5 human resource development a challenges - justice … vision s/justice vision... · 5 human...

Ministry of Justice

JUSTICE VISION 2000 Flve Year Nat~onal Strategy for Transforrn~n~ the

Adrn~n~strat~on of Just~ce and State Legal Affa~rs I I

5 Human Resource Development

A Challenges All the people who in the iustice system will have to work together to achieve the objectives of Justice Vision 2000. Every ' employee will have to be: i I

Well trained Professional i

Sensitive to peoples' different cultural experiences

Sensitive to peoples' different gender experiences i

Respectful of everybody's dignity and human rights ! Responsive to different peoples' needs Oriented towards excellent customer service t

i i

The full development of our human resources i s a major challenge. Our human resource development policy will have to i make the best use of our limited resources, and at the same time, foster a culture of continuous development and learning.

Training

Aside from experience, training is the most important way of acquiring skills and knowledge. But, it is also an effective way of changing attitudes and of increasing personnel motivation. In addition to professional knowledge and expertise, people who work in the justice system need:

Conflict resolution skills like mediation and arbitration

Negotiation skills Leadership skills Decision-making skills Service skills and attitudes Appreciation of diversity Awareness of human rights and responsibilities

Having these skills, and understandings, will strengthen our ability to cope with the daily challenges of a contemporary workplace. They will also increase our motivation and our commitment to our work.

The Design of Training Programmes

W e must make sure that the programmes that we implement, produce the outcomes that we want. If we do not, we will be wasting our limited resources.

We have to make sure that our programmes are designed on the basis of systematically identified training needs. We also have to build evaluation mechanisms, or performance indicators, into the programmes at regular intervals, so that '

we can measure how effective they are, and redesign them if necessary.

To do this, we will have to develop the capacity in our training institutions. they must be able to identify: !

Attitudinal problems Motivational problems

Problems that come from a lack of skills or knowledge

Our human resources development programme must therefore have:

Appropriate core courses Appropriate generic programmes from other institutions

This will mean combining the work of our own in-house network of trainers, with that of external training consultants from competent domestic and international agencies, including other government departments. 1

Ministry of Justice

JUSTICE VlSllON 2000 F ~ v e Year Nat~onol Strategy for Transforming the , Adrn~nistrat~on of Just~ce and State Legal Affa~rs : I :

voca tional Training

Most of the people in the iustice system are legal professionals. Vocational training is therefore a maior area of concern.

TO meet the challenge of providing relevant vocational training we will:

Re-engineer our training institutions to cater specif ica~~y for vocational training

Pay careful attention to the training of trainers

Increase the number and distribution of trainers

Reorganise the training institutions and review their structures and curricula

Decentralise training to the regional offices

In doing all of this, we will cooperate closely with other institutions like the training institutions in other government departments, universities, technikons and legal institutions in foreign countries.

; Represen] tivify ' We want to achieve a personnel profile that reflects the demography of the South African society.

The Humari Resource Development section of the Department will play a vital role in meeting the challenge of achieving I

representivity in all structures, and at all levels of the Department.

, We will design and implement programmes to fast track the development of suitable candidates from historically disad-

vantaged groups. We will also design and implement programmes that create a supportive working environment and

that affirm diversity. And here we will pay part~cular attention to issues of race and gender. In particular, we will encour-

age women to develop their skills so that they able to advance their careers within the Department.

B The Strategic Goals and Key Indicators of Success

1. An independent, competent, representative and human rights driven judiciary

I Strategic Goals

1 Fewer reversed iudgments

2 A representative profile of trained iudicial officers

3 Fewer complaints about iudicial officers 4 Increased productivity

5 Vertical and horizontal mobility

Indicators of Success

2. A mcanagement team that is representative, competent and equipped with, among other things, leadership, awareness and appreciation of diversity, and change management skills

1 A representative profile of trained managers

2 Lower staff turnover

3 Fewer complaints 4 Increased productivity


3. A prtofessional staff that is well trained, representative, human rights driven and people friendly

1 A representative profile of professional officers

trained

2 Lower staff turnover 3 Fewer complaints

4 Increased productivity 5 Vertical and horizontal mobility

Min~stry of Justice JUSTICE VISION 2000

Strategic G o a l s

4. An administrative and support staff that is well trained, representative, human rights driven and people friendly

F~ve Year Nat~onol Strategy for Transiorm~ng the Adrntn~strat~on of Jushce and State Legal Affa~rs

~ , Indicators of Success I 1 A representative profile of administrative and sup-

port staff trained 2 Fewer complaints

3 lncreased availability of documents and information

4 lncreased productivity


5. A human resources development system that is decentralised and that has a good training infrastructure and a representative network of competent trainers

1 More trainers trained

2 Geographic distribution of trainers

3 Success rate of trainees

4 Demographic profile of trainers 5 Vertical and horizontal mobility

6 More training done at a regional level

C The Strategies

1. We aim to achieve an independent, competent, representative and human rights driven judiciary. We will use the following strategies:

I . 1 Facilitating a professional development programme for judicial officers in the spirit of Section 180 of the

Constitution. We will give priority to case management, social context training (including issues like

diversity, and violence against women and children) and implementation of the Constitution.

1.2 Facilitating greater functional coherence in the judiciary and broadening the opportunities for magistrates to

be appointed to the higher courts.

1.3 Supporting training programmes that will broaden the pool from which judicial appointments are made so

that we can address the imbalances of the past.

2. We aim to achieve a management team that is representative, competent and equipped with, among other things, leadership skills, awareness and appreciation of diversity, and change management skills. We will use the following strategies:

2.1 Implementing development programmes to facilitate the transformation process. This will include aspects like

principles of public management, change management, strategic management and management of diversity.

2 .2 Designing support systems for new and future managers to facilitate their upward mobility and career

development.

3. Hle aim to achieve a professional staff that is well trained, representative, human rights driven and people friendly. We will use the following strategies:

3.1 Designing programmes and policies for each professional occupational group that wil l promote representa-

tiveness, professionalism, a service ethos and sensitivity to diverse public needs. Emphasis will be placed on

functional training, implementation of the Constitution, diversity issues and attitudinal training.

Ministry of Justice

JUSTICE VISION 2000 Flve Year Natlonal Strategy for Transforming the

Adm~nlstrat~on of Justlce and State Legal Affalrs

3.2 Implementing policies that will promote representativeness in the public service and programmes that will facilitate career development as weli as horizontal and vertical mobility.

4. We aim to achieve an administrative and support staff that i s well trained, representative, hunian rights driven and people friendly. We will use the following strategies:

4.1 Implementing training programmes and policies to promote quality service to the public.

4.2 Implementing policies that promote representativeness and training programmes that will facilitate personal

career development and the personnel integration.

5. We aim to achieve a human resources development system that i s decentralised and that has a good training infrastructure and a representative network of competent trainers. We will use the following strategies:

5.1 Establishing and implementing an organisational development programme that will make sure that we achieve the objectives of Justice Vision 2000.

5 .2 Reviewing and redesigning existing training systems and institutions and promoting decentralised training.

5 .3 Implementing a programme that will enhance the skills of the existing trainers, broaden the pool of trainers involved in in-house training and provide a supportive infrastructure for trainers.

