodation has been sought through the tender process, the quotation process and even approaching the

individual service providers and estate agents, no suitable accommodation could be sourced.

24.2.4 Irregular expenditure payment of higher fees to Audit Committee members

During 2014, it was discovered that payment of higher fees to Audit Committee members was approved by the Board in February

2003 and not the Minister of Justice and Correctional Services as per paragraph 8.1 of the Legal Aid South Africa Board Charter

and National Treasury Regulations section 20.2.2.

Approval to pay higher fees to audit committee members was subsequently obtained from the Minister of Justice and Correctional

Services with effect from 1 May 2015. The Minister did not approve the payment of higher fees for periods prior to 1 May 2015

and deems this expenditure to be irregular.

March

2015

R

March

2014

R

Current Year 23,162 114,819

Prior Year 725,252 610,433

Total 748,414 725,252



24.3 Financial misconduct related to non compliance with Legal Aid South Africa inancial policies and procedures

Steps taken

Four(4)incidentsofinancialmisconductwerereportedfortheyearunderreview.InallfourinstancestherewastransgressionofLegalAidSouthAfrica’sFinancialpolicies and procedures.

All four (4) employees were disciplined, two

(2) were dismissed and two (2) were given

written warnings.

25. Fraud

Steps taken

Six (6) incidents of fraud were reported for the year under review. In 5 of the

instances it was alleged that employees accepted payments from clients for

services provided and on one (1) instance the employee misrepresented her

educationalqualiications.

Three (3) of the employees left the

organisation before inalisation of thedesciplinary process and three (3) were

disciplined and dismissed.

26. Related party disclosures

All thepartiesthathavetheability tocontrolorexercisesigniicant inluenceoverLegalAidSouthAfrica inmakinginancialand operating decisions were considered to be related parties of the organisations. Legal Aid South Africa operates under the

umbrella of the Department of Justice and Correctional Services and the relevant Executive Authority is the Minister of Justice

andCorrectionalServices.Thefollowingentitiesareconsideredtoberelatedpartiesduetocommoncontrol:

National Prosecuting Authority

Special Investigating Unit

South African Human Rights Commission

Public Protector

Guardian’sFund

President’sFund

South African Board of Sheriffs

Criminal Asset Recovery Account

Council of Debt Collectors

South African Law Reform Commission

Remunerationpaidtoseniormanagementasdeined.Refertonote19.2above

27. Change in Accounting Estimate

Change in useful lives

On 1 March 2014 the Board of Directors of Legal Aid South Africa approved a change in estimate of useful lives of computer

equipmentandmotorvehicles inorder toachievea fairpresentationofinancial informationofLegalAidSouthAfrica.Thechange in estimate is effective 1 April 2014.

The useful life of computer equipment was revised from its old useful life of 4 years to a new useful life of 5 to 10 years, motor

vehicle was revised from its old useful life of 6 years to a new useful life of 8 to 10 years, building improvements was revised from

itsusefullifeof5yearstoanewusefullifeof15to20yearswhilefurnitureandittingswasrevisedfromitsoldusefullifeof5years to a new useful life of 10 to 15 years.



Thechangeintheusefullivesofproperty,plantandequipmentwillhaveacurrentimpactondepreciationonthefollowingassets:

(Decrease)/

Increase

Building Improvement (1,179,529)

Motor Vehicles (4,662,493)

Computer Hardware (1,085,284)

Furniture and Equipment (339,258)

Thechangeintheusefullivesofproperty,plantandequipmentwillhaveafutureimpactondepreciationonthefollowingassets:

(Decrease)/

Increase

Building Improvement 1,179,529

Motor Vehicles 4,662,493

Computer Hardware 1,085,284

Furniture and Equipment 339,258

28. Restatement of prior year comparatives iqures

Inthe2014–2015inancialyearthedepreciationrateappliedforcertaincategoriesofpropertyplantandequipmentwasnotproperly aligned to the period of usage of these assets. Some assets were utilised much longer than the estimated useful life.

Legal Aid South Africa decided to depreciate its assets in line with its estimated useful life.

Theeffectofthisadjustmentwouldresultinthe2015inancialstatementsrelectedasfollows:

The restated inancial position igures

March

2015

R

March

2014

R

Accumulated surplus - 13,270,488

Accumulated depreciation - (10,814,672)

The restated inancial performance igures

Depreciation - (2,455,815)



PARTG:COMPANY INFORMATION

AND CONTACT DETAILS


1. Regional Management

COMPANY INFORMATION AND CONTACT DETAILS

Back row from left: Grant Rudlin

(Graaff-Reinet JCE); Fuzile

Ngxukumeshe (Mthatha JCE);

Helen McCallum (Grahamstown JCE);

Linda Magaxeni (King William’s Town

JCE); Henry Lerm (Uitenhage JCE)

and Netarie Verwey (Aliwal North JCE).

