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Briefing of
Portfolio Committee of Justice
Strategic Plan 2015-2020
Annual Performance Plan 2015-16
Budget 2015-16
5 May 2015
1
Content
Strategic Plan 2015-2020
2
I. Introduction
II. Methodology
III. Process
IV. Environmental Analysis
(Context)
V. Strategic Risks
VI. Vision, Mission and Values
VII.Outcomes and Objectives
VIII.Strategic Shift
IX. Strategies
X. Programmes
I. Introduction to APP
II. Strategies Programmes &
Targets
Annual Performance Plan
2015-16
Budget 2015-16I. Introduction to Budget 2015-16
II. Government Grant Allocations
III. Summarised MTEF 2015-2018
IV. Analysis of Budget 2015-16
V. Balanced Scorecard Budget 2015
VI. Assumptions informing the Budget
VII. Explanation of variances
VIII. Expenditure Trends over MTEF
period 2015-18
IX. Staff Trends over MTEF period
2015-18
X. Programmes requiring
additional capacity
IntroductionI. Legal Aid SA Snapshot
March 2015
INTRODUCTION
LEGAL AID SA
SNAPSHOT 2014/15
3
Snapshot of Performance 2014/15
Annual Performance Report 2013/14 4
Performance
Indicator
2012/13 2013/14 2014/15
LEGAL AID DELIVERY
i. New legal aid
matters438,844 447,301 448,333
ii. New legal aid
advice matters297,835 328,979 321,241
iii. New Impact matters 18 21 18
iv Total Legal Matters 736,697 776,301 769,592
v. Children assisted 26,105 16,858 16,530
vi. % civil matters 13% 13% 12%
vii. National Delivery
Footprint
64 Justice Centres
64 Satellite Offices
13 High Court Unit
13 Civil Units
64 JCs
64 SOs
13 HCUs
13 Civil Units
64 JCs
64 SOs
13 HCUs
13 Civil Units
Note: 2014/15 figures
are unaudited
Annual Performance Report 2013/14 5
Performance
Indicator
2012/13 2013/14 2014/15
FINANCIAL MANAGEMENT
viii Budget R1,4 billion R1,5 billion R1,6 billion
ix % expenditure 98.7% 99.2% 98.7%
x Auditor-General’s
Report
Unqualified audit
(12th year)
No matters of
emphasis (8th Y)
Unqualified audit
(13th year)
No matters of
emphasis (9th Y)
Not yet
finalised
PEOPLE DEVELOPMENT
xi Staff Budgeted 2694 2707 2797
Staff Recruited 2576 2586 2619
xii % legal staff (incl paralegals)
79% 79% 79%
xiii Recruitment levels 95.6% 96% 94%
xiv Best Employer
accreditation
4th year 5th year 6th year
Snapshot of Performance 2014/15Note: 2014/15 figures
are unaudited
STRATEGIC PLAN 2015-2020
6
I. Introduction
7
Strat
egic P
lan
2015
-2020
I. Introduction
8
I. Third year of implementation of current Strategic Plan 2012 –
2017.
II. New Strategic Plan 2015 – 2020 developed to align with term
of office of government. Commences 1 April 2015.
III. Strategic Plan and Annual Performance Plan prepared in
compliance with the National Treasury Regulations on
Planning and Reporting.
IV.SP 2015-2020 approved by Board in November 2014 and
submitted to the Executive Authority on 29 January 2015.
V. APP 2015-16 Approved by Board in February 2015 and
submitted to the EA on 3 March 2015
Briefing: Strategic Plan 2015; APP2015; Budget 2015
II. Methodology
9
Strat
egic P
lan
2015
-2020
Legal Aid SA Context / Environment
Balanced
Scorecar
d
BS
Client,
Community
Stakeholder
&
Shareholder
CCSS
ExternalFinance &
Sustainabi
lity
F&S
Business
Processes
BP
InternalEmployee &
Organisation
al Capacity
E&O-C
SWOT
ANALYSIS
Opportunities
Threats
Strength
Weaknesses
STRATEGIC RISKSBS CCSS F&S BP E&O-C
VISION & MISSION & VALUES
OUTCOMES & OBJECTIVES
STRATEGIC SHIFTS
STRATEGIES
PROGRAMMES
BS CCSS F&S BP E&O-C
BS CCSS F&S BP E&O-C
BS CCSS F&S BP E&O-C
BS CCSS F&S BP E&O-C
Strategic Plan Methodology
10Briefing: Strategic Plan 2015; APP2015; Budget 2015
III. Process
11
Strat
egic P
lan
2015
-2020
III. Process
Strategic Plan 2015-2020 Process
12
I. Concept document for the preparation of the Strategic Plan 2015-2020
prepared for approval by the Board
II. Strategic Plan Draft 1 prepared for discussion at the Board Strategic Plan
Workshop held in July 2014 and approved by the Board for consultation
with stakeholders
III. Strategic Plan Draft 2 as approved by the Board used for consultation
with Management Committees, Staff as well as external provincial and
national Stakeholders
IV. The Strategic Plan Draft 3, incorporating stakeholder comments, was
submitted to the Board meeting of the 29th November 2014 for approval
V. The Strategic Plan Final Draft incorporating stakeholder and Board
comments was submitted to the Executive Authority in January 2015 for
approval
Briefing: Strategic Plan 2015; APP2015; Budget 2015
IV. Environmental Analysis
13
Strat
egic P
lan
2015
-2020
IV. Environmental AnalysisContext
14
I. Service delivery footprint must respond to population demographics, in-
migration patterns and urban/rural divide; legal aid services must be accessible
II. Unemployment and poverty linked to economic growth which is slow
III. Impact of recession on government revenue and expenditure
IV. NDP being implemented to address unemployment, poverty and inequality
V. NDP focus on “Building Safer communities” includes priority of “Strengthening
the CJS” through the JCPS Seven Point Implementation Plan
VI. Legal Aid Act (Act No, 39 of 2014) to enhance the functioning and governance
of organisation
VII. Role in assisting other countries to develop legal aid systems to align to the UN
Principles and Guidelines on Legal Aid in Criminal Matters
VIII.Collaboration and partnership with stakeholders to raise awareness of
constitutional rights and legal aid services to enable poor and vulnerable to
access justice
IX. Use proactive marketing and advertising to targeted at clients/potential clients
to grow the brand
Briefing: Strategic Plan 2015; APP2015; Budget 2015
IV. Environmental Analysis
Context continued
15
X. Criminal and civil legal aid services provided through national footprint of 64 JCs
and 64 SOs and a cost-effective mixed model delivery method
XI. Effective quality intervention and monitoring measures in place
XII. Legal services somewhat hampered by capacity constraints
XIII.Legal advice provided through paralegals at JCs and SOs and Legal Aid Advice
Line
XIV.Stable staff component with high recruitment rates
XV.Performance Management System in line with best practice of employee rewards
and a good EVP