Ministry of Justice JUSTICE VISION 2000

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Five Year National Strategy for Transforming the %!. Administration of Justice and State Legal Affairs i

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D The Action Plans

GQAL NUMBER 7

W e aim to achieve an independent, competent, representative and human rights driven iudiciary

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Five Year National Strategy for Transforming the

Administration of Justice and State Legal Affairs

GOAL NUMBER 2

We aim to achieve a management team that is representative, competent and equipped with, among other things, leadership skills,

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i Ministry of Justice

JUSTICE VISION 2000 Five Year National Strategy for Transforming the

Administration of Justice and State Legal Affairs ,;,;,. d:!;,..,;:. ,-L>; .:i

GOAL NUMBER 3

1 We aim to achieve o staff that is well trained, representative, human rights driven and pople friendly

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l per

sonn

el to

wor

k w

ith c

orn-

pute

rs

KP

ls

RE

SP

ON

SIB

ILIT

Y

Lead

: Sta

te L

egal

Adv

ice

Sup

port

: Le

gisl

atio

n an

d

Res

earc

h /

Hum

an

Res

ourc

es

Lead

: Hum

an R

esou

rces

Sup

port:

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iona

l Co-

ordi

-

natio

n

Lead

: Hum

an R

esou

rces

Sup

port

: Reg

iona

l CO

-ord

i-

natio

n

tead

: te

gal s

ervi

ces

Sup

port

: H

uman

Res

ourc

es /

Reg

iona

l Co-

ordi

natio

n

Lead

: Hum

an R

esou

rces

Sup

port

: Reg

iona

l Co-

ordi

-

natio

n

Lead

: Hum

an R

esou

rces

Sup

port:

Cor

pora

te

Ser

vice

s /

Reg

iona

l Co-

ordi

natio

n

MIL

ES

TO

NE

S

Pla

nnin

g an

d re

sour

ces

in p

lace

for

pilo

t cou

rse

by J

UN

199

8

Pla

nnin

g, c

urric

ulum

deve

lopm

ent a

nd

finan

cing

by

DEC

1997

Nee

ds a

sses

smen

t by

MAR

199

8; d

raft

and

man

ual b

y M

AR

199

9

Pla

nnin

g an

d dr

aft

man

ual b

y M

AR 1

998

Pla

nnin

g, r

esou

rces

&

exec

utin

g ag

ency

in

plac

e by

DEC

199

7

Com

pone

nts

of n

ew IT

sy

stem

in

plac

e by

APR

1998

TIM

E F

RA

ME

1 FE

B 19

98 to

FEB

2002

JUL

1998

to J

UL

20

02

JUL

1997

to J

UL

20

02

Ong

oing

FEB

1998

to O

CT

1998

Ong

oing

till

DEC

2002

STR

ATE

GY -

3.2

Impl

emen

ting

polic

ies

that

will

pro

no

te

repr

esen

tativ

enes

s in

the

publ

ic s

ervi

ce

Impl

emen

ting

pro-

gram

mes

tha

t will

fac

ili-

tate

car

eer

deve

lopm

ent

as w

ell a

s ho

rizon

tal a

nd

vert

ical

mob

ility

KP

ls

AC

TIO

N P

LAN

S

1 M

obili

ty

HR

028

Intr

oduc

e m

ento

rshi

p a

nd

per

sonn

el d

evel

op

rnen

t pr

ogra

mm

es

2 S

taff

fluct

uatio

n

3 D

iver

sity

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phas

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n ra

ce

and

gend

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duct

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es t

hrou

gh

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ithin

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d in

int

erna

-

4 D

emog

raph

ic p

rofil

e of

cou

rse

tiona

l in

stitu

tes

as w

ell

as s

tudy

trip

s

atte

ndan

ts

RE

SP

ON

SIB

ILIT

Y

Lead

: H

uman

Res

ourc

es

Sup

port

: R

egio

nal C

o-or

di-

natio

n

Lead

: H

uman

Res

ourc

es

Sup

port

: R

egio

nal C

o-or

di-

natio

n

MIL

ES

TON

ES

Dra

ft pr

opos

als

on

men

tors

hip

mod

el b

y

MA

R 1

998

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nnin

g an

d ag

ree-

men

ts w

ith p

artic

ipat

-

ing

inst

itutio

ns b

y JU

L

1998

TIM

E F

RA

ME

MAR

199

8 to

MA

R

20

02

OCT

1997

to M

AR

20

02

Five Year National Strategy far Transforming the Administration of Justice and State Legal Affairs

GOAL NUMBER 4

We aim to achieve an administrative and support staff that is well trained, representative, human rights driven and people friendly


1

Five Year National Strategy for Transforming the Administration of Justice and State Legal Affairs


GOAL NUMBER 5

We aim to achieve a human resources development system that i s decentralised and that has a good training infrastructure and a repre-

sentative network of competent trainers

I S

TRA

TEG

Y

/ K

Pls

1

AC

TIO

N P

LA

NS

/ R

ES

PO

NS

IBIL

ITY

1

MIL

ES

TON

ES

1 TI

ME

FR

AM

E 1

1 5.1

Est

ablis

hing

and

impl

emen

ting

an o

rga

ni-

satio

nal d

evel

opm

ent p

ro-

gram

me

that

will

mak

e

sure

tha

t we

achi

eve

the

obje

ctiv

es o

f Ju

stic

e

Vis

ion

20

00

1 N

umbe

r of

act

ion

plan

s im

ple-

men

ted

& ta

rget

s m

et

2 A

war

enes

s of

Jus

tice

Vis

ion

2000

at

all

leve

ls i

n th

e D

oJ

3 Fe

wer

ser

vice

rel

ated

com

-

plai

nts

agai

nst t

he D

oJ

HR

034

Impl

emen

t a t

rain

ing

prog

ram

me

to r

ealig

n

orga

nisa

tiona

l cu

lture

with

str

ateg

ic v

isio

n in

Ju

stic

e V

isio

n 20

00

HR

035

Reo

rgan

ise

pers

onne

l ass

essm

ent a

nd

hum

an r

esou

rce

utili

satio

n pr

actic

es to

be

in

line

with

the

vis

ion

5.2

Rev

iew

ing

and

rede

sign

ing

exis

ting

trai

n-

ing

sys

tem

s an

d in

stitu

-

tions

and

pro

mot

ing

dece

ntra

lised

trai

ning

Lead

: H

uman

Res

ourc

es

Sup

port

: Reg

iona

l Co-

ordi

-

natio

n

HR

036

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elop

a H

uman

Res

ourc

e D

evel

opm

ent

data

base

tha

t re

flect

s pe

rson

nel g

row

th

path

s fo

r a

ll pe

rson

nel i

n th

e D

oJ

1 P

rodu

ctiv

ity

Lead

: H

uman

Res

ourc

es

supp

er,: ~

~~

i~

~~

l

~~

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~d

i-

natio

n

2 N

umbe

r of

cou

rses

red

esig

ned

Pla

nnin

g fin

alis

ed b

y

DE

C 1

997

Lead

: Hum

an R

esou

rces

Sup

port:

Reg

iona

l Co-

ordi

-

natio

n

3 P

erce

ntag

e an

d pr

ofile

of

per-

sonn

el t

rain

ed p

er y

ear

DEC

199

7 to

MA

R

20

02

Rep

ort o

n as

sess

men

t

syst

em by

OC

T 1

997

Com

plet

ed b

y O

CT

1998

Pla

nnin

g an

d in

stal

la-

tion

of c

ompu

ter

pro

-

gram

me

by M

AR

199

8

Ap

ril

1998

and

ongo

ing

HR

037

Eva

luat

e a

ll co

urse

s a

nd

red

esig

n in

ligh

t o

f

iden

tifie

d ne

eds,

tak

ing

into

acc

ount

cou

rses

offe

red

in o

ther

ins

titut

ions

Hum

an R

esou

rces

T

rain

ing

need

s as

sess

-

men

t by

MA

R 1

998

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go

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HR

038

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ess

DoJ

tra

inin

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stitu

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, inc

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ng

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ice

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lege

and

red

esig

n in

lig

ht o

f tr

ain-

ing

need

s an

d co

st e

ffici

ency

H~~

~~ R

~~~~

~~~~

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xist

ence

of

natio

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re

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reg

iona

l a

nd

su

bre

gio

na

l tra

inin

g

com

pone

nts

Lead

: H

uman

Res

ourc

es

Sup

port

: Reg

iona

l Co-

ordi

-

notio

n

Lead

: Hum

an R

esou

rces

Sup

port:

Reg

iona

l Co

-ord

i-

natio

n

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ourc

es,

trai

ners

&

infr

astr

uctu

re in

pla

ce

by

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C 1

997

, .