Front row from left: Lynette Franklin

(Port Elizabeth JCE); Yolundi Ngxola-

Tshona (Queenstown JCE); Hope

Bambiso (ROE); Lynette Marais (East

London JCE) and Tobeka Maqwati

(Butterworth JCE).

Standing from left: Wouter De

Villiers (Bethlehem JCE); Cuma

Siyo (Botshabelo JCE); Nhlanhla

Shongwe (Ga-Rankuwa JCE); Victoria

Mophulane (Lichtenburg JCE);

Mothusi Khumalo (Maikeng JCE); Nolitha Jali (Kroonstad JCE); Aubrey

Kunene (Vryburg JCE); Catherine

Muthivhithivhi (Rustenburg JCE) and

Machini Motloung (Bloemfontein JCE).

Seated from left: Stefani De Villiers

(Welkom JCE); Tshotlego Makamedi

(ROE) and Moima Phakedi

(Potchefstroom JCE).

EASTERN CAPE REGION

FREE STATE AND NORTH WEST REGION

GAUTENG REGION

From left: Michael Ramaphosa

(Soshanguve JCE); Nomawethu

Mtebele (Tembisa JCE); Stephen

Mofokeng (Krugersdorp JCE);

Flavia Isola (Pretoria JCE); Mmeli

Motsepe (Soweto JCE); Aysha

Ismail (Germiston JCE); Nokuphiwa

Nguqu (Benoni JCE); Thami

Manaba (Vereeniging JCE); Wilna

Lambley (ROE) and Ncikazi Moahloli

(Johannesburg JCE).

Absent: Alexandra JCE (position

vacant).



From left: Tsakani Maluleke-Sihlangu

(Tzaneen JCE); Ernest Mogashoa

(Middelburg JCE); Mathew Shongwe

(Ermelo JCE); Evans Mabitsela

(Witbank JCE); Mpho Kgabi (ROE);

Elton Makhadi (Makhado JCE); Thabo

Ledwaba (Polokwane JCE); Jacqueline

Maimela (Modimolle JCE); Thomas

Madzaga (Thohoyandou JCE) and

Sipho Ndhlovu (Nelspruit JCE).

Back row from left: Elroy Machelm

(Malmesbury JCE); Janus Roothman

(Vredendal JCE); Victor Mofokeng

(Upington JCE); Nelis du Plessis

(Caledon JCE) and Joseph Bosealetse

(Kimberley JCE).

Front row from left: Cobus Esterhuizen

(Cape Town JCE); Pumezo Qelile

(Regional HRM); Ronelle Arendse

(Bellville JCE); Cordelia Robertson

(ROE); Fawzia Bacus (Worcester

JCE); Mark Gafley (Athlone JCE); Lesley-Ann Boer (RLM); Pieter

Terblanche (George Acting JCE) and

Liezel du Toit (Colesburg JCE).

Absent: Shawn Flowers

(Stellenbosch JCE).


LIMPOPO AND MPUMALANGA REGION

WESTERN AND NORTHERN CAPE REGION

From left: Mandla Ntobela (Ladysmith

JCE); Bhekizenzo Mthethwa (Verulam

JCE); Vis Nair (Pinetown JCE);

Nomsa Nkosi (Umlazi JCE); Vela

Mdaka (ROE); Musawakhe Sithebe

(Vryheid JCE); Fathima Buckus

(Newcastle JCE); Raguvhu Madzhiye

(Pietermaritzburg JCE); Lungile

Magoso (Empangeni JCE) and Roger

Jasson (Port Shepstone JCE).


2. Contact Details

NATIONAL OFFICE CONTACT DETAILS

29 De Beer Street

Johannesburg, 2017, South Africa

Docex 117, Johannesburg

Tel:+27118772000Fax:+27118772222LegalAidAdviceLine:0800110110LegalAidSouthAfricaEthicsHotline:0800153728Website:www.legal-aid.co.za

Name Designation Email Address

Judge President Dunstan Mlambo Board Chairperson

Ms Vidhu Vedalankar ChiefExecutiveOficer [email protected]

Mr Jerry Makokoane ChiefOperationsOficer [email protected]

Adv. Brian Nair National Operations Executive [email protected]

Mr Patrick Hundermark Chief Legal Executive [email protected]

Mr Sethopo Mamotheti Internal Audit Executive [email protected]

Ms Rebecca Hlabatau ChiefFinancialOficer [email protected]

Mr Thembile Mtati Corporate Services Executive [email protected]

Ms Amanda Clark Human Resources Executive [email protected]

Mr Mpho Phasha Communications Executive [email protected]

MrJoeKhoza Acting Information Service Executive [email protected]