XVI.Organisational Culture, Employee Wellness and Leadership Development
Programmes in place
Briefing: Strategic Plan 2015; APP2015; Budget 2015
V. Strategic Risks
16
Strat
egic P
lan
2015
-2020
V. Strategic RisksStrategic risks to be mitigated to achieve the Vision
17
Client Community
I. Challenges to the Rule of Law
II. Lack of capacity to deliver on the demand for legal services
III. Poor quality of the Legal Services provided by Justice Centres, Judicare
Practitioners, Co-operation Partners, Agency Agreements
Legal and Justice
IV. Lack of confidence in the justice system due to ineffective and inefficient
processes (ability to resolve cases timeously, fairly and efficiently)
Finance and Governance
V. Budgetary constraints impacting on Legal Aid SA’s ability to deliver on its
mandate
VI. Ineffective governance structures and processes
VII. Unethical, corrupt or fraudulent practices or acts
Internal Business Process
VIII. Poor transition to new regulatory framework of Legal Aid South Africa Act
(2014)
Employee and Organisational Capacity/Innovation and Learning
IX. Inadequate IT infrastructure to support the business needs
X. Lack of engagement with the organisational values and culture by employees
Briefing: Strategic Plan 2015; APP2015; Budget 2015
VI. Vision, Mission, Values
18
Strat
egic P
lan
2015
-2020
VI. Vision, Mission, Values
Vision and Mission
19
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.
Briefing: Strategic Plan 2015; APP2015; Budget 2015
VI. Vision, Mission, ValuesValues
20
I. Passion for Justice/Protection of Human Rights
To give effect to the rights, responsibilities and values enshrined in our Constitution and to
be committed to promoting the rule of law and increasing access to justice for all.
II. Ubuntu
To value diversity and treat every person with compassion, care, respect and dignity.
III. Integrity
To live by the highest ethical and professional standards, demonstrating transparency,
honesty and fairness in all our interactions.
IV. Accountability
To be accountable to our clients, the public and stakeholders by ensuring compliance with
our mandate within the framework of good governance and effective and efficient
utilisation of public funds.
V. Service Excellence
To provide quality legal services and strive for excellence and innovation.
VI. People Centred
To empower our clients and communities to make informed choices about their legal
matters.
To create a caring, enabling, safe, productive and rewarding work environment that
recognises contributions from individuals and teams.Briefing: Strategic Plan 2015; APP2015; Budget 2015
VII. Outcomes and Objectives
21
Strat
egic P
lan
2015
-2020
VII. Outcomes and ObjectivesOutcome 1: Quality justice for all, focusing on the poor and vulnerable, thus
CONTRIBUTING TO BUILDING SAFER COMMUNITIES
22
Client & Community Finance & Sustainability
O1: Empowered clients and communities
making informed choices about their legal
rights and responsibilities.
O2: All poor and vulnerable persons able to
access quality legal services to protect and
defend their rights.
O5: An organisation embedding
sustainable practice in every segment of
the organisation, to positively impact on
society, the economy and the
environment.
Stakeholder
O3: An accessible, fair, efficient,
independent and effective justice system
serving all in South Africa, contributing to
building safer communities
O6: Embedding good governance, high
ethical standards and integrity, high
performance and accountability.
Shareholder
O4: Delivering on our constitutional and
statutory mandate in an independent,
accountable and sustainable manner.
Briefing: Strategic Plan 2015; APP2015; Budget 2015
VII. Outcomes and ObjectivesOutcome 2: Respected, accessible, high performing and sustainable public
entity impacting positively on society, the economy and the environment
23
Internal Business Processes Employee & Organisational Capacity
O7: Revised Legal Aid Act and its
subsidiary legislation enacted and
implemented.
O9: An appropriately resourced national
footprint reaching the poor and
vulnerable persons requiring legal
assistance.
O8: An effective, efficient, economic
and environmentally responsive supply
chain management system supporting
client services delivery and internal
business processes.
O10: Competent, dedicated, motivated
and empowered employees, capacitated
to deliver the constitutional mandate and
organisational strategies.
O11: A modern and appropriate,
integrated, secure and cost-effective IT
Platform supporting the provision of
client services and linkages and
enabling internal business needs.
Briefing: Strategic Plan 2015; APP2015; Budget 2015
VIII. Strategic Shift
24
Strat
egic P
lan
2015
-2020
VIII. Strategic Shift The overall strategic shift to be achieved in the 2015-2020 period: Increasing
organisational MATURITY and 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 the
OUTCOME of QUALITY JUSTICE FOR ALL.
25
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. Client Value Proposition encapsulating client focus and value add to clients.
IV. Use of new technology and social media improving communication and
engagement with clients and potential clients as well as stakeholders.
V. Quality rights based legal aid services delivering desired outcomes including a
fearless and independent legal defence of clients.
VI. Quality management responsive to client and stakeholder feedback on quality.
VII. Contributing to BUILDING SAFER COMMUNITIES by implementing the adopted
protocols from the Criminal Justice Review and the Civil Justice Review.
VIII.Proactively making the justice system function more effectively and efficiently.
Briefing: Strategic Plan 2015; APP2015; Budget 2015
VIII. Strategic Shift continued
26
IX. Brand awareness and image improved so that Legal Aid SA is identified as being
part of the safety net for poor and vulnerable persons with regard to their social
justice matters.
X. Quality of services and client relationship management focused on to improve
brand experience and brand loyalty.
XI. Holistic Sustainability Strategy (including Financial and Non-Financial) developed
and implemented.