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go

ing

Tra

inin

g P

rogr

amm

es

in p

lace

by

JUN

1998

O

ng

oin

g

,

./

STR

ATE

GY

5.3

Impl

emen

ting

a

prog

ram

me

that

will

enha

nce

the

skills

OF th

e

exis

ting

train

ers,

bro

ad

-

en t

he p

ool o

iGai

ners

invo

lved

ini'n

-hou

se

trai

ning

and

pro

vide

a

supp

ortiv

e in

Fras

truct

ure

for

train

ers

KP

ls

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umbe

r an

d de

mog

raph

ic p

ro-

file

OF tr

aine

rs tr

aine

d

2 S

ucce

ss r

ate

of s

tude

nts

3 C

ompl

aint

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gle

aned

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ents

op

inio

n su

rvey

s

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TIO

N P

LA

NS

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Impl

emen

t con

tinui

ng e

duca

tion

incl

ud

ing

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an ri

ghts

an

d s

ocia

l co

ntex

t di

vers

ity

awar

enes

s tr

aini

ng f

or e

xist

ing

trai

ners

HR

041

Con

duct

an

ass

essm

ent o

f tr

aini

ng a

nd

infr

a-

Lead

: H

uman

Res

ourc

es

stru

ctur

e ne

eds

Sup

port

: Cor

pora

te

men

t of

exec

utin

g

Ser

vice

s /

Reg

iona

l Co-

ag

ency

by

OC

T 1

997

ordi

natio

n

RE

SP

ON

SIB

ILIT

Y

HR

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Impl

emen

t a t

rain

ing

prog

ram

me

for

new

an

d p

rosp

ectiv

e tr

aine

rs c

over

ing

adul

t tr

ain-

ing

tech

niqu

es

Lead

: Hum

an R

esou

rces

Sup

port:

Reg

iona

l CO

-ord

i-

natio

n

HR

044

Intr

oduc

e a

trai

ning

pro

gram

me

whi

ch r

en-

ders

eve

ry m

anag

er o

r su

perv

isor

a t

rain

er

and

men

tor

MIL

ES

TO

NE

S

Lead

: H

uman

Res

ourc

es

Sup

port:

Reg

iona

l Co-

ordi

-

natio

n

TIM

E F

RA

ME

Pla

nnin

g an

d ap

poin

t-

men

t of

exec

utin

g

agen

cy b

y O

CT

199

7

Lead

: H

uman

Res

ourc

es

Sup

port:

Reg

iona

l Co-

ordi

-

natio

n

OC

T 19

97 to

200

2

plan

ning

, id

entif

icat

ion

of t

rain

ers

an

d g

ener

ic

curr

icul

um b

y O

CT

OC

T 19

97 to

MAR

2

00

0

Pla

nnin

g co

mpl

eted

by

MA

R 1

998

APR

199

8 to

20

02


6 The Legal Profession

A Challenges

. I

Five Year Notional Strategy for Transforming the Administration of Justice and Stote Leaal Affairs

The legal ~rofession will play a critical role in fulfilling the transformation of the administration of justice. Lawyers pro-

vide:

Legal advice Legal representation in courts Arbitration and mediation services

The pool of senior lawyers from which high court iudges are selected Create opportunities for women to advance in their career paths

The Image of The Legal Profession

Because lawyers are central to any system of justice, they have a strong influence on how the public sees the iustice system.

The process of political and social transformation in South Africa challenges lawyers in terms of the services that they pro-

vide to the public. In line with our new Constitutional values, lawyers will have to develop:

Their awareness and understanding of diversity Their awareness of changes in society

Their knowledge and understanding of human rights

It is not enough to have a Constitution that guarantees that all people are equal before the law. The Constitution has also to be upheld, and this means that lawyers should believe in it and be prepared to act accordingly.

For the legal profession, this will mean:

Making it easier for people to use their services

Making their services more afFordable Ensuring that the profession is sensitive and responsive to peoples' different needs Making the profession representative of all the people who live in South Africa

Lawyers in South Africa will have to start a process of internal self-appraisal, and also one that will make the profession itself more representative.

A t present the profession does not reflect the diverse nature of the South African society. Disadvantaged groups, especially black people, are not well represented i'n the legal profession. Few black graduates are able to enter the profession. To a lesser extent, the same is true of white female graduates. Of those that do enter the profession, only a few

develop specialised expertise in areas like corporate law, tax law, commercial law and constitutional practice.

The profession must become more representative. To do this, lawyers will have to:

Institute programmes that complement the expertise and exposure of aspirant and legal professionals from historically disadvantaged groups

Remove the constraints that make access to the profession unduly difficult, and sometimes impossible

Improve professional training programmes and strengthen the capacity of existing training institutions

Change the uneven distribution of expertise because the concentration of certain specialised expertise in partic-

ular segments of the profession, increases the cost of such services

MlnlslrY of Justice

JUSTICE V I S I O N 2000 Five Year National Strategy for Transforming the


1 Access to Lawyers

I ~ o s t people cannot afford legal representation or legal advice. This i s partly because court cases take a long time, and

partly because lawyers charge excessive fees. This situation is made worse by the stratified nature of the legal profes-

,ion. A client who has a case in a high court usually still has to pay for the services of both an attorney and an advo-

cate or sometimes two advocates, despite the fact that attorneys can now get right of appearance in the high courts.

I Other areas of concern about access are:

i The reservation of certain kinds of legal work, like the conveyancing of fixed property, to the private legal pro-

i fession

I

I The fact that most people do not really understand the role of lawyers and the workings of the legal system, so they easily believe that lawyers are there only to serve the interests of rich people and large companies

I ! 'the concentration of lawyers in urban centres. This leaves rural communities with very few professional legal

1 services i i 1 The Role of The Department of Justice

: The Department of Justice is reluctant to exert pressure on the legal profession because it could be interpreted as inter-

i ference.

1 But the Department believes that transformation of the profession is essential. The way that the legal profession operates

i r must be brought into line with the values in the Constitution. In particular, it i s necessary to transform the composition of:

j 'the profession

1 Its governing bodies

We will therefore start facilitating a framework for discussions with the governing bodies of the legal profession on the

question of transformation. This will have to go beyond merely examining the governing bodies and their admission

I procedures It will also have to address the values and the assumptions that underlie the present legal profession.

I I There are many questions that we must ask:

Should legal education be primarily geared towards private practice?

Should legal education not also focus more on the public sector ?

How should legal education be standardised and harmonised among the various training institutions?

How can this be done without undermining each institution's academic freedom?

How should public money be allocated to law schools to ensure that lawyers from disadvantaged groups are

able to enter and develop careers within the profession?

We are also challenged to remove the present artificial barriers of entry into the profession, and to make reasonable

arrangements for practical post-graduate training of advocates and attorneys, especially in the light of the proposed new

uniform law degree.

The Department wilf have to initiate discussions with all role players, including the public, to facilitate the transformation of the legal profession. Hopefully, after that, the legal profession will be willing to address the issues itself. Then the Department will play a facilitating role in the discussion and also prepare the necessary legislation for any reforms.

Ministry of Justice

JUSTICE V I S I O N 2000

. a- " %,, -, - t" w>:y"." :;p.\'",, $

Flve Year Not~onol Strategy for Tronsform~n~ the 8 ; - t . p l I 1

Adm~n~strat~on of Just~ce ond State L e ~ o l Affa~rs - .*dt -&

B The Strategic Goals and Key Indicators of Success

1. A legal profession that is representative and accessible, and that reflects the diversity of South African society

'.* , '-\

1 More people entering the legal piofession

2 A representative group of people entering the legal

profession 3 Vertical and horizontal mobility in the legal profes-

sion and related branches

4 Opportunities to acquire and transfer skills

Strategic Goals

2. An affordable legal system

Indicators of Succebs

1 More legal representation

2 More attorneys offering voluntary services

3 Fewer complaints about legal fees

3. High standards in the legal profession 1 Uniform training and admission standards 2 Mechanisms for acting against fraudulent and negli-

gent behavior by lawyers

3 Fewer complaints about professional misconduct

C The Strategies 1. We aim to achieve a legal profession that is representative and accessible and that reflects the

diversity of South African society. We will use the following strategies:

1.1 Developing policies that support uniform standards and procedures for entry into all branches of the legal

profession. This framework will include alternative ways of entering the profession.

1.2 Developing policies, opportunities and structures that will ensure mobility within the legal profession, especially for lawyers from disadvantaged backgrounds. This will include encouraging of companies, attorneys

and government departments to engage the services of previously disadvantaged attorneys and advocates,

and providing alternative ways of entering the profession for previously disadvantaged people.

2. We aim to achieve an affordable legal system. We will use the following strategies:

2.1 Promoting policies and programmes that will increase awareness of the services provided by the legal

profession and facilitate access to them. This will include providing assistance to consumers on information

about the cost of various legal services, from flat-rate transactions such as wills and conveyancing through to

rates and charging practices in more complex areas.