No Justice Centre Principal Postal Address Physical Address Telephone

Number

Fax Number

EASTERN CAPE

1 Aliwal North Ms Netarie Verwey PO Box 153

Aliwal North

Docex 4

67 Somerset Street

Aliwal North

9750

051 633 2530 051 634 2662

2 Butterworth Ms Tobeka Maqwati PO Box 553

Butterworth

4960

Docex1

ECDC Building

No 24 High Street

Butterworth

047 491 0006 086 530 4119

3 East London Ms Lynette Marais PO Box 7570

East London

5200

Docex 57

No 86 Oxford Street

5th Floor

Oxford House

East London

5200

043 704 4700 043 722 3503

4 Graaff-Reinet Mr Grant Rudlin PO Box 326

Graaf-Reinet

6280

Docex 3

64 Church Street

Graaf-Reinet

6280

049 807 2500 049 892 6033

5 Grahamstown Ms Helen McCallum PO Box 105

Grahamstown

6140

Docex 18

69 High Street

Grahamstown

6140

046 622 9350 046 622 8873

6 King Williams Town Ms Linda Magaxeni PO Box 2323

King Williams Town

5600

Docex 4

2nd Floor

Old Mutual Building

Cnr Cathcart &

Macclean Street

King Williams Town

043 604 6600 043 642 4885

7 Mthatha MrFuzileNgxukumeshe

PO Box 536

Mthatha

5099

Docex 13

96 Sutherland Street

PRD Building

Mthatha

5099

047 501 4600 047 531 4144

8 PortElizabeth Ms Lynette Franklin PO Box 27989

Greenacres

6057

Docex 127

1 Uitenhage Road

North End

PortElizabeth6001

041 408 2800 041 487 3335

9 Queenstown Ms Yolundi Ngxola-

Tshona

PO Box 1398

Queenstown

5320

Docex 28

No 2–4 Shepstone

Road

Jeantel Bld, Erf 5273

Queenstown

5319

045 807 3500 045 838 4620

10 Uitenhage Dr Henry Lerm PO Box 459

Uitenhage

6230

Docex 6

32–36 Baird Street

Uitenhage

6230

041 991 1811 041 991 1814

Eastern Cape Regional

OficeMr Hope Bambiso

ROE

PO Box 63799

Greenacres

PortElizabeth6056

Docex 131

5 Mangold Street

Newtown Park

PortElizabeth6001

041 363 8863 041 363 1216

Table 22: Justice Centres and Regional Ofices Contact Details



Number

Fax Number

FREE STATE PROVINCE

1 Bethlehem Mr Wouter de Villiers PO Box 1324

Bethlehem

9700

Docex 15

24 Cnr Commissioner

& Naude Street

Bethlehem

9700

058 303 6824 058 303 6823

2 Bloemfontein Mr Machini Motloung PO Box 9899

Bloemfontein

9300

Docex 46

1st Floor

SouthernPlazaBuilding

41 Charlotte Maxeke

Street

Bloemfontein

9301

051 447 9915 051 447 2106

3 Botshabelo Mr Cuma Siyo PO Box 6141

Botshabelo

9781

Docex 001

Botshabelo

Suite No 5

Varese Centre

Botshabelo

9781

051 534 4917 051 534 4930

4 Kroonstad Ms Nolitha Jali PO Box 2229

Kroonstad

9500

Docex 12

99 Murray Street

Kroonstad

9501

056 216 4800 056 212 4522

5 Phuthadithjaba Mr Lot

Madungandaba

PrivateBagX831Witsieshoek

9870

Cnr Motloung & Setai

Street

FDCOficeBlockEPhutaditjhaba

9866

058 713 5000 058 713 5002

6 Welkom Ms Stefani De Villiers PO Box 335

Welkom

9460

Docex 1

Archiquant Building

8 Heerent Street

Welkom

9460

057 357 2847 057 357 1948

NORTH WEST PROVINCE

7 Ga-Rankuwa Mr Nhlanhla

Shongwe

PO Box 23

Ga-Rankuwa North

0209

Docex 3

Akasia

Shop No 58A

Ga-Rankuwa City

Centre

Ga-Rankuwa

0208

012 700 1416 012 700 1908

8 Klerksdorp Ms Melinda de Kock P O Box 2793

Klerksdorp

2570

Docex 9

Corner Leask and

Bram Fischer

Klerksdorp

2570

018 464 3022 018 462 8607

9 Lichtenburg Ms Victoria M

Mophulane

PO Box 1208

Lichtenburg