XII. Best practices and Codes on Governance implemented.
XIII.Effective strategic leadership which would include a capacitated transitional Board.
XIV.Legal Aid Act (2014) implemented, including Legal Aid Regulations and Legal Aid
Handbook.
XV.Unqualified audits maintained.
XVI.Competitive Employee Value Proposition (EVP) implemented.
XVII.Adequate IT infrastructure to meet business need.
XVIII.Management information further refined to provide alerts to emerging risks.
XIX.A values-based high performance culture strengthened.
XX.Leadership enabling sustainable performance and creating a humanistic work
environment.
Briefing: Strategic Plan 2015; APP2015; Budget 2015
IX. Strategies
27
Strat
egic P
lan
2015
-2020
Briefing: Strategic Plan 2015; APP2015; Budget 2015
IX. Strategies
28
Client & Community Finance & Sustainability
S1: Delivering quality, client-focused legal aid in
criminal matters, particularly for the poor and
vulnerable groups
S7: Increasing financial sustainability
S2: Delivering quality client-focused legal aid,
including to poor and vulnerable groups, in civil
matters with a priority focus on constitutional rights
S8: Maintaining and enhancing good
governance
S3: Delivering quality client-focused legal advice
services
S4: Delivering client-focused Impact legal aid
services, delivering access to justice for poor and
vulnerable groups particularly in social justice matters
S5: Contributing to the effective functioning of the
justice and legal sector to assist in building safer
communities
S6: Accounting to the Department of Justice &
Correctional Services, and Parliament on delivery of
mandate, governance and sustainability
Briefing: Strategic Plan 2015; APP2015; Budget 2015
IX. Strategies continued
29
Business Processes Employee & Organisational Capacity
S9: Maintaining a regulatory framework
incorporating best practices aligned to
constitutional values
S11: Expanding and capacitating the national
footprint to increase points of access to legal aid
services, especially in rural and remote areas
(including the use of technology as well as other
low cost service alternatives)
S10: Sustain strong financial
management, supply chain and asset
management practices
S12: Developing and expanding the quality and
expertise for each segment of the national
footprint
S13: Building and maintaining an integrated
and service-oriented cutting-edge Information
Technology system
X. Programmes
30
Strat
egic P
lan
2015
-2020
X. Programmes
31
Client & Community
O1: Empowered clients and communities making informed choices about their legal rights and responsibilities
S1: Delivering quality, client-focused legal aid in criminal matters, particularly for the poor and vulnerable
groups
Programme 1: To deliver quality criminal legal aid services that are client-focused
O2: All poor and vulnerable persons able to access quality legal services to protect and defend their rights
S2: Delivering quality client-focused legal aid, including to poor and vulnerable groups, in civil matters with a
priority focus on constitutional rights
Programme 2: Deliver quality civil legal aid services that are client-focused, with a priority for
constitutional rights
S3: Delivering quality client-focused legal advice services
Programme 3: To deliver (increase access) quality legal advice services that are client-focused
S4: Delivering client-focused Impact legal aid services, delivering access to justice for poor and vulnerable
groups particularly in social justice matters
Programme 4: To give content to the constitution through impact litigation – which is able to
address Constitutional rights and socio-economic rights and develop jurisprudence on social
justice matters
Briefing: Strategic Plan 2015; APP2015; Budget 2015
X. Programmes
32
Client & Community
O3: An accessible, fair, efficient, independent and effective justice system serving all in South Africa,
contributing to building safer communities
S5: Contributing to the effective functioning of the justice and legal sector to assist in building safer
communities
Programme 5: To participate in, contribute to and influence structures aimed at improving the
functioning of courts and justice system
O4: Delivering on our constitutional and statutory mandate in an independent, accountable and sustainable
manner
S6: Accounting to the Department of Justice and Correctional Services, and Parliament on delivery of
mandate, governance and sustainability
Programme 6: To account and provide assurance to the Department of Justice and Correctional
Services and Parliament on performance and governance
Briefing: Strategic Plan 2015; APP2015; Budget 2015
X. Programmes
33
Finance & Sustainability
O5: An organisation embedding sustainable practice in every segment of the organisation, to positively impact
on society, the economy and the environment
S7: Increasing financial sustainability
Programme 7: To improve financial planning (budgeting)
Programme 8: Ensure strong and best practice financial reporting to ensure unqualified audit
and optimum financial maturity
O6: Embedding good governance, high ethical standards and integrity, high performance and accountability
S8: Maintaining and enhancing good governance
Programme 9: To ensure best governance practices (PFMA compliance, King III guidelines and
other relevant statutory requirements)
Programme 10: Independent monitoring and oversight unit providing combined assurance
Programme 11: An effective and strategic Board providing leadership and oversight of delivery
on performance
Briefing: Strategic Plan 2015; APP2015; Budget 2015
X. Programmes
34
Internal Business Processes
O7: Revised Legal Aid Act and its subsidiary legislation enacted and implemented
S9: Maintaining a regulatory framework incorporating best practices aligned to constitutional values
Programme 12: Ensure the promulgation and implementation of the rewritten Legal Aid Act and
the gazetting/implementation of the policy regulations and procedures handbook
O8: An effective, efficient, economic and environmentally responsive supply chain management system
supporting client services delivery and internal business processes
S10: Sustain strong financial management, supply chain and asset management practices
Programme 13: To maintain a strong supply chain management framework and practices
Briefing: Strategic Plan 2015; APP2015; Budget 2015
X. Programmes
35
Employee & Organisational Capacity & Innovation & Learning
O9: An appropriately resourced national footprint reaching the poor and vulnerable persons requiring legal
assistance
S11: Expanding and capacitating the national footprint to increase points of access to legal aid services,
especially in rural and remote areas (including the use of technology as well as other low cost service
alternatives)
Programme 14: Appropriately staff all service delivery points
O10: Competent, dedicated, motivated and empowered employees capacitated to deliver the constitutional
mandate and organisational strategies.
S12: Developing and expanding the quality and expertise for each segment of the national footprint
Programme 15: To strengthen and improve organisational competences and expertise required
for delivery of quality outcomes
O11: A modern and appropriate, integrated, secure and cost-effective IT Platform supporting the provision of
client services and linkages and enabling internal business needs.