2.2 Promoting policies that will rationalise the legal profession. 'this will include an investigation into the merits and demerits of a fully integrated legal profession.

3. We aim to achieve high standards in the legal profession. We will use the following strategies:

3.1 Reviewing the training that takes place in law schools and professional training institutions to make sure that

standards are comparable and that curricula are relevant.

3 .2 Reviewing all aspects of governance, admission and professional standards to ensure effectiveness and public accountability.

3.3 Promoting programmes that will facilitate continuing legal and professional education so that our legal pofes-

sionals will maintain high standards and be aware of, and responsive to the diverse needs of people in South Africa. .

118

Ministry of Justice JUSTICE V I S I O N 2000

* - - - - . s,. 4 , ;,,

Five Year Natlonal Strategy for Transforming the - ,,f>j .. ,#;: $ , J : , v *

Admlnlstratlon of Just~ce and State Legal Affa~rs , kk:',",**kS$-

D The Action Plans

GOAL NUMBER 1

We aim to achieve a legal profession that i s representative and accessible and that reflects the diversity of South African

society


.:


atto

rney

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vern

men

i

depa

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the

prof

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on fo

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prev

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aged

--.-

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h po

sitio

ns in

the

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ATE

GY

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ls

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licie

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and

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ctur

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ill

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(S

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on w

ithin

the

pr

ofes

sion

Lead

: Leg

al S

ervi

ces

Sup

port

: Hum

an R

esou

rces

by A

UG

1 9

98

Rev

iew

gui

delin

es fo

r

nom

inat

ion

to j

udic

iary

and

reco

gniti

on w

ithin

the

prof

essi

on b

y O

CT

APR

1999

to M

AR

2002

M

0

0

0

Ministry of Justice

JUSTICE V IS ION 2000

I



GOAL NUMBER 2

We aim to achieve an affordable legal system

STR

ATE

GY

2.1

Pro

mot

ing

po

li-

ties

and

prog

ram

mes

thai

will

inc

reas

e aw

aren

ess

of t

he s

ervi

ces

prov

ided

by

the

lega

l pro

fess

ion

and

faci

litat

e pe

cess

to

them

This

will

inc

lude

pro

vidi

ng

assi

stan

ce to

con

sum

ers

and

info

rmat

ion

Info

rmat

ion

wilt

incl

ude

the

cost

of

vario

us s

er-

vice

s, f

rom

fla

t-ra

te tr

ans-

actio

ns s

uch.

,as

will

s an

d

conv

eyan

cing

thro

ugh

to

rate

s fo

r m

ore

com

plex

area

s

1 A

vera

ge c

ost o

f le

gal s

ervi

ces

2 Th

e ra

nge

of

info

rmat

ion

outle

ts

in le

gal s

ervi

ces

AC

TIO

N P

LAN

S -

LP

007

Rev

iew

tarif

fs f

or p

rofe

ssio

nal s

ervi

ces

LP

008

Enc

oura

ge r

ecog

nitio

n of

par

aleg

als

and

law

stu

dent

s th

roug

h le

gal

aid

clin

ics

LP

009

Spr

ead

info

rmat

ion

thro

ugh

pam

phle

ts, o

n-

line

com

mun

icat

ion

an

d o

ther

med

ia o

n se

r-

vice

s pr

ovid

ed b

y th

e le

gal

prof

essi

on a

nd

the

cost

of

serv

ices

tarif

fs

Lega

l Ser

vice

s D

raft

legi

slat

ion

on

reco

gniti

on o

f pa

rale

-

gals

and

law

stu

dent

s

Lead

: Le

gal S

ervi

ces

An

info

rmat

ion

netw

ork

Sup

port

: Cor

pora

te

on le

gal s

ervi

ces

in

Ser

vice

s pl

ace

by

OC

T 1

998

TIM

E F

RA

ME

1999

OC

T 1 9

98 to

MA

R

20

02

-

2.2

Pro

mot

ing

polic

ies

that

will

rat

iona

lise

the

lega

l pro

fess

ion

This

will

inc

lude

an

inve

s-

tigat

ion

into

the

mer

its

and

dem

erits

of a

ful

ly

inte

grat

ed le

gal p

rofe

s-

sion

1 M

obili

ty w

ithin

var

ious

bra

nch-

es o

f th

e le

gal p

rofe

ssio

n

LPO

lO U

nder

take

a s

tudy

on

the

mer

its a

nd

dem

erits

of

a si

ngle

pro

fess

ion

Legi

slat

ion

and

Res

earc

h P

rogr

amm

e fo

r th

e Im

plem

ente

d b

y

tran

sfor

mat

ion

of t

he

20

00

lega

l pr

ofes

sion

by

JUN

199

8

LP

Oll

Org

anis

e a

sym

posi

um o

n tr

ansf

orm

atio

n of

the

lega

l pro

fess

ion

to d

iscu

ss i

ssue

s of

entry

, ad

vonc

emen

t, in

tegr

atio

n, g

over

nanc

e

an

d th

e ro

le o

f th

e pr

ofes

sion

in th

e tr

ansf

or-

mat

ion

proc

ess

Lead

: Le

gal S

ervi

ces

Rec

omm

enda

tion

by

Sup

port:

Hum

an R

esou

rces

JU

N 1

998

APR

19

98 to

MAR

2

00

2

Ministry of Justice

JUSTICE VISION 2000

GOAL NUMBER 3

We aim to achieve high standards in the legal profession

.?

. . .. _ _ " b ., - < , - ,- :. .~ ' 1

Five Year National Strategy for Transforming the , . _ . . . i , : , , .

' i . ', Administration of Justice and State Legal Affairs . , , $ ' . - , .

, . , , .