2740

Docex 7

25 Bantjes Street

Lichtenburg

2740

018 632 7600 018 632 7609

10 Maikeng Mr Mothusi Khumalo PrivateBagX2125Maikeng2745

Docex 8

3794 IEC Building

ProteaOficeParkSekame Road

Maikeng

018 381 1096 018 381 5094

11 Potchefstroom Mr Moima Phakedi PO Box 1447

Potchefstroom

2520

44 Dr James Moroka

Street

Royal Building

2nd Floor

Potchefstroom

2531

018 293 0045 018 297 7425




Number

Fax Number

12 Rustenburg Ms Catherine

Muthivhithivhi

PO Box 2090

Rustenburg

0300

Docex 31

122 Beyers Naude

Drive

Albach Building

Rustenburg

0299

014 592 3186 014 565 6821

13 Vryburg Mr Aubrey Kunene PO Box 652

Vryburg

8601

Docex 7

71 Vry Street

Vryburg

8601

053 927 0095 053 927 0119

Free State & North

WestRegionalOficeMr Peter Makamedi

ROE

PO Box 1798

Brandwag

Bloemfontein

9300

Docex 125

Bloemfontein

163 Nelson Mandela

Drive

Phg Building

Bloemfontein

9301

051 412 8040 051 447 3754

GAUTENG PROVINCE

1 Alexandra Vacant PO Box 1192

Bramley

2018

Docex 5

GlenHazel

650 Louis Botha Ave

Bramley

Johannesburg

2018

011 786 3603 011 786 0862

2 Benoni Ms Nokuphiwa

Nguqu

PO Box 2972

Benoni

1500

Docex 12

23 Tom Jones Str

Bedford Court Building

Benoni

1501

011 845 4311 011 421 1082

3 Germiston Ms Aysha Ismail PO Box 4302

Germiston South

1401

Docex 23

9th Floor

Standard Bank Towers

247 President Street

Germiston

1401

011 842 7300 011 872 1527

4 Johannesburg MsNcikaziMoahloli PO Box 62378

Marshalltown

2107

Docex 259

70 Fox Street

Marshalltown

Johannesburg

2000

011 870 1480 011 838 6658

5 Krugersdorp Mr Stephen

Mofokeng

PO Box 660

Krugersdorp

1740

Docex 19

3rd Floor

ABSA Building

Cnr Kruger & Human

Street

Krugersdorp

011 660 2335 011 660 2050

6 Pretoria Ms Flavia Isola PO Box 1281

Pretoria

0001

Docex 350

2nd Floor

FNB Building

206 Church Street

Pretoria

012 401 9200 012 324 1950

7 Soshanguve Mr Michael M

Ramaphosa

PO Box 401

Soshanguve

152

Docex 5

Pretoria North

Medicos Centre

Stand no 2093

Block H

Soshanguve

0152

012 797 2721 012 797 2573

8 Soweto Mr Mmeli Motsepe PO Box 392

Pimville

1808

Docex 115

Ofice403&411AMaponya Mall

Chris Hani Road

Klipspruit

011 938 3547 011 983 8220




Number

Fax Number

9 Tembisa Ms Nomawethu

Mtebele

PO Box 1725

Tembisa

1620

Docex 30

Kempton Park

Shop 42

Tembisa MegaMart

Mall

Botswana Road

Tswelopelo Section

Tembisa

011 316 0197 011 316 0198

10 Vereeniging Mr Thami Manaba PO Box 3948

Vereeniging

1930

Docex 25

8 Jasmine Mansions

28 Senator Mrks Ave

Vereeniging

1938

016 421 3527 016 421 4287

Gauteng Regional

OficeAdv Wilna Lambley

ROE

PO Box 16237

Lyttelton

Docex 134

144 Cantonment Street

Selborne Centre

Lyttelton

Pretoria

0157

012 664 2921 012 664 6920

KWAZULU-NATAL

1 Durban Ms Nomsa Nkosi PO Box 4397

Durban

4000

Docex 214

Suite 401

4th Floor

Salibury House

332 Smith Street

Durban

4001

031 304 0100 031 304 3564

2 Empangeni Ms Lungile Magoso PO Box 38

Empangeni

3880

Docex 18

MazuliHouse7 Maxwell Street

Empangeni

3008

035 792 4949 035 792 4954

3 Ladysmith MrJeromeShezi(Acting JCE)

PO Box 1181

Ladysmith

3370

Docex 9

Ladysmith

371 Murchison Street

Cnr Murchison &

Eggerton (opposite

Anderson Motors)

