strategic plan 2012-2017 annual performance plan 2012-13

Strategic Plan 2012-2017

Annual Performance Plan 2012-13

Budget 2012-13

Presentation to Portfolio Committee on Justice & Constitutional Development

8 May 2012

Content

1. Introductory Comments

2. Strategic Plan 2012-2017

3. Annual Performance Plan 2012-2013

4. Budget 2012-13

5. Concluding Comments

2

Introductory Comments

Legal Aid SA has over the past years included strategic planning as an integral and core part of its operation. To formulate the strategies that have to be implemented to achieve a clearly defined Vision and Outcomes/Objectives is critical to the success of any focussed and successful organisation.

The organisation has considered its development in terms of strategic periods over which it planned to achieve defined strategic shifts. In this next SP period the strategic shift to be achieved has also been outlined.

All corporate documents including the Annual Performance Plan, Budget and Legal Aid Guide are informed by the Strategic Plan and indicate how the organisation will execute its strategic plan.

The organisations performance management system also ties into the SP and APP thus ensuring the execution, monitoring, tracking and reporting against strategies intended to achieve the Outcomes and Vision.

In this new SP for the period 2012-2017 Legal Aid SA has ensured compliance with the new National Treasury Regulations on Planning and Reporting. As required, KPIs and targets have also been included in this SP.

3 3

Strategic Plan

2012-2017

4

Strategic Plan 2012-2017 - Content

Introduction and Background

Strategic Planning Methodology and Process

Legislative and Other Mandates

Situational Analysis

External (Performance) Environment

Internal (Organisational) Environment

Vision 2025

Mission 2025

Values 2012-2017

Strategic Shifts 2012-2017

Strategic Risks 2012-2017

Outcomes and Objectives 2012-2017

Strategies 2012-2017

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Strategic Plan 2012-2017 - Introduction & Background

Legal Aid SA established in terms of Legal Aid Act 1969 (as amended)

A Schedule 3A National Public Entity in terms of PFMA

Legal Aid SA governed by Board of Directors (Accounting Authority)

which is accountable to the Executive Authority (EA) ie the Minister of

Justice & Constitutional Development as well as to Parliament

Complying with requirements of NT Regulations to

Prepare a 5 year Strategic Plan (SP)

Which informs the 3-year MTEF and Annual Performance Plan and Budget

Submit SP to EA by end January prior to start of SP period

Legal Aid SA Strategic Plan 2012-2017 finalised and submitted to EA

in January 2012 and approved by EA in March 2012.

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Activity Time frame

I. Proposal for preparation of Strategic Plan 2012-2017 approved by the

Board of Legal Aid SA

November 2010

II. Research commissioned and finalised November 2010 - May 2011

III. Workshop with Management Executive Committee June 2011

IV. Draft 1 of Strategic Plan compiled and submitted to

Board

June 2011

V. Board Strategic Planning Workshop July 2011

VI. Consultation with Internal Stakeholders on Draft 2 Strategic Plan

2012-2017

August – September 2011

VII. Consultation with External Stakeholders on Draft 2 Strategic Plan

2012-2017

August – October 2011

VIII. Strategic Plan (final draft) incorporating stakeholder input submitted to

Board for approval

November 2011

IX. Final approved Legal Aid SA Strategic Plan 2012-2017 submitted to

the Executive Authority

January 2012

X. Minister of Justice approval of Strategic Plan 2012-17 17 March 2012

Strategic Plan 2012-2017 - Process

7

Strategic Plan 2012-2017 - Methodology

The methodology followed by Legal Aid SA included the following:

Identifying factors in the environment that impact on the work of the Legal Aid SA;

Strategic risks that have to be mitigated to achieve the vision;

Vision, Mission and Values Vision - what the organisation wants to achieve in the long-term in aspirational terms

Mission - the type of organisation it has to develop to achieve its vision and

Values – principles by which the organisation will act in achieving its vision and mission;

Outcomes and objectives - goals that the organisation wants to achieve;

Strategies - how to use the resources optimally to achieve the vision and outcomes;

Programmes - action plans to implement strategies – within available resources and time-frames;

KPIs and Targets Key performance indicators (KPIs) - to measure performance on programmes to achieve objectives and

outputs, and

Targets - to be achieved for each objective in five years, and

Baseline level of performance - at the start of the Strategic Plan period against which targets and performance is assessed.

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Financial

To succeed financially, how should we appear to our shareholders?’’

Internal Business Process

“ To satisfy our shareholders and customers , what business processes

must we excel at?”

Learning and Growth

“To achieve our vision, how will we sustain our ability to change and improve?”