S13: Building and maintaining an integrated and service-oriented cutting-edge Information Technology system
Programme 16: Maintain a modern IT platform (including hardware, software, middleware and
IT network infrastructure)
Briefing: Strategic Plan 2015; APP2015; Budget 2015
ANNUAL PERFORMANCE
PLAN 2015-2020
36
I. Introduction
37
Ann
ual P
erfo
rman
ce P
lan
2015
-2016
I. Introduction
38
The Annual Performance Plan 2015/16 will commence with
the implementation of the 1st year of the Strategic Plan 2015-
2020;
The Programmes to action the Strategies are outlined. Key
projects are outlined in this document with details given in the
APP document.
Also detailed are the targets relative to the base year of
performance 2014
The Budget for individual strategies are given to indicate how
budget is apportioned
Briefing: Strategic Plan 2015; APP2015; Budget 2015
Strategies
Programmes & Targets
39
Ann
ual P
erfo
rman
ce P
lan
2015
-2016
Strategy I Delivering quality client-focused legal aid, in criminal matters,
particularly to the poor and
Programme P1 To deliver quality criminal legal services that are client focused
Project P1-1 Access to Criminal Legal Aid services
Outputs Legal Aid provided to qualifying accused persons
Base Year
performance
2014
Total Criminal Matters: 390,000 (estimated)
DC Coverage:87%; RC Coverage:97%;
HC Coverage: All Legal Aid Matters
Target Y1
2015/16
DC coverage: ≥ 83%; RC coverage: ≥ 93%;
HC Coverage: All Legal Aid Matters
Target Y2
2016/17
DC coverage: ≥ 83%; RC coverage: ≥ 93%;
HC Coverage: All Legal Aid Matters
Budget for
strategy936,088,886
Comment Practitioner per court model for DC and RC
40
Annual Performance Plan 2015-16
Briefing: Strategic Plan 2015; APP2015; Budget 2015
Strategy II Delivering quality client-focused legal aid, including to poor and
vulnerable groups, in civil matters with a priority focus on
constitutional rights
Programme P2Deliver quality civil legal aid services that are client-focused, with a priority
for constitutional rights.
Project P2-1 Access to Civil Legal Aid Litigation Services
Outputs Civil clients assisted within available capacity
Base Year 2014
performance
Total Civil Matters: 54,000 (estimated)
JC = 47,760; Judicare = 2,240; Co-op = 4,000 (estimated)
Target Y1
2015/16
JC ≥ 90% of civil practitioner target calculated at 95% recruitment;
Judicare: ≥4% of JC civil matters
Co-op: Based on budget allocation
Target Y2
2016/17
JC ≥ 90% of civil practitioner target calculated at 95% recruitment;
Judicare: ≥4% of JC civil matters
Co-op: Based on budget allocation
Budget 225,659,846
Comment
Civil Legal Aid capacity is fully utilized in meeting current demand for
services. Civil matters will not increase significantly due to limited
additional funding.
41
Annual Performance Plan 2015-16
Briefing: Strategic Plan 2015; APP2015; Budget 2015
Strategy III Delivering quality client-focused primary legal advice
services
Programme P3To deliver (increase access) quality legal advice services that are
client-focused
Project P3-1 Legal Advice Services
Outputs Increase general advice service provided at all offices
Base Year 2014
performance
Total JC, SO & ATD Legal Advice Matters: 260,400 (estimated);
Legal Aid Advice Line: 43,500 (estimated)
Target Y1
2015/16
General advice service available at all Legal Aid SA offices.
Growth in legal advice matters: 5% (subject to demand and
capacity)
Target Y2
2016/17
General advice service available at all Legal Aid SA offices.
Growth in legal advice matters: 5% (subject to demand and
capacity)
Budget 45,265,519
Comment
Clients are provided with first level advice at 128 offices which
assists them to address legal problems that do not require
litigation. 42
Annual Performance Plan 2015-16
Briefing: Strategic Plan 2015; APP2015; Budget 2015
Strategy IV Delivering client-focused Impact legal aid services, delivering
access to justice for poor and vulnerable groups particularly in
social justice matters
Programme P4
To give content to the constitution through impact litigation – which is able
to address Constitutional rights and socio-economic rights and develop
jurisprudence on social justice matters
Project P4-1 Impact Litigation addressing social justice
Outputs Legal Representation provided in impact matters
Base Year
performance
2014
Impact Matters Approved: 20
Impact Matters Handled: 54 (estimated)
Success rate (estimated) 90%
Target Y1
2015/16Impact matters as approved by the CCMC within budget≥90% Success
Target Y2
2016/17
Impact matters as approved by the CCMC within available budget≥90%
Success
Budget 9,460,434
CommentThe Impact Litigation programme gives content to the rights contained in
the constitution by means of class action and precedent setting litigation.
43
Annual Performance Plan 2015-16
Briefing: Strategic Plan 2015; APP2015; Budget 2015
Strategy V Contributing to the effective functioning of the justice and
legal sector to assist in building safer communities;
Programme P5To participate in, contribute to and influence structures aimed at
improving the functioning of courts and justice system.
Project P5-1 Participate in National and Provincial, efficiency enhancement structures
Outputs Participation in National and Provincial efficiency enhancement structures
Base Year 2014
performance
Represented at:
1 NEEC; 1 Dev Comm; 9 PEECs;
Target Y1
2015/16
Participation in efficiency enhancement structures, including NEEC, PEECs, Dev Comm
and local Case Flow Meetings, as per meeting schedules
Target Y2
2016/17
Participation in efficiency enhancement structures, including NEEC, PEECs, Dev Comm
and local Case Flow Meetings, as per meeting schedules
Budget 3,501,829
Comment
Legal Aid SA ensures the deployment of appropriate levels of management
to attend all local, provincial and national efficiency enhancement
structures and to participate and contribute effectively to improve the
functioning of the Justice System.
44
Annual Performance Plan 2015-16
Briefing: Strategic Plan 2015; APP2015; Budget 2015
Strategy VI Accounting to the Department of Justice & Correctional Services,
and Parliament on delivery of mandate, governance and
sustainability.