PBS Building

Ladysmith

3370

036 638 2500 036 637 5036

4 Newcastle Ms Fathima Buckus PO Box 1850

Newcastle

2940

Docex 7

65 Scott Street

Newcastle

2940

034 328 7100 034 312 3426

5 Pietermaritzburg Mr Raguvhu J

MadzhiyeSuite 173

PostnetX9118Pietermaritzburg3200

Docex 64

183 Church Street

Pietermaritzburg3201

033 394 2190 033 342 2576

6 Pinetown Mr Vis Nair PO Box 1006

Pinetown

3600

Docex 162

1st Floor ABSA

Building

1 Church Road

Pinetown

3600

031 719 2700 031 701 5880

7 Port Shepstone Mr Roger Jasson PO Box 50148

Port Shepstone

4240

Docex 5

Port Shepstone

2nd Floor MB Centre

49 Aiken Street

Opposite ABSA Bank

Port Shepstone

4240

039 688 9600 039 682 5908

8 Umlazi Mr Mandla Ntobela PO Box 36265

Ntokozweni4089

Docex 1

V1332

Ithala Industrial Park

Cnr Mangosuthu

Highway & Road 1902

Umlazi4031

031 918 8100 031 906 1477




Number

Fax Number

9 Verulam MrBhekizenzoMthethwa

PO Box 183

Verulam

4340

Docex 380

Durban

Suite1AyeshaRazakCentre

1st Floor

AyeshaRazakCentre23 Groom Street

Verulam

4340

032 533 2654 032 533 2651

10 Vryheid Mr Musa Sithebe PO Box 852

Vryheid

3100

Docex 5

Vryheid

Ground Floor Suite

ABSA Building

199A Church Street

Vryheid

310

034 989 8300 034 989 8311

KwaZulu-Natal

RegionalOficeMr Vela Mdaka ROE PO Box 2489

Pinetown

3600

Docex 261

Durban

7th Floor Charter

House

Cnr Crompton & Union

Street

Pinetown

3600

031 717 8450 031 702 1960

LIMPOPO PROVINCE

1 Makhado Mr Elton Makhadi PO Box 4591

Louis Trichardt

0920

Docex 8

Louis Trichardt

Noor Gardens

Cnr Krogh & Devenish

Str

Louis Trichardt

0920

015 519 1100 015 519 1103

2 Modimolle Ms Jacqueline

Maimela

PO Box 4373

Modimolle

0510

Docex 8

Shop 8

Nyl Sake Sentrum

Nelson Mandela Drive

Modimolle

0510

014 717 4977 014 717 4980

3 Polokwane Mr Thabo Ledwaba PO Box 1314

Polokwane

0700

Docex 24

2nd Floor

Pioneer Building

52 Landros Marais

Street

Polokwane

0700

015 291 2429 015 295 4386

4 Thohoyandou Mr Thomas M

MadzagaPO Box 3550

Thohoyandou

0950

Docex 3

Shop 2

Metropolitan Complex

Thohoyandou

0950

015 962 6206 015 962 6383

5 Tzaneen Ms Tsakani Maluleke-

Sihlangu

PO Box 2365

Tzaneen850

Docex 16

2nd Floor

TzaneenCrossingMallCnr Lydenburg &

Skurving Str

Tzaneen

015 307 3129 015 307 3113

MPUMALANGA PROVINCE

6 Ermelo Mr Matthew L

Shongwe

PO Box 656

Ermelo

2350

Docex 9

Ermelo

14 Joubert Street

Ermelo

2350

017 819 7291 017 819 7270

7 Middelburg Mr Ernest Mogashoa PO Box 827

Middleburg

1050

Docex 3

Room 102D

1st Floor

Wonderpark Spar

Building

Cnr Walter Sisulu & Dr

Beyers Naude Street

Middleburg

1050

013 243 5964 013 282 1235




Number

Fax Number

8 Nelspruit Mr Sipho Ndhlovu PO Box 5103

Nelspruit

1200

Docex 31

Room 806

8th Floor

30 Brown Street

Nedbank Building

Nelspruit

1200

013 753 2154 013 755 1540

9 Witbank Mr Evans Mabitsela PO Box 4373

Emalahleni

1035

Docex 51

Room 701

7th Floor

Vusani Building

Arras Street

Emalahleni

1035

013 656 5290 013 656 5291

Limpopo &

Mpumalanga Regional

Ofice

Ms Mpho Kgabi ROE PO Box 11237

Bendor Park

0713

Docex 56

Polokwane

Corma Park Number 3

Rhodes Drift Avenue

Bendor

Polokwane

0700

015 296 0117 015 296 0102

WESTERN CAPE PROVINCE

1 Athlone MrMarkGafley PO Box 166

Athlone

7760

Docex 9

Athlone

2nd Floor

Klipfontein Road

MeloinCentre7764

Athlone

021 697 5252 021 697 5316

2 Bellville Ms Ronelle Arendse Docex 70

Bellville

68 Durban Road

Van Der Stel Bldg

Cnr Voortrekker &

Durban Street

Bellville

7535

021 949 3062 021 949 2534