STR

ATE

GY

3.1

Rev

iew

ing

the

trai

ning

that

take

s pl

ace

in la

w s

choo

ls a

nd p

ro-

fess

iona

l tra

inin

g in

stitu

-

tions

to m

ake

sure

,that

stan

dard

s ar

ec<o

mpa

ra-

ble

an

d th

at c

urric

ula

are

rele

vant

I K

Pls

1 N

umbe

r of

law

sch

ools

usi

ng

revi

ewed

LLB

degr

ee

2 N

umbe

r of

law

sch

ool,

with

prac

tical

tra

inin

g fa

cilit

ies

3 P

erce

ntag

e an

d de

mog

raph

ic

prof

ile o

f gr

adua

tes

ente

ring

vario

us b

ranc

hes

of t

he le

gal

prof

essi

on a

nnua

lly,

with

an

emph

asis

on

race

and

gen

der

AC

TIO

N P

LA

NS

R

ES

PO

NS

IBIL

ITY

M

ILE

ST

ON

ES

T

IME

FR

AM

E

LP01

2 R

evie

w r

egul

atio

ns r

elat

ing

to L

LB d

egre

e Le

gisl

atio

n a

nd

Res

earc

h D

rah

legi

slat

ion

on

Impl

emen

ted

by

new

LLB

deg

ree

JAN

199

8

LP01

3 In

crea

se c

apac

ity o

f hi

stor

ical

ly d

isad

van-

ta

ged

univ

ersi

ties

Hum

an R

esou

rces

In

crea

sed

fund

ing,

infr

ostr

uctu

ral s

uppo

rt

and

co-o

pera

tion

betw

een

hist

oric

ally

adva

ntag

ed a

nd h

isto

r-

ical

ly d

isad

vant

aged

univ

ersi

ties

OCT

199

7 to

MA

R

20

02

LP01

4 In

crea

se p

ract

ical

tra

inin

g ou

tlets

, pr

iorit

isin

g

the

need

to

rend

er th

e pr

ofes

sion

rep

rese

nts-

tiv

e

1997

to M

AR

20

02

Lead

: H

uman

Res

ourc

es

Sup

port

: Le

gal S

ervi

ces

At

leas

t 50%

incr

ease

in p

ract

ical

tra

inin

g

outle

ts b

y FE

B 19

99

STR

ATE

GY

3.2

Rev

iew

ing

all

ispe

cts

of g

over

nanc

e,

~dm

issi

on an

d pr

ofes

-

ion

al s

tand

ards

to e

nsur

e

?ffe

ctiv

enes

s and

pub

lic

~cc

ount

abili

ty

1 In

cide

nce

of u

nres

olve

d co

n-

sum

er c

ompl

aint

s ab

out

lega

l

prac

titio

ners

2 S

ucce

ss r

ate

in in

stitu

tiona

l int

e-

grat

ion

3 M

obili

ty r

ate

betw

een

vario

us

bran

ches

of

the

prof

essi

on

AC

TIO

N P

LA

NS

-

-

-

LP01

5 In

vest

igat

e th

e ef

fect

iven

ess

of c

onsu

mer

pro

-

tect

ion

and

prof

essi

onal

acc

ount

abili

ty w

ith

reg

ard

to t

he p

rovi

sion

of

lega

l se

rvic

es b

y le

gal

prac

titio

ners

LP01

6 R

atio

nalis

e st

anda

rds

an

d g

over

nanc

e st

ruc-

tu

res

in th

e le

gal p

rofe

ssio

n to

fac

ilita

te l

ater

-

al

mob

ility

and

com

para

ble

stan

dard

s

LP

017

Dev

elop

a m

ultip

le e

ntry

fra

mew

ork

whi

ch

faci

litat

es e

ntry

int

o a

nd

mob

ility

bet

wee

n

vario

us b

ranc

hes

of t

he p

rofe

ssio

n

RE

SP

ON

SIB

ILIT

Y

Lega

l Ser

vice

s

Lega

l Ser

vice

s

Legi

slat

ion

an

d R

esea

rch

MIL

ES

TO

NE

S

Pub

lic h

earin

gs b

y O

CT

1998

Rec

omm

enda

tion

by

OC

T 19

98

Rep

ort

incl

udin

g re

c-

omm

enda

tions

by

OC

T

1998

.

TIM

E F

RA

ME

New

fram

ewor

k b

y

MA

R 2

00

2

Impl

emen

ted

by

MAR

200

1

Impl

emen

ted

by

DE

C 1

998

Ministry of Justice JUSTlCE V l S l O N 2000

' .!


Administration of Justice and State legal Affairs

7 State Legal and Legislative Services \

A The Challenges 1

The Department of Justice administers three divisions that supply legal and legislative services to the national government

and the provincial governments. They are:

The Office of the State Attorney The Office of the State Law Advisor

the South African Law Commission

The State Attorneys

The state attorneys are the government's lawyers. They are qualified attorneys who work on behalf of the central gov-

ernment as attorneys, notaries and conveyancers. Like any other attorneys, they act on the instructions of their clients. In

this case however, all the clients come from the various government departments. State attorneys handle:

Criminal cases

Civil claims and actions

Notarial work

Contracts

Legal advice

Aside from the services they provide for the national government, state attorneys also:

Act for the provincial governments i f there is no conflict between the national government and the provincial government in the particular case

Do legal work for various statutory bodies in which the government has financial or other interests

State attorneys save the central government and the provincial governments millions of rands in legal fees every year

because they do not charge the departments for their services. Client departments do however have to pay for any

expenses and all costs that have to be paid to opponents. Expenses include things like advocates' fees, sheriffs' fees and

SO on.

All legal costs that state attorneys get from opponents, are paid into the Consolidated Revenue Fund for Central

Government Departments.

The State Law Advisors

The state law advisors do the following:

Draft and check parliamentary legislation

Review government contracts

Give legal opinions to the executive, to government departments and to statutory bodies

Check subordinate legislation to make sure that is clear, correct and legal

Scrutinise international agreements to make sure that they are not in conflict with the Constitution or with any

South African municipal laws

JUSTICE V I S I O N 2000 Five Year National Strategy for Transforming the Administration of Justice and State Legal Affairs

I The South African Law Coqmission I

The South African Law Commission does research on law reform. It issues papers and reports and often drafts legislation if client departments ask for it.

The Effect of the Constitution

The new Constitution challenges the way that the state runs its legal affairs. Here are some of the challenges:

The national government has grown in size

There are nine new provinces with legislative and executive powers W e need more people, and people with better skills

State Law Services are not available everywhere W e need more specialist people to handle a variety of legal issues. Many government departments are having

to use external legal specialists and this is expensive The state attorney's office is too small to cope with the legal needs of all the government departments

The Constitution has also introduced a new value system, one that i s based on human rights and democracy. At the same

time the government has introduced a policy of reconstruction and development. This means that the people who are handle state legal affairs have now to give a different kind of service.

Law advisors will have to make sure that draft legislation, government contracts, and legal opinions, are all in keeping with the new values

I State attorneys will have to handle litigation and debt collection services for the state in terms of the new values

Everybody in the Department will have to be able to deliver fast service that is of a high quality

The Department will have to be pro-active about promoting fair and equal access to justice

To do this, we will implekent training programmes on the values in the Constitution, particularly human rights, and on the government's policy for reconstruction and development. W e will have to make sure that peoples' mindsets and attitudes are compatible with the new values, and that they are committed to the goals of the new government.

A Representative Public Service

The Constitution prescribes a representative public service. This places a duty on us to remove any artificial barriers that stop historically disadvantaged people from getting into the various professional ranks.

W e will have to implement measures to attract, fast track and retain suitably qualified people from historically disadvantaged groups. So far, it has been difficult to attract new people and to retain experienced people because of heavy workloads, poor working conditions, low salaries and environments that do not support diversity. The loss of these people robs the Department of much-needed skills and experience, and prevents us from achieving our goal of a representative public service.

To make our Department representative, we will have to:

Review the existing public service policies and regulations

Adopt policies to facilitate the lateral recruitment of historically disadvantaged professionals from the private sector

Improve p&oples' working conditions in the whole Department -_ Promote equality o f employment opportunities

Create opportunities for women to advance in their career paths

Ministry of Justice


i . 3


Administratton of Justice and Stote Legal Affairs

Transforming the Institutions

We will have to review the entire institutional framework for the administrdfion of state legal'6.ffairs. Many of the existing laws do not conform with the Constitution. For example, the State Attorney's Act, N o 56 of 1957 did not anticipate

a unified South Africa with nine provincial governments that have substantial legislative powers. As a result, some of the

provinces are now arguing for the establishment of provincial state attorneys.

The appropriate role of the state law advisors and how they should be organized in the new democracy, also needs some

rethinking. Among other things, we will have to address issues like:

Closeness of the services to users

Accessibility

Familiarity with the specific legal needs of client departments

Capacity to handle issues quickly and responsively

The position of provinces in cases of conflict, or ~otential conflict, with the central government or other provinces

These issues need to be addressed urgently because they have implications for fiscal discipline and for the common standards and practices in the justice system.

Common Standards and Practices

We need to make sure that common standards and practices become a part of the state legal and legislative services. At present, the lack of common standards and practices is causing problems, among them, the following:

The offices of the state attorneys are located in the divisions of the high courts and each one operates accord- ing to its own standards and practices, and there i s no policy framework except for the common standards set

out in the national Treasury directives

The provinces have state law advisors that are not connected to the national law advisors

The Department of International Affairs handles the international legal affairs of the government and the

Department of Justice handles matters like extradition treaties, extradition processes and the application of inter-

national legal documents but there are no common standards

There are no common practices for handling the criminal and delictual matters that could arise from the deeds of

the state or its employees during the apartheid era

These can only be solved with the creation of deliberate government policies and regulations.

Ministry of Justice


- * .~, , ."-"- - '. .,.r"..imiry.i'c >-,a , gd,, : <(? ,9 T : ' ~ f . ,;:- Five Year Nationol Strategy for Transforming the 1 :y$. ,:I.,, $ 1 i f "s;, Administration of Justice and Stale Legal Affairs !...:.a& :~i~<-~+&&ig.i

B The Strategic Goals and Key indicators of Success

C The Strategies

Strategic Goals

1. Policy and institutional cohesion in the administration of state legal affairs and the legislative process

2. Systems that support efficient and economic delivery of responsive and effective legal and legislative services to government

3. Representative institutions that are based on sound and fair human resource policies

1. We aim to achieve policy and institutional cohesion in the administration of state legal affairs and the legislative process. We will use the following strategies:

Indicators of Success

1 Fewer public complaints about the state's inconsis- tent litigation policies

2 All laws or regulations will be consistent with the Constitution

3 More policy consultations with other government departments and the public

4 More cases dealt with by state attorneys

5 More contracts awarded to historically disadvantaged professionals

1 Fewer complaints by client departments about the services of the state attorneys

2 Fewer cases defended unsuccessfully by the state 3 More money collected through the state attorney's'

office 4 Faster processing of legislation

1 Representivity in the offices of the state law advi-

sors and state attorneys 2 Lower staff turnover 3 More people trained in legal drafting

1 . I Rationalising the state attorneys' office to ensure, effective and efficient coordination, an even distribution of service outlets, avoidance of duplication and integration of personnel from establishments in the former

fragmented departments.