Programme P6To account and provide assurance to the Department of Justice and
Correctional services and Parliament on performance and governance
Project P6-1To account and provide assurance to the Department of Justice and
Correctional services and Parliament on performance and governance
Outputs 4 quarterly performance reports and 1 Annual Report
Base Year
performance
2014
4 quarterly performance reports at end March 2015
1 Annual Report (2013/14) audited and submitted to Executive Authority
and Parliament
Target Y1
2015/16
Accurate reports submitted timeously to the Executive Authority
4 quarterly performance reports 1 Annual Report
Target Y2
2016/17
Accurate reports submitted timeously to the Executive Authority
4 quarterly performance reports 1 Annual Report
Budget for
strategy
R302,290
CommentPerformance reporting against the Strategic Plan 2015-2020 and APP
2015-16
45
Annual Performance Plan 2015-16
Briefing: Strategic Plan 2015; APP2015; Budget 2015
Strategy VII Increasing financial sustainability
Programme
P7
P8
To improve financial planning (budgeting)
Ensure strong and best practice financial reporting to ensure unqualified
audit and optimum financial maturity
Project P7-1
P8-1
Financial planning
Financial reporting
Outputs Approved balanced MTEF and Budget
Base Year
performance
2014
P7-1
P8-1
Financial planning aligned to MTEF 2014/15 - 2017/18
2014/15 financial reporting compliant with relevant standards and
regulations
Target Y1
2015/16
Balanced budget (as per government grant allocation)
Financial reporting within a financial year compliant with relevant
standards and regulations resulting in optimum financial maturity
Target Y2
2016/17
Balanced budget (as per government grant allocation)
Financial reporting within a financial year compliant with relevant
standards and regulations resulting in optimum financial maturity
Budget R10,599,355
CommentTo ensure balanced budget and MTEF is submitted timeously to NT and
DoJ
46
Annual Performance Plan 2015-16
Briefing: Strategic Plan 2015; APP2015; Budget 2015
Briefing: Strategic Plan 2015; APP2015; Budget 2015
Strategy VIII Maintaining and enhancing good governance
Programme
P9
P10
P11
To ensure best governance practices (PFMA compliance, King III guidelines & other relevant
statutory requirements)
Independent monitoring and oversight unit providing combined assurance
An effective and strategic Board providing leadership and oversight of delivery on performance
Project P9-1
P10-1
P11-1
Compliance with statutory requirements
Risk based Audit Coverage Plan
An effective functional Board
OutputsP9-1
P10-1
P11-1
Compliance with statutory requirements
≥95% of Audit Coverage Plan delivered
Board properly constituted and functioning effectively
Base Year
performance
2014
P9-1
P10-1
P11-1
100% compliance with statutory requirement including Legal Aid Act and PFMA
≥95% of Audit Coverage Plan delivered
Board properly constituted and functioning effectively
Target Y1
2015/16
P9-1
P10-1
P11-1
100% Compliance with statutory requirements
≥95% of Audit Coverage Plan delivered
Transitional Board properly constituted and functioning effectively in Terms of Legal Aid Act 39 of
2014
Target Y2
2016/17
P9-1
P10-1
P11-1
100% compliance with statutory requirement including Legal Aid Act and PFMA
≥95% of Audit Coverage Plan delivered
A new Board properly constituted and functioning effectively in Terms of Legal Aid Act 39 of 2014
Budget R15,030,175
CommentAn effective internal control system; Internal audit fully capacitated and Quality Assurance
Improvement Programme(QAIP) fully implemented47
Annual Performance Plan 2015-16
Briefing: Strategic Plan 2015; APP2015; Budget 2015
Briefing: Strategic Plan 2015; APP2015; Budget 2015
Strategy IX Maintaining a regulatory framework incorporating best
practices aligned to constitutional values
Programme P12
Ensure the promulgation and implementation of the rewritten Legal Aid Act
and the gazetting/implementation of the policy regulations and procedures
handbook
Project P12-1 Legal Aid Act (2014)
Outputs
Take necessary steps to ensure that the new Legal Aid Act (2014) is
promulgated and operationalised
Also ensure updating of Act where required
Base Year 2014
performance
Legal Aid Act (1969)
Legal Aid SA Act (Act 39 of 2014) gazetted Dec2014. Effective 1 March 2015.
Legal Aid Guide 2014
Target Y1
2015/16
Legal Aid SA Act (2014) effective and transitional provisions operationalised.
Draft Legal Aid Regulations containing policy on legal aid, prepared in conjunction with
DOJ for consideration by Board
Target Y2
2016/17
Legal Aid SA Act (2014) operationalised (final provisions - post transition). Draft Legal
Aid Regulations (policy) and Draft Legal Aid Manual (procedures) approved by Board;
Submitted to Minister for approval and tabling in parliament for approval.
Budget 816,697
CommentThe Legal Aid SA Act 39 of 2014 comes into operation on 1 March 2015 with a
transitional board for 1 year. The Legal Aid Regulations and Manual will come into effect
within 24 months of the Act coming into effect. 48
Annual Performance Plan 2015-16
Briefing: Strategic Plan 2015; APP2015; Budget 2015
Strategy X Sustain strong financial management, supply chain and
asset management practices
Programme P13 To maintain a strong supply chain management framework and practices
Project P13-1 Supply chain management
OutputsQuarterly reports on acquisition of goods/ services in excess of R0.5 mil
indicating compliance with PPPFA, PFMA and relevant NT regulations
Base Year 2014
performance100% compliance with PPPFA, PFMA and relevant NT regulations
Target Y1
2015/16
100% compliance with PPPFA, PFMA and relevant NT regulations when
acquiring goods and services
Q1 2015/16: Procurement Plan to NT
Target Y2
2016/17
100% compliance with PPPFA, PFMA and relevant NT regulations when
acquiring goods and services
Budget R13,594,085
Comment To ensure 100% compliance with PPPFA, PFMA and relevant NT regulations
49
Annual Performance Plan 2015-16
Briefing: Strategic Plan 2015; APP2015; Budget 2015
Strategy X Strengthening and growing a sustainable visible and
recognized brand
Programme Develop and maintain a strong and recognized legal aid brand
Project Develop and implement brand strategy including reputation management,
communications and marketing plans
OutputsBrand strategy including branding of justice centres, courts, prisons and SAPS holding
cells
>95% of Marketing/advertising and communications plans implemented
Base Year
performance
2014
Legal Aid SA brand strategy 2014/15
Target Y1
2015/16
Brand strategy implemented
>95% of Marketing/advertising and communications plans implemented
Target Y2
2016/17
Brand strategy implemented
>95% of Marketing/advertising and communications plans implemented
Budget R5 205 433
Comment
Legal Aid SA continues to ensure relevance of the brand strategy, brand visibility and awareness by
marketing the Legal Aid SA services using traditional media (both print and electronic). Continuous
usage of the annual national omnibus to assess usage and understanding of Legal Aid SA brand and
its services amongst the lower LSM groups.