3 Cape Town Mr Cobus

EsterhiuzenPO Box 516

Cape Town

8001

Docex 19

Cape Town

3rd Floor

South African Reserve

Bank Building

60 St Georges Mall

Cape Town

8001

021 426 4126 021 426 5766

4 George Ms Zukiswa Mavuso Docex 27

George

Tommy Joubert

Building

Cnr Craddock &

Courtenay Street

George

6530

044 802 8600 044 874 0779

5 Caledon Mr Nelis Du Plessis Docex 3

Caledon

22 Church Street

Caledon

7230

028 212 1815 028 212 1826

6 Malmesbury Mr Elroy Machelm Docex 6

Malmesbury

1st Floor, The Lionel

Frank Building

47 Voortrekker Road

Malmesbury

022 482 1784 022 482 4449

7 Stellenbosch Mr Shawn Flowers PO Box 534

Stellenbosch

7600

Docex 38

Ofice2012nd Floor

Eikestad Mall

Bird Street

Stellenbosch

7600

021 882 9221 021 882 9237

8 Vredendal Mr Janus Roothman Docex 3

Vredendal

9 Dorp Street

Vredendal

8160

027 201 1030 027 213 2627




Number

Fax Number

9 Worcester MsFawziaEssopBacus

Docex 1

Worcester

1st Floor

WC Building

Cnr High &

Stockenstrom Streets

Worcester

6850

023 348 4040 023 348 4051

NORTHERN CAPE PROVINCE

10 Colesburg MsLiezelDuToit Docex 4

Colesburg

8 Campbell Street

Colesburg

9795

051 753 2281 051 753 2284

11 Kimberley Mr Joseph

Bosealetse

PO Box 846

Kimberley

8300

Docex 4

Kimberley

4 Sydney Street

Pretmax Building

Kimberley

8301

053 832 2348 053 832 2356

12 Upington Mr Victor Mofokeng Postnet 100

PrivateBagX5879Upington

8800

Docex 12

Upington

11LutzStreetUpington

8800

054 337 9200 054 337 9210

Western & Northern

CapeRegionalOficeMs Cordelia

Robertson ROE

Docex 23

Stellenbosch

2nd Floor

Trumali Road

ShirazHouseBrandwachtOficeParkStellenbosch

7600

021 861 3000 021 886 8657




SATELLITE OFFICES

No Justice Centre No Satellite Ofice Postal Address Physical Address Telephone

Number

Fax Number

GAUTENG PROVINCE

1 Benoni 1 Nigel PO Box 2972

Benoni

1500

Docex 12

Kruger and Okes

23 Kingsway Street

Nigel

1491

011 814 5159 011 814 5259

2 Soweto 2 Westonaria N/A Shop3ElizabethCentre

President Steyn Street

Westonaria

011 753 2604 011 753 2629

3 Vereeniging 3 Heidelberg PO Box 3948

Vereeniging

1930

Docex 25

Portion 4

24 Uekerman Street

Eslin Building

Heidelberg 1441

016 341 4430 016 341 4430

4 Frankfort PO Box 3948

Vereeniging

1930

Docex 25

55 JJ Hadebe Street

Frankfort

058 813 1624 058 813 2171

LIMPOPO PROVINCE

4 Makhado 5 Musina PO Box 4591

Louis Trichardt

920

Stand No 2110

Nkhata Cresent Street

NanceieldExtension5

Musina

015 533 1691 015 599 1692

5 Modimolle 6 Lephalale PO Box 17

Lephalale

555

First Floor

2 Booysen Street

Stamax Building

First Floor

014 763 1433 014 763 1437

6 Polokwane 7 Mokopane PO Box 1314

Polokwane

0700

Docex 24

58 Rabe Street

Rayveen Complex

Mokopane 6515

015 491 4461 015 491 4759

8 Lebowakgomo PO Box 1314

Polokwane

0700

Docex 24

OGBH Building

Ground Floor

Lebowakgomo

015 633 7636 015 633 7704

9 Bochum PO Box 1314

Polokwane

0700

Docex 24

Shalas Complex

Block B2

Mainstreet

Senwabarwana

015 505

9031/2

015 505 9030

7 Tzaneen 10 Giyani PO Box 2365

Tzaneen850

Ground Floor

Old Mutual Building

Giyani Main Road

Giyani

015 812 3065 015 812 3697

11 Phalaborwa PO Box 2365

Tzaneen850

Shop No 4

32 Wildevey Street

Phalaborwa

015 781 0960 015 781 0976



SATELLITE OFFICES


Number

Fax Number

KWAZULU-NATAL PROVINCE

8 Empangeni 12 Ingwavuma PO Box 38

Empangeni

3880

CnrJoziniandKwaNgwanase Road

Ingwavuma

3968

035 591 0950 035 591 0907

13 Mkuze PO Box 38

Empangeni

3880

Shop 22F

MkuzePlazaOld Main Road

Mkuze3974