1 .2 Developing policies that foster consistency and the promotion of the values in the Constitution. Developing

government policies on reconstruction and development and at the same time ensuring that the government can meet it's international obligations in the administration of the legal affairs of government departments, provinces and parastatals.

1.3 Redesigning the legislative process to make sure that it is efficient and rational and cost effective

2. We aim tp achieve systems that support efficient and economic delivery of responsive and effective I = ~ ~ I and legislative services to government. We will use the following strategies:

2.1 Updating the information systems that the people in state legal and legislative services use so that data can

be stored effectively, and so that there is easy and efficient access to relevant legal information such as case law, law reports and international iurisprudence.


' 5

Five Yeor National Strategy for Transforming the Administration of Just~ce and State Legal Affairs

2.2 Reorganising the offices of the state attorney and state law advisor to make sure that the people who work there are responsive to the special needs of different government.departments ,. and where appropriate, to . , provincial administrations as well. I

2.3 Providing systems for efficient case management so that litigation costs are lower, and that cases involving the government are resolved speedily.

3. We aim to achieve representative institutions that are based on sound and fair human resource policies. We will use the following strategies:

3.1 Implementing the employment equity policy of the Department through programmes that seek to achieve horizontal and vertical representation of historically excluded groups of people and that will remove all artificial barriers to entry and advancement in the profession and to remaining in the profession.

3.2 Re-engineering human resource policies and systems to create a Framework that fosters professionalism, motivation and stability among all the people that are involved in the provision of legal services.


F~ve Year Nat~onal Strategy f o ~ T~arisform~ng the

Admln~stratlon of Just~ce and State Legal Affa~rs

D The Action Plans

GOAL NUMBER 1

We aim to achieve policy and institutional cohesion in the administration of state legal affairs and the legislative process

1.1

Rat

iona

lisin

g th

e

stat

e at

torn

eys'

offi

ce to

ensu

re,

effe

ctiv

e an

d ef

fi-

cien

t co-

ordi

natio

n, a

n

even

dis

trib

utio

n of

ser

-

vice

out

lets

, av

oida

nce

of

dupl

icat

ion

and

inte

gra-

tion

of p

erso

nnel

from

esta

blis

hmen

ts in

the

for-

mer

frag

men

ted

depa

rt-

men

ts

1 Ti

me

take

n to

pro

cess

cas

es i

n-

hous

e as

aga

inst

tim

e ta

ken

by

exte

rnal

age

ncie

s

TIM

E F

RA

ME

S

TRA

TEG

Y

2 In

cide

nce

of o

verla

p be

twee

n

stat

e at

torn

ey's

wor

k an

d w

ork

of s

tate

law

adv

isor

s

LSO

Ol

Aud

it cu

rren

t est

ablis

hmen

ts i

n te

rms

of

capa

city

, lo

catio

n an

d pe

rson

nel

KP

ls

Lead

: Cor

pora

te S

ervi

ces

Sup

port

: Hum

an R

esou

rces

/ R

egio

nal C

o-or

dina

tion

MIL

ES

TON

ES

Pla

nnin

g, te

rms

of r

ef-

eren

ce a

nd a

ppoi

nt-

men

t of

exec

utin

g

agen

cy b

y MAR

199

8

MA

R 1

998

to M

AR

1999

LSO

O2

Inve

stig

ate

the

feas

ibili

ty o

f re

view

ing

the

Sta

te A

ttorn

eys

Act

of

1957

to i

nteg

rate

the

stat

e at

torn

ey a

nd le

gal a

dvis

or in

stitu

tions

into

a s

ingl

e, i

nteg

rate

d na

tiona

l ent

ity w

ith

regi

onal

and

sub

-reg

iona

l bra

nche

s al

ong

the

lines

of

the

Nat

iona

l P

rose

cutio

n A

utho

rity

Lead

: Hum

an R

esou

rces

Sup

port

: Le

gisl

atio

n an

d

Res

earc

h /

Sta

te L

egal

Adv

ice /

Reg

iona

l Co-

ordi

natio

n

Dra

ft le

gisl

atio

n by

SEP

19

98

Impl

emen

ted

Act

by

SEP

1999

Not

e:

The

cost

ing

of th

e ac

tion

plan

s w

ill be

don

e w

ithin

the

six

bran

ches

of t

he D

epar

tmen

t as

part

of

the

rolli

ng p

lann

ing

cycle

.

STR

ATE

GY

1.2

Dev

elop

ing

po

li-

cies

tha

t fo

ster

con

sist

en-

cy a

nd th

e pr

omot

ion

of

the

valu

es in

the ,'.

Con

stitu

tion

. ('

Dev

elop

ing

gove

rnm

ent

polic

ies

on r

econ

stru

ctio

n

an

d d

evel

opm

ent

Ens

urin

g th

at th

e go

vern

-

men

t can

mee

t it's

int

er-

natio

nal o

blig

dtio

ns in

the

adm

inis

trat

ion

of th

e le

gal

affa

irs

of g

over

nmen

t

depa

rtm

enii,

pro

vinc

es

an

d p

aras

tata

ls

KP

ls

1 N

umbe

r o

f ha

rmon

ised

law

s

2 I

ncid

ence

of

inco

nsis

tent

pol

icy

appr

oach

es b

etw

een

depa

rt-

men

ts

--

-

-

AC

TIO

N P

LAN

S

LS00

3 D

evel

op a

pol

icy

to c

lari

fy t

he r

ole

of th

e

natio

nal s

tate

atto

rney

and

leg

al a

dvis

or in

rela

tion

to t

he p

rovi

ncia

l gov

ernm

ents

LS00

4 R

evie

w a

nd

cla

rify

pol

icie

s re

latin

g to

the

stat

e at

torn

ey's

rol

e in

def

endi

ng e

mpl

oyee

s

and

form

er s

tate

em

ploy

ees

in c

rimin

al a

nd

delic

tual

mat

ters

to e

nsur

e ce

rtai

nty

and

com

-

plia

nce

with

Con

stitu

tiona

l val

ues

LS00

5 E

stab

lish

a co

mm

on a

ppro

ach

to d

elic

tual

actio

ns b

roug

ht a

gain

st th

e cu

rren

t gov

ern-

men

t for

hum

an r

ight

s vi

olat

ions

, ar

isin

g fr

om

the

apar

thei

d er

a to

ens

ure

that

all

actio

ns

are

deal

t with

in

a m

anne

r th

at is

con

sist

ent

with

con

stitu

tiona

l val

ues

LS00

6 U

pdat

e gu

idel

ines

on

bri

efin

g p

olic

y to

lim

it

unne

cess

ary

expe

nditu

re a

nd a

void

rei

nfor

c-

ing

hist

oric

al r

ace

and

gend

er d

ispa

ritie

s

RE

SP

ON

SIB

ILIT

Y

Lead

: Sta

te L

egal

Adv

ice

Sup

port

: Leg

al S

ervi

ces /

Reg

iona

l Co-

ordi

natio

n

Lead

: Le

gal S

ervi

ces

Sup

port

: Reg

iona

l Co-

ordi

-

natio

n

Lead

: Leg

al S

ervi

ces

Sup

port

: Reg

iona

l Co-

ordi

-

natio

n

Lead

: Leg

al S

ervi

ces

Sup

port

: H

uman

Res

ourc

es

/ S

tate

Leg

al A

dvic

e

MIL

ES

TON

ES

Dra

ft re

com

men

datio

ns

and

inte

rgov

ernm

enta

l

mee

ting

by

MAR

199

8

Dra

ft gu

idel

ines

and

natio

nal

inte

rgov

ern.