50
Annual Performance Plan 2015-16
Briefing: Strategic Plan 2015; APP2015; Budget 2015
Strategy XI Expanding and capacitating the national footprint to increase points of
access to legal aid services, especially in rural and remote areas (including
the use of technology and other low cost service alternatives)
Programme P14 Appropriately staff all service delivery points.
Project P14-1Review and develop staffing plans to meet operational requirements for
Legal and Support positions.
Outputs Recruitment statistics at ≥96%
Base Year 2014
performance
Recruitment levels at 94%
Target Y1
2015/16
Staffing plans implemented timeously
Recruitment level ≥96%
Target Y2
2016/17
Staffing plans implemented timeously
Recruitment level ≥96%
Budget 317,388,177
Comment
Recruitment levels maintained over MTEF period due to fiscal climate
Specified experience requirements in place for the recruitment of legal
practitioners to represent clients in DC and RC courts, as well as certain
categories of civil matters, to ensure improved quality of services to
clients.
51
Annual Performance Plan 2015-16
Briefing: Strategic Plan 2015; APP2015; Budget 2015
Strategy XII Developing and expanding the quality and expertise for
each segment of the national footprint
Programme P15To strengthen and improve organisational competences and expertise required for
delivery of quality outcomes
Project P15-1 Skills Development
OutputsRevised competency framework and leadership pipeline
Aligned IDPs and Annual Training Plan implemented
Timeous submission WSP and ATR to SASSETA
Base Year
performance
2014
Staff training: legal - 7,751 hours (50 % @Dec2014)) Estimated for FY: 11,555
(56%)
Non-legal-5 296 (38.07% @Dec2014) Manager-1 792 (78.8% @Dec2014)
WSP(2014/15) and ATR (2013/14) submitted
Employment Equity with improved representivity across all levels including disability-
challenges still on African women and people with disabilities
Target Y1
2015/16
Submission of the WSP and ATR in compliance with the Skills Development Act
EE Plan 2015 approved by Board and submitted to DoL. EE Targets defined in Plan.
Target Y2
2016/17
Submission of the WSP and ATR in compliance with the Skills Development Act
EE performance levels nationally, regionally and Justice Centre level monitored and
reviewed against 5 year EE Plan 2015
Budget R8 134 409
CommentInvestment in training critical to improving quality and efficiency of services
Learning culture critical to achieving excellence in each segment
52
Annual Performance Plan 2015-16
Briefing: Strategic Plan 2015; APP2015; Budget 2015
Strategy XIII Building and maintaining an integrated and service-
oriented cutting-edge Information Technology system
Programme P16Maintain a modern IT platform (incl. Hardware, software, middleware and IT network
infrastructure)
Project P16-
1-3IT Hardware, Software & Applications, and IT network
OutputsHardware and Software Applications available, reliable and dependable to respond to
and sustain business needs
Provide effective throughput of reliable data across accessible IT systems
Base Year
performance
2014
99% availability of Hardware and Software Applications
IT Network in place
Target Y1
2015/16
Enhanced, reliable and stable IT platform
Upgraded IT network to improve throughput of data and information
Target Y2
2016/17
Effective operation of a modern technology application on core Legal Aid
Administration System
Budget for
strategyR44,453,913
CommentAn integrated IT system with streamlined performance processes incorporating
flexible features of remote mobility access
53
Annual Performance Plan 2015-16
Briefing: Strategic Plan 2015; APP2015; Budget 2015
BUDGET 2015-2016
54
Budget 2015-2016
55
I. Introduction to Budget 2015-16
II. Government Grant Allocations
III. Summarised MTEF 2015-2018
IV. Analysis of Budget 2015-16
V. Balanced Scorecard Budget 2015
VI. Key Assumptions in Budget preparations
VII. Explanation of variances
VIII.Expenditure Trends over MTEF period 2015-18
IX. Staff Trends over MTEF period 2015-18
X. Civil legal aid
Briefing: Strategic Plan 2015; APP2015; Budget 2015
Budget 2015-16
I. Introduction
56
• National Treasury indicated reductions/cuts to the baseline
allocation of R61.8 million in 2015/16 and R92.7 million in
2016/17 financial years
• The NT Budget guidelines require entities to reprioritise
spending pressures within the budget allocation
• Cash flow to be managed effectively ensuring that budget
reductions/cuts are funded from cash reserves and the
• Service delivery will not be negatively impacted by the budget
reduction
Briefing: Strategic Plan 2015; APP2015; Budget 2015
Budget 2015-16 II. Government Grant Allocations
Year New
Funding
Budget
cuts(to be funded
from cash
reserves)
Children’s
Act & Child
Justice Act
Case
Backlog
Funds
Total
Government
Grant(includes new funds &
Children's’ Acts & Case
Backlog)
2014/15 26,000,000 10,444,000 36,039,000 1,573,813,677
2015/16 23,000,000 (61,819,000) 0 21,120,000 1,584,805,000
2016/17 (92,728,000) 22,282,000 1,577,171,000
2017/18 23,396,000 1,764,394,000
Notes:
1. The new funding of R26 million in 2014/15 consists of R5 million for increase in legal
capacity and R21 million from IJS for e LAA system development project.
2. The new funding of R23 million in 2015/16 consists of R5 million for increase in legal
capacity and R18 million to increase legal practitioners for court expansion
programme.
3. The case backlog amount of R21.1 million in 2015/16 and its carry through costs
over the MTEF period is the top up funding for conversion of temporary posts to
permanent posts.