035 573 1655 035 576 1656

9 Ladysmith 14 Estcourt PO Box 1010

Estcourt

3310

Shop No 1

127 Albert Street

Estcourt

3310

036 352 1997 036 352 1998

10 Newcastle 15 Dundee PO Box 1850

Newcastle

2940

Unit 13

56 Smith Street

Dundee

3000

034 212 4351 034 212 4534

11 Pietermaritzburg 16 Greytown Suite 173


Shop No 1

40 Bell Street

Greytown

3250

033 417 2146 033 417 2146

17 Bulwer Suite 173


Shop 5

Stavcom Building

Main Road

Bulwer

039 832 0515/6 039 832 0518

12 Port Shepstone 18 Kokstad PO Box 50148

Port Shepstone

4240

29 Barker Street

Kokstad

4700

039 727 5081 039 727 5082

19 Ixopo PO Box 33

Ixopo

3276

Shop No 3

Ixopo Bottlestore Bld

Margaret Street

Ixopo

3276

039 834 2962 039 834 2967

13 Umlazi 20 Umzinto PO Box 186

Umzinto4200

OficeA11Hypersingh Centre

Cnr Court & Textile

Road

Umzinto

039 974 4591 039 974 4591

14 Verulam 21 Stanger PO Box 183

Verulam

4340

Suite 1 Stanger Mall

Stanger Mall

55 King Shaka Street

Stanger

4450

032 551 3740 032 551 3957

15 Vryheid 22 Ulundi PO Box 852

Vryheid

3100

FairbreezeOficeParkPrincess Magogo

Street

Ulundi

3838

035 870 0832 035 870 3108



SATELLITE OFFICES


Number

Fax Number

MPUMALANGA PROVINCE

16 Ermelo 23 Piet Retief PO Box 809

Piet Retief

2380

14 Kruger Street

Piet Retief

2380

017 826 4568 017 826 2725

24 Eerstehoek PO Box 112

Elukwatini

1192

Stand Number 88

NhlazatsheGElukwatini

1192

017 883 7931 017 883 0118

25 Standerton PO Box 1321

Ermelo

2430

OiiceNo7Time Square Building

48 Charl Cilliers Street

Standerton

017 712 5928 017 712 5963

17 Middelburg 26 Groblersdal PO Box 827

Middleburg

1050

Eldorado 7

Voortrekker Street

Groblersdal

470

013 262 4770 013 262 4768

27 Siyabuswa PO Box 827

Middleburg

1050

1664 A Maqhawe

Street

Siyabuswa

013 973 3963 N/A

18 Nelspruit 28 Lydenburg PO Box 1146

Lydenburg

1120

29 De Clerk Street

Kraaines Building

Lydenburg

1120

013 235 9940 013 235 1669

29 Bushbuckridge PO Box 2357

Bushbuckridge

1280

R40 Road

Protea Building

Bushbuckridge

1280

013 799 1832 013 799 1835

30 Tonga PO Box 1021

Kwalugedlane

1341

Stand 77

Tonga View

N/A

071 977 8579 013 780 3073

19 Witbank 31 Secunda PO Box 7630

Secunda

2302

Docex 8

2nd Floor

Old Mutual Building

Horwood Street

Secunda Complex

Secunda

017 634 8532 017 634 6571

32 Kwa-Mhlanga PO Box 4373

Witbank

1035

Erf 538/7

Kwa-Mhlanga

Bankview

013 947 3379 N/A

EASTERN CAPE PROVINCE

20 Aliwal North 33 Sterkspruit PO Box 153

Aliwal North

9750

Site 99

Main Street

Sterkspruit

051 611 0348 051 611 0349

21 Graaff-Reinet 34 Somerset East/

Oos

PO Box 448

Somerset East

5850

Visser Centre 12

Njoli Street

Somerset Oos

5850

042 243 0610 042 24 33 048

35 Cradock PO Box 584

Cradock

5880

Venus Building

Michau Street

Cradock

5880

048 881 4867 048 881 2275

22 Grahamstown 36 Fort Beaufort PO Box 487

Fort Beaufort

5720

No 38A

Durban Street

Fort Beaufort

046 645 2270 046 645 1318

23 King Williams

Town

37 Stutterheim PO Box 2323

King Williams Town

75 Hill Street

Stutterheim

4930

043-683 2973 043 683 1093



SATELLITE OFFICES


Number

Fax Number

24 Mthatha 38 Lusikisiki PO Box 536

Mthatha

OficeNo9&10Embassy Building

AMCA Road

Lusikisiki

039 253 1442 039 253 1442

39 Bizana PO Box 536

Mthatha

159 Main Street

Bizana039 251 0098 039 251 0098

40 Mount Frere PO Box 536

Mthatha

Erf 339 Hospital Road

Mt Frere

4870

039 255 1473 039 255 1473

25 PortElizabeth 41 Humansdorp PO Box 393

Humansdorp

6300

Tredalux Building

23 Main Street (at the

rear)