men

tal m

eetin

g by

MAR

199

8

Dra

ft po

licy

reco

mm

en-

datio

ns a

nd n

atio

nal

inte

rgov

ernm

enta

l

mee

ting

by

JUN

199

8

Dra

ft po

licy

guid

elin

es

agre

ed u

pon

by

SEP

1998

TIM

E F

RA

ME

APR

1998

to M

AR

1999

JUL

1998

to J

UN

1999

OC

T 1

998

to S

EP

1999

OC

T 1

998

to S

EP

1999

STR

ATE

GY

1.3

Red

esig

ning

the

legi

slat

ive

proc

ess

to

mak

e su

re th

at i

t is

eff

i-

cien

t and

rat

iona

l an

d

cost

effe

ctiv

e

-

KP

ls

1 A

vera

ge ti

me

take

n to

pro

cess

legi

slat

ion

2 In

crea

se in

cos

t of

draf

ting

leg-

isla

tion

MIL

ES

TON

ES

Pla

nnin

g, r

esou

rce

allo

-

catio

n a

nd

app

oint

-

men

t of

exec

utin

g

agen

cy

by M

AR 1

998

Pla

nnin

g co

mpl

eted

by

MAR

199

8

Dra

ft re

port

by

SEP

1998

Pla

nnin

g, r

esou

rce

allo

-

catio

n a

nd

rec

ruitm

ent

of f

irst g

roup

of

train

ees

by

MAY

199

9

TIM

E F

RA

ME

MAR

199

8 to

MAR

19

99

To t

ake

plac

e b

y

JUN

199

8

Impl

emen

ted

from

SEP

1998

to

MAR

2

00

0

JUN

199

9 to

MAY

2

00

2

. l

, ".

,I J

AC

TIO

N P

LAN

S

LS00

7 C

omm

issi

on a

stu

dy i

nto

the

prob

lem

s of

the

curr

ent l

egis

lativ

e pr

oces

s an

d ap

proa

ches

in

com

para

ble

juris

dict

ions

LS00

8 C

onve

ne a

nat

iona

l int

ergo

vern

men

tal c

onfe

r-

ence

to

exam

ine

the

curr

ent l

egis

lativ

e pr

oces

s

and

cons

ider

wor

king

opt

ions

, in

clud

ing

the

feas

ibili

ty o

f a

Nat

iona

l Le

gisl

atio

n S

ervi

ces

Uni

t

LS00

9 C

omm

issi

on a

stu

dy in

to th

e fe

asib

ility

of

a

natio

nal l

egis

lativ

e fr

amew

ork

inco

rpor

atin

g a

Nat

iona

l Leg

isla

tive

Ser

vice

s U

nit a

nd c

onsi

d-

er t

he r

espe

ctiv

e ro

les

of t

he s

tate

law

adv

isor

and

legi

slat

ion

bran

ch o

f th

e D

oJ, i

nclu

ding

the

role

of

the

SA

La

w

Com

mis

sion

LSO

lO P

ilot t

he c

once

pt o

f a

natio

nal l

egis

lativ

e dr

aft-

ing

trai

ning

ins

titut

e in

corp

orat

ing

the

conc

ept

of s

impl

e la

ngua

ge w

ith t

echn

ical

ass

ista

nce

from

inte

rnat

iona

l dev

elop

men

t ag

enci

es

RE

SP

ON

SIB

ILIT

Y

Lead

: Le

gisl

atio

n an

d

Res

earc

h

Sup

port

: Le

gal S

ervi

ces /

Sta

te L

egal

Adv

ice

Lead

: Le

gisl

atio

n an

d

Res

eaic

h

Sup

port

: Le

gal S

ervi

ces

Lead

: Le

gisl

atio

n an

d

Res

earc

h

Sup

port

: Le

gal S

ervi

ces

Lead

: H

uman

Res

ourc

es

Sup

port

: Le

gisl

atio

n an

d

Res

earc

h /

Sta

te L

egal

Adv

ice

Mln~stry of Jushce

JUSTICE V I S I O N 2000 F~ve Year Nat~onal Strategy for Tronsformlng the

Admlnlstratlon of Just~ce and State Legal Affalrs

GOAL NUMBER 2

( We aim to achieve systems that support efficient and economic delivery of responsive and effective legal and legislative services to gov- I ernment

0

I S

TRA

TEG

Y

0

2.1

Upd

atin

g th

e

info

rmat

ion

syst

ems

that

the

peop

le in

sta

te l

egal

and

legi

slat

ive

serv

ices

use,

so

that

dat

a ca

n be

stor

ed e

ffect

ivel

y, a

nd s

o

that

ther

e is

eas

y an

d ef

fi-

cien

t acc

ess

to r

elev

ant

lega

l inf

orm

atio

n su

ch a

s

case

law

, la

w r

epor

ts a

nd

inte

rnat

iona

l jur

ispr

u-

denc

e

KP

ls

1 N

umbe

r of

sta

te le

gal i

nstit

u-

tions

with

on-

time

com

mun

ica-

tion

netw

ork

2 N

umbe

r of

com

pute

rised

info

r-

mat

ion

serv

ices

AC

TIO

N P

LAN

S

LSOI 1

Upg

rade

infr

astr

uctu

re a

nd a

dmin

istr

ativ

e

syst

ems

in th

e fo

rmer

TBV

C s

tate

s an

d se

lf-

gove

rnin

g te

rrito

ries,

to b

ring

them

int

o lin

e

with

oth

er o

ffice

s

LS012

Impl

emen

t an

info

rmat

ion

syst

em t

hat

ensu

res

acce

ss f

or a

ll go

vern

men

tal l

aw a

dvis

ors

and

atto

rney

s, a

s w

ell a

s th

e SA

Law

Com

mis

sion

and

lega

l ser

vice

s di

visi

on, t

o na

tiona

l and

inte

rnat

iona

l inf

orm

atio

n da

ta s

yste

ms

of

mut

ual i

nter

est

RE

IPO

NS

lBlL

lM

I MIL

ES

TON

ES

I TIM

E ~q

natio

n

Lead

: Cor

pora

te S

ervi

ces

Sup

port

: Reg

iona

l Co-

ordi

-

Cor

pora

te S

ervi

ces

Nee

ds a

sses

smen

t don

e AP

R 19

98 to

MAR

by

OC

T 1

997

1 2001

MA

R 1

998

Pla

nnin

g an

d al

loca

-

tion

of r

esou

rces

by

APR

19

98 to

MA

R

2001

2.2

Reo

rgan

isin

g

the

offic

es o

f th

e st

ate

atto

rney

and

sta

te la

w

advi

sor

to m

ake

sure

tha

t

the

peop

le w

hpG

ork

ther

e ar

e re

s$on

sive

to

the

spec

ialis

ed n

eeds

of

diffe

rent

gov

ernm

ent

depa

rtmen

ts a

nd w

here

appr

opria

te,

to p

rovi

ncia

l

adm

inis

trat

ions

as

wel

l

I In

cide

nce

of s

ucce

ssfu

l use

of

inte

rnal

res

ourc

es in

spe

cial

ised

case

s

STR

ATE

GY

2 N

umbe

r of

spe

cial

ist p

rofe

s-

sion

als

in g

over

nmen

t em

ploy

KP

ls

AC

TIO

N P

LA

NS

3 N

umbe

r of

int

erde

part

men

tal

mee

tings

to d

iscu

ss l

egal

ser

-

vice

s

RE

SP

ON

SIB

ILIT

Y

LS01

3 C

ondu

ct a

n as

sess

men

t of

need

s of

var

ious

stat

e de

partm

ents

with

reg

ard

to s

peci

alis

t

lega

l mat

ters

MIL

ES

TO

NE

S

LS01

4 R

eorg

anis

e th

e of

fices

of

the

stat

e at

torn

ey

into

spe

cial

ist

units

to f

acili

tate

mee

ting

the

spec

ialis

t leg

al n

eeds

of

clie

nt d

epar

tmen

ts

TIM

E F

RA

ME

Sup

port:

Leg

al S

ervi

ces /

Reg

iona

l Co-

ordi

natio

n

LSO

I 5 I

nves

tigat

e th

e po

ssib

ility

of

seco

ndm

ent o

f

stat

e at

torn

eys

to v

ario

us g

over

nmen

t dep

art-

men

ts a

nd if

nec

essa

ry, t

o pr

ovin

cial

adm

inis

-

trat

ions

to p

rom

ote

acce

ssib

ility

to u

sers

OC

T 1

998

to M

AR

20

02

App

oint

men

t of

task

team

by

MAR

1998

Lead

: Le

gal S

ervi

ces

Sup

port

: Sta

te L

egal

Adv

ice

/ R

egio

nal C

o-

ordi

natio

n

LSO

I 6 O

rgan

ise

regu

lar

dial

ogue

with

clie

nt d

epar

t-

men

ts t

o ge

t fee

dbac

k on

ser

vice

s an

d in

for-

mat

ion

on f

urth

er n

eeds

On

go

ing

Pilo

t pro

ject

up

an

d

runn

ing

in o

ffice

by

OC

T 1998

Lead

: Le

gal S

ervi

ces

Sup

port:

Hum

an R

esou

rces

/ S

tate

Leg

al A

dvic

e /

Reg

iona

l Co-

ordi

natio

n

Con

sulta

tions

with

clie

nt d

epar

tmen

ts c

om-

plet

ed b

y JU

N 1998

Lead

: Le

gal S

ervi

ces

Sup

port

: Sta

te L

egal

Adv

ice

/ R

egio

nal C

o-

ordi

natio

n

Ong

oing

STR

ATE

GY

2.3

Pro

vidi

ng s

yste

ms

for

effic

ient

cas

e m

anag

e-

men

t so

that

lit

igat

ion

cost

s or

e lo

wer

, an

d th

at

case

s in

volv

ing

the

gov-

er

nmen

t are

res

olve

d sp

eedi

ly

- -

1 N

umbe

r of

ear

ly s

ettle

men

ts

reac

hed

thro

ugh

ADR

2 P

erce

ntag

e of

nat

iona

l bud

get

spen

t on

litig

atio

n co

sts

I M

ILE

STO

NE

S

I TIM

E F

RA

ME

A

CTI

ON

PLA

NS

LS01

7 In

trodu

ce g

uide

lines

enc

oura

ging

the

use

of

info

rmal

dis

pute

res

olut

ion

optio

ns in

civ

il pr

ocee

ding

s to

enc

oura

ge e

arly

set

tlem

ents

an

d sa

ve l

itiga

tion

cost

s

RE

SP

ON

SIB

ILIT

Y

Lead

: Leg

al S

ervi

ces

Sup

port:

Reg

iona

l Co-

ordi

- na

tion

Trai

ning

in A

DR

for

all

prof

essi

onal

s by

OC

T 19

98

1 natio

n

OC

T 19

98 to

SEP

19

99

3 A

vera

ge ti

me

take

n to

set

tle

lega

l dis

pute

s

LS01

8 In

trodu

ce ti

me

limits

for

case

han

dlin

g to

enco

urag

e sp

eedy

han

dlin

g of

cas

es

LS01

9 E

ncou

rage

team

wor

k to

ens

ure

that

cas

es a

re

not d

elay

ed d

ue to

the

abse

nce

of t

he p

rofe

s-

sion

al w

ho is

han

dlin

g su

ch o

cas

e

LSO

2O P

rovi

de a

dequ

ate

adm

inis

trativ

e an

d pr

ofes

-

sion

al s

uppo

rt to

mai

ntai

n hi

gh

stan

dard

s

Lead

: Leg

al S

ervi

ces

Sup

port:

Reg

iona

l Co-

ordi

-

Lead

: Leg

al S

ervi

ces

Sup

port:

Hum

an R

esou

rces

/ R

egio

nal C

o-or

dina

tion

Lead

: Leg

al S

ervi

ces

Sup

port:

Hum

an R

esou

rces

/

Reg

iona

l Co-

ordi

natio

n

Aud

it of

cur

rent

pra

c-

tices

by

OC

T 19

98

Nee

ds a

sses

smen

t com

-

plet

ed b

y O

CT

1997

APR

1998

to M

AR

2002

APR

1998

to M

AR

2002

Nee

ds a

sses

smen

t by

OC

T 19

97

APR

1998

to M

AR

20

02

Ministry of Justice JUSTICE V I S I O N 2000


GOAL NUMBER 3

We aim to achieve representative institutions that are based on sound and fair human resource policies

3.1

Impl

emen

ting

the

empl

oym

ent e

quity

pol

icy

of t

he D

oJ th

roug

h p

ro-

gram

mes

tha

t se

ek t

o

2 5

1 D

emog

raph

ic p

rofil

e of

sta

te

atto

rney

s, a

dvis

ors

and

lega

l

drah

ers

STR

ATE

GY

K

PIS

A

CTI

ON

PLA

NS

1 R

ES

PO

NS

IBIL

I~

I M

ILES

TON

ES

1 TIM- g

5

LS0

2 1

Impl

emen

t acc

eler

ated

mea

sure

s to

ide

ntify

and

fast

tra

ck s

uita

bly

qual

ified

per

sons

from

hist

oric

ally

exc

lude

d gr

oups

for

recr

uitm

ent

and

adva

ncem

ent,

incl

udin

g tr

aini

ng,

to

vert

ical

rep

rese

ntat

ion

of

hist

oric

ally

exc

lude

d

grou

ps o

f pe

ople

and

that

will

rem

ove

all a

rtifi

cial

barr

iers

to e

ntry

and

achi

eve

horiz

onta

l and

man

agem

ent o

f div

ersi

ty

Lead

: Le

gal S

ervi

ces

Sup

port:

Hum

an R

esou

rces

/ R

egio

nal C

o-or

dina

tion

3 S

taff

fluct

uatio

n by

rac

e an

d

gend

er

12

In

cide

nce

of c

onfli

ct r

elat

ed to

Ach

ieve

men

t of

tar

gets

19

96 to

20

02

set

out

by

the

Pub

lic

Ser

vice

Com

mis

sion

for

1999

adva

ncem

ent i

n th

e pr

o-

I I

men

t and

ret

entio

n th

at h

ave

no d

emon

stra

ble

I I

I I

I en

sure

ret

entio

n I

I I

LS0

22 C

ondu

ct a

n au

dit o

f th

e cu

lture

, sy

stem

s an

d

prac

tice

in re

leva

nt in

stitu

tions

to i

dent

ify a

nd

elim

inat

e al

l tho

se b

arrie

rs to

ent

ry,

adva

nce-

fess

ion

and

to r

emai

ning

1

I re

latio

nshi

p to

iob

per

form

ance

I

I I

I I

in th

e pr

ofes

sion

Lead

: Le

gal S

ervi

ces

Sup

port:

Hum

an R

esou

rces

/ R

egio

nal C

o-or

dina

tion

Pla

nnin

g an

d ap

poin

t-

men

t of

exec

utin

g

agen

cy b

y M

AR

1998

MAR

199

8 to

DE

C

1998

STR

ATE

GY

3.2

Re-

engi

neer

ing

hum

an r

esou

rce

polic

ies

and

syst

ems

to c

reat

e a

fram

ewor

k th

at fo

ster

s

prof

essi

onal

ism

~~

mot

iva-

tion

and

stab

ility

am

ong

all t

he p

eopl

e th

at a

re

invo

lved

in th

e pr

ovis

ion

of l

egal

ser

vice

s

KP

ls

1 S

taff

turn

over

2 A

vera

ge o

utpu

t per

pro

fess

ion-

al p

erso

n

3 Fe

wer

val

id c

ompl

aint

s b

y cl

ient

depa

rtmen

ts c

once

rnin

g qu

ality

of w

ork

AC

TIO

N P

LA

NS

LS02

3 C

ondu

ct a

n in

vest

igat

ion

into

sal

arie

s an

d th

e

curr

ent r

ewar

d sy

stem

and

mak

e re

com

men

-

datio

ns c

once

rnin

g m

arke

t-re

late

d sc

ales

and

appr

opria

te r

ewar

d pr

actic

es to

pro

mot

e hi

gh

leve

ls o

f m

otiv

atio

n an

d pr

oduc

tivity

LS02

4 R

evie

w p

ublic

ser

vice

reg

ulat

ions

to p

rovi

de a

fram

ewor

k th

at s

uppo

rts s

ound

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