57Briefing: Strategic Plan 2015; APP2015; Budget 2015
Budget 2015-16 III. Summarised MTEF 2014-2017
Budget
Description
Budget 2014/15
(current year)
MTEF Year 1
2015/16
(Budget)
MTEF Year 2
2016/17
MTEF Year 3
2017/18
Salaries and
related costs1,172,350,395 1,235,222,820 1,266,510,276 1,331,056,259
Case backlog 19,300,000 21,120,000 22,282,000 23,396,000
Direct
expenditure115,704,162 102,033,241 117,201,775 118,416,024
Operating
expenditure227,005,708 229,396,383 211,372,320 224,892,185
Capital
expenditure99,001,145 24,266,303 26,000,629 26,000,629
Total Budget 1,633,458,910 1,635,121,246 1,726,880,285 1,811,375,285
58Briefing: Strategic Plan 2015; APP2015; Budget 2015
Budget 2015-16 IV. Analysis of Budget
Budget
Description
Budget 2014/15
(current year)
Budget 2015/16
(MTEF Y1)
Variance
(%)
Salaries and
related costs1,172,350,395 1,235,222,820 5%
Case backlog 19,300,000 21,120,000 9%
Direct expenditure 115,704,162 102,033,241 -12%
Operating
expenditure227,005,708 229,396,383 1.05%
Capital expenditure99,001,145 24,266,303 -75%
Total Budget 1,633,458,910 1,635,121,246 0.1%
59Briefing: Strategic Plan 2015; APP2015; Budget 2015
Budget 2015-16V. Budget alignment to APP 2015: Budget per component of the Balanced Scorecard
Component of the
Balanced Scorecard
Budget
2015/16
%
of Budget
1Client, Community, Stakeholder
& Shareholder1,165,552,851 71.3%
2 Finance & Sustainability 25,629,530 1.6%
3 Internal Business Processes 14,410,782 0.9%
4 Employee & Organisational
Capacity429,528,083 26.3%
5 Additional Programmes
Total BudgetR 1,635,121,246 100%
60Briefing: Strategic Plan 2015; APP2015; Budget 2015
Budget 2015-16
VI. Key assumptions in Budget preparations
The following considerations were made when preparing the
2015/16 budget:
Legal Aid South Africa’s five (5) year Draft Strategic Plan
2015-2020.
The year on year increase of the National Treasury
allocation including additional funding over the MTEF period.
Future financial sustainability of the organisation.
The proportion of direct service delivery costs to
administration support costs.
The Capital Asset Replacement Programme.
The National Treasury Instructions 01 of 2013/14.
Budget Cuts letter dated 27 November 2014.
61Briefing: Strategic Plan 2015; APP2015; Budget 2015
Budget 2015-16
VII. Explanation of variances
Salaries and related costs increased by 5% due to COLI andPPI
Other direct expenditure decreased by 12% due to rolloverfunding relating to impact litigation (mainly for Marikanacommission) which is included in the 2014/2015 financialyear.
The overall operating budget increased by 1% due to budgetconstraints. Only contractual obligation related expenditureitems were increased.
The overall capital expenditure decreased by 75%.Thedecrease is due to once off rollover and eLAA funding projectincluded in the 2014/2015 financial year.
62Briefing: Strategic Plan 2015; APP2015; Budget 2015
Budget 2015-16
VIII. Expenditure trends over the MTEF period
National Treasury implemented budget reductions as per Cabinet resolution forentities with high cash balances. Legal Aid SA's grant allocation was reduced byR61.8 million in 2015/16 and R92.7 million in the2016/17 fiscal years.
The reductions in budget allocations will be funded from Legal Aid SA's cash andcash equivalent. This means that service delivery will not be negatively impacted bythese reductions.
The expenditure focus over the five year period is on the delivery of legal serviceswhich is the core business of Legal Aid South Africa.
More than 70% of Legal Aid SA's budget has been allocated to the Client andCommunity component of the balance score card which is directly linked to thedelivery of legal services. This is the trend over the five year period ending 31March 2020. The balance of the budget is allocated towards programmes thatsupport the delivery of legal services.
Budget constraints continue to affect the operations of Legal Aid SA. The currentsalaries and related costs budget, does not make provision for relief capacity oflegal professionals. The current legal practitioner per court ratio, does not makeprovision for periods when the legal practitioner is not available to service a court forany particular reason. The salaries and related costs budget is also negativelyimpacted by the cost of living increases which are higher than the macro increasesand these have to be absorbed within the baseline allocation.
63Briefing: Strategic Plan 2015; APP2015; Budget 2015
The operating expenditure budget has not been increased by the macro over thefive year period, except for expenditure linked to contractual obligations.
Areas of funding pressures which are linked to contractual obligations are asfollows:
(a) Office accommodation
(b) Escalations linked to contracts for security contracts, cleaning services
(c) Substantial increases in municipal services rates and vehicle fuel.
Only two (2%) of the budget has been allocated to capital expenditure. This is notadequate to replace assets as and when they fall due. Legal Aid SA hasimplemented measures to extend the lifespan of the assets taking into account thecurrent budget constraints.
The Budget sets out additional allocations of R19.3 million in 2014/15, with a carrythrough funding of R21.1 million in 2015/16, R22.2 million in 2016/17 and R23.3million in 2017/18 for the case backlog project relating to conversion of temporaryappointments to permanent appointments. In 2014/15 this funding was used toconvert 39 posts from temporary to permanent appointments. The funding nowforms part of the baseline allocation.
Additional allocation to Legal Aid SA's baseline was also confirmed for increase inlegal capacity relating to Department of Justice and Correctional Services courtexpansion programme as follows, R18 million in 2015/16, R20 million in 2016/17and R22 million in 2017/18.