Humansdorp

6300

042 295 2794 042 295 2768

26 Queenstown 42 Elliot PO Box 1398

Queenstown

5320

18 Market Street

Elliot

5460

045 9311 984 045 9311 986

27 Uitenhage 43 Kirkwood PO Box 459

Uitenhage

6230

Docex 6

32B John Street

Kirkwood

042 230 0713 042 230 0679

WESTERN CAPE PROVINCE

28 Athlone 44 Mitchells Plain PO Box 166

Athlone

7760

Docex 9

Athlone

Mitchells Plain Court

Mitchells Plain

7785

021 370 4220 N/A

30 Caledon 45 Swellendam Docex 3

Caledon

67 Voortrekker Street

Swellendam

6470

028 514 3026 028 514 2674

31 George 46 Beaufort West Docex 27

George

102 Bird Street

Beaufort West

6970

023 415 1689 023 414 3162

47 Riversdale Docex 27

George

17 Heidelberg Road

Riversdale

6670

028 713 4620 028 713 4621

48 Oudtshoorn Docex 27

George

Allied Building

Room 302, 303 & 304

Kerk Street

Oudtshoorn

044 279 2255 044 279 2558

32 Malmesbury 49 Atlantis Docex 6

Malmesbury

Drosdy Centre

WesleurCircleAtlantis

7349

021 572 8522 022 482 4449

50 Vredenburg Docex 6

Malmesbury

1st Floor

Standard Bank Building

20 Main Road

Vredenburg

7380

022 713 1006 022 713 1007

33 Vredendal 51 Calvinia Docex 3

Vredendal

20 Hantam Street

Calvinia

027 341 2240 027 341 2264

52 Springbok Docex 3

Vredendal

Portion of Old Royal

Food

Cnr of Riebeck &

Loop Street

Springbok

8240

027 718 2449 027 718 2453



SATELLITE OFFICES


Number

Fax Number

NORTHERN CAPE PROVINCE

34 Colesburg 53 De Aar 47 Church Street

De Aar

7000

Docex 4

Colesburg

47 Church Street

De Aar

7000

053 631 1950 053 631 1321

54 Victoria West 14 Church Street

Victoria West

7070

Docex 4

Colesburg

14 Church Street

Victoria West

7070

053 621 0039 053 621 0037

35 Kimberley 55 Hartswater PO Box 846

Kimberley

8300

Docex 4

Kimberley

5 DF Malan

Cosmic Gold Centre,

OficeNo.5Hartswater

8570

053 474 0341 053 474 0312

36 Upington 56 Kuruman X5879Upington

8800

Docex 12

Upington

3 Federale Mynbou

Street

Kuruman

8460

053 712 3782 053 712 3783

57 Prieska PO Box 422

Prieska

8940

Docex 12

Upington

29 Loots Boulevard

Prieska

8940

053 353 1184 N/A

58 Postmasburg 22 Boe Street

Postmasburg

8420

Docex 12

Upington

22 Boe Street

Postmasburg

8420

053 313 3642 053 313 3642

NORTH WEST PROVINCE

37 Klerksdorp 59 Wolmaranstad 12 Kruger Street

Kruger Mall

Wolmaranstad

2630

12 Kruger Street

Kruger Mall

Wolmaranstad

2630

018 596 2775 018 596 1004

38 Lichtenburg 60 Delareyville PO Box 918

Delareyville

2770

Shop No.3 Corner

Visser Street

Delareyville

2770

053-948 1092 053 948 1182

39 Potchefstroom 61 Carletonville PO Box 1447

Potchefstroom

2520

49 A van Zyl &

Smit Street

Oberholzer2502

018 787 2346 018 787 2346

FREE STATE PROVINCE

40 Botshabelo 62 Ladybrand PO Box 6141

Botshabelo

9781

23 Piet Retief Street

Ofice2Terblanche9745

051 924 0350 051 924 0360

41 Bethlehem 63 Ficksburg N/A 15 Erwee Street

Ficksburg

9730

051 933 3061 051 933 4086

42 Phuthaditjhaba 64 Vrede PO Box 716

Vrede

9835

55 Cnr Kerk and Ras

Vrede

9835

058 913 3521 058 913 3579



3. Map


NOTES

D LEGAL AID SOUTH AFRICA ANNUAL REPORT 2014–2015

Legal Aid House

29 De Beer Street, Braamfontein

Johannesburg, 2017, South Africa

Private Bag X76

Braamfontein, 2017

Telephone

+27 11 877 2000

Ethics Hotline

0800 153 728

Legal Aid Advice Line

0800 110 110

Email

[email protected]

Website

www.legal-aid.co.za

RP140/2015

ISBN: 978-0-621-43562-7

Documents

ANNUAL REPORT 2014 2015 · LEGAL AID SOUTH AFRICA ANNUAL REPORT 2014–2015 1 PART D: SUSTAINABILITY REPORT Sustainability Report (including Stakeholder Report) 74 PART E: HUMAN RESOURCE