The increase in legal capacity will have a positive impact on Legal Aid SAperformance indicators as it will result in a wider court coverage and servicedelivery. 64
Briefing: Strategic Plan 2015; APP2015; Budget 2015
Budget 2015-16
VIII. Expenditure trends over the MTEF period -continued…
Briefing: Strategic Plan 2015; APP2015; Budget 2015
65
POST
CATEGORY
2012/
2013
2013/
2014
2014/2015
(current)
2015/
2016
2016/
2017
2017/
2018
2018/
2019
2019/
2020
Audited outcomes
(filled posts)
Filled
posts @
31 March
2015
Vacant
posts @ 31
March
2015
Medium Term estimates (approved
staff establishment)
Legal
professionals
(incl
paralegals
2,029 2,039 2,071 170 2,319 2,319 2,319 2,319 2,319
Non-legal staff 547 547 548 27 575 575 575 575 575
Total recruited
staff2,576 2,586 2,619 197
Staff
establishment
@31 March pa
2,694 2,707 2,797 2,888 2,888 2,888 2,888 2,888
Includes new
posts (note iii)90 91 0 0 0 0
Staff
recruitment (against staff
establishment)
95.6% 95.5% 94% > 96% > 96% > 96% > 96% > 96%
Budget 2015-16
IX. Staff trends over the MTEF period
Notes on staff trends
i. Legal Aid SA was in the 2014/15 FY having an approved staff establishment of 2803 ofwhich 6 (six) vacant positions have since been abolished due to operationalrequirements. The total positions filled and funded were thus in 2014/15, 2,797posts.
ii. As at end March 2015 there were 2,071 (79%) (filled) legal practitioners includingparalegals and 548 non-legal staff making it a total of 2,619 (94%) recruited staff. Staffturn over as at 31 March is 5.93%.
(a) It is noted that 69 posts (of the 90 new posts) of 2014/15 were added to the staffestablishment only in January 2015 due to uncertainty of budget cuts. This resulted in alower 94% recruitment rate at 31 March 2015.
iii. The additional funding relating to the case backlog project and court expansionprograms respectively as stated above has enabled Legal Aid SA to increase its legalcapacity as follows
(a) Case backlog funding was utilised to create 96 new permanent posts. 13 of these positionswere administrative positions, while 83 were legal positions. About 90 posts of the 96 werefilled in the 2014/15. The case backlog top up funding available in the 2015/16 will create anadditional 33 permanent legal posts (approximated).
(b) Additional new allocation from NT for court expansion program will be utilised to createapproximately forty two (42) new permanent legal practitioner posts to service new courts
(c) Additional funding of R5million as confirmed by the NT Allocation letter November 2012 willbe utilised to create approximately 10 permanent legal posts.
iv. The staff establishment is expected to increase from 2,797 to 2,888 posts66
Budget 2015-16
IX. Staff trends over the MTEF period -continued…
Briefing: Strategic Plan 2015; APP2015; Budget 2015
Programme Total new staff Funding Required
2015/16
1 Increasing criminal capacity 143 R65 098 564
2 Increasing Civil Capacity 31 R 16 215 481
3 Expansion of National Footprint 11 R 36 293 454
TOTAL 185 R117 607 499
67
Budget 2015-16
X. Programmes requiring additional capacity
Briefing: Strategic Plan 2015; APP2015; Budget 2015
Notes
It is noted that due to the economic recession additional funds are not
available for any new programmes.
The programmes requiring additional funds are included to indicate the
gaps in the delivery programmes which will remain in the context of the
recession
Increase in criminal capacity
o Our current capacity at both District and Regional Courts is limited, such
that we are not able to cover courts for every day of the week.
o We also do not have any relief capacity available to substitute for
practitioners who are absent from work for any reason.
o This causes courts not to function effectively on days when our legal aid
practitioners are not present at court.
o This also impacts negatively on clients whose cases are delayed due to
the limited availability of legal aid practitioners.
o Our proposal seeks to increase DC coverage from 90% to 95% and RC
coverage from 99% to 105%.
o This would ensure improved coverage of our courts, as well as allow us
to implement a court relief programme on a limited scale.
68Briefing: Strategic Plan 2015; APP2015; Budget 2015
Budget 2015-16
X. Programme requiring increased criminal capacity
Increase in civil capacity
o Our current civil capacity is limited, such that it consisted of about 12% of
total legal aid matters (criminal matters remain dominant).
o Civil demand exceeds the current capacity a number of Justice Centres
despite limiting civil legal services to priority cases as per the LAG.
o Civil Supervisory capacity is critical to improve and maintain the quality
of civil services at our offices although currently 13 offices require such
civil supervisory or additional supervisory capacity.
o This impacts negatively on clients who cannot be assisted or whose
cases are delayed due to the limited availability of civil legal aid
practitioners.
o Our proposal seeks to increase civil legal aid practitioner capacity by 18
Professional Attorneys and 13 Civil Supervisory Attorneys positions.
o This would ensure the progressive increase in access to legal aid in civil
matters and alleviate to a limited extent civil capacity constraints.
69Briefing: Strategic Plan 2015; APP2015; Budget 2015
Budget 2015-16
Programme requiring increased civil capacity
Expansion of National Footprint
o Due to budget constraints and tough economic conditions, the number of
our Justice Centres and Satellite Offices have not increased for the past
5 years.
o This has had a negative impact on increasing access by clients to our
services.
o It also results in clients being required to travel longer distances to our
offices, as well as our practitioners travelling longer distances to attend
to certain courts.
o Our review of our national footprint indicates the following needs:
to convert 6 existing satellite offices to full Justice Centres;
to an additional 4 satellite offices and
To establish 1 additional Justice Centre.
70Briefing: Strategic Plan 2015; APP2015; Budget 2015
Budget 2015-16
X. Programme requiring Expansion of National
Footprint
Concluding Comments
71
Concluding Comments
72
Within the context of an economic recession and budget constraints Legal Aid SA has in it SP, APP and Budget provided for Budget cuts from NT in 2015/16 and 2016/17 which will be funded from cash reserves
in the short term –it being noted that the cash reserves are required to meet liabilities and that managing the current assets : current liabilities ratio will allow these to be utilised in the short term; these cuts will therefore not impact negatively on any service delivery;
Additional posts for the court expansion programme (additional R18million in 2015/16) linked to the appointment of new magistrates
Additional civil capacity linked to funds (R5million) from the 2012 NT Allocation letter
The conversion of approximately half of the backlog courts to permanent courts and funding for the remaining backlog courts provided for in the MTEF period.
Legal aid service delivery will therefore continue as per the past period except for the addition of the new posts for court expansion and civil legal aid;
The organisation is geared to deliver on its Strategic Plan 2015-2020 and has an approved Enterprise Risk Management Plan in place to mitigate risks identified and emerging
Legal Aid SA 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.
Briefing: Strategic Plan 2015; APP2015; Budget 2015
THANK YOU
73