Customer

“To achieve our vision, how should we appear to our customer?”

Objecti

ves

Mea

sure

sTa

rgets

Initia

tives

Obje

ctiv

esM

easu

res

Targ

ets

Initi

ativ

es

Vision and

Strategy Objec

tives

Mea

sure

sTa

rgets

Initia

tives

Objec

tives

Measu

res

Targe

ts

Initia

tives

Strategic Plan 2012-2017 – Methodology: Balance Scorecard

The Balanced Scorecard

approach goes beyond

measuring success based on

financial performance, to also

include performance in terms of

delivery to clients and

stakeholders as well as on

monitoring progress in building

the capabilities and assets

required for future growth.

This includes external and

internal factors impacting on

the business:

Client, Community,

Stakeholder and

Shareholder (external)

Finance and Sustainability

(external)

Business Processes

(internal)

Employee and

Organisational Capacity and

Innovation and Learning

(internal). 9

Strategic Plan 2012-2017 - Legislative & Other Mandates

Constitutional Mandate

Sections 35(2); 35(3) and 28(1)

Legislative Mandate

Legal Aid Act 22 of 1969 as amended

Other Legislation Impacting on Delivery of Legal Aid

PFMA

Relevant Court Rulings

S v Vermaas; S v Du Plessis 1995 (3) SA 292 (CC

Bernstein v Bester NO 1996 (2) SA 751 (CC)

Nkuzi Development Association v Government of the Republic of South Africa 2002 (2) SA 733 (LCC)

Legal Aid Board (Ex Parte) v Johan Pretorius and Another 2006 JDR 0458 (SCA) Unreported

Legal Aid Board v The State and Others 2011(1) SACR 166 (SCA) (Porritt and Bennett)

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Strategic Plan 2012-2017 - Situational Analysis

External (Performance) Environment

The population of SA increasing - 50.59 million, with 13.8 m households.

Internal migration (between provinces), migration from neighbouring countries as well as urbanisation impacts on services delivery.

The economy is still in recession. Economic growth is positive but slow, projected at 3.1% of GDP in 2011 and 3.4% in 2012.

SA has a high unemployment rate - the unemployment rate (strict definition) is 25%

The implementation of the Legal Practice Bill will have drastic implications.

Pro bono is still not effectively undertaken by the legal professional bodies - could increase the supply of civil legal aid services

Focus on improved case flow management in courts

According to the Police crime statistics crime has decreased in the last several years and this may lead to a decrease in the demand for criminal legal aid.

NPA new cases have decreased; The number of finalised cases increased substantially; Outstanding and backlog cases increased; Diversions increased.

The number of finalised and new cases that Legal Aid SA has dealt with has continued to grow.

Implementation of the findings of the CJS review is underway - may result in improved screening and reduction in trial matters.

Civil legal aid remains limited by budgetary constraints - budget consumed by criminal legal aid.

The ‘not so poor’ gap group is not being assisted.

Donor funding decreases or resources decline for other service providers such as NGOs could result in increased demand for Legal Aid services.

In 2010/11, 988,451 (of which 962,317 were new cases) criminal cases were processed through the courts.

The major criminal gap exists in District courts (excluded matters) since Legal Aid SA represents the majority of accused persons in criminal cases, especially serious matters heard in High Court and Regional Court.

In 2010/11, 2,728,305 civil matters (including new cases, trials, motions and judgements) were processed through the lower courts. It is not known which proportion of these cases required legal aid assistance. It is however predicted that demand for civil legal aid is set to increase.

Legal Aid SA will remain the significant provider of legal aid services on the greater scale. Other service providers will assist to close the gap at a smaller scale.

The gap between supply and demand of legal aid is set to increase. More resources will be needed to cope with supply to meet demand.

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Strategic Plan 2012-2017 - Situational Analysis External (finance & Sustainability) Environment

Legal Aid SA source of funding is mainly government grants.

Legal Aid SA is highly compliant with legislation including the PFMA and Regulations and Financial

and Reporting Standards.

Updated Report and Code on Corporate Governance (King III) published in 2009. Legal Aid SA has

implemented more than 95% of the principles of King III.

A Board Agenda is developed for the reporting cycle which is flexible and has an appropriate

balance between strategy, implementation, sustainability, risk and legal compliance.

The organisation is setting both risk tolerance measures for defensive strategies and risk appetite

measures for opportunity driven strategies. Risk is managed effectively.

Strong alignment between Governance Policies, organisational culture, practices and systems.

Independent Board evaluation in 2011 indicates that the Board is fulfilling its roles and

responsibilities effectively and efficiently and is successfully fulfilling its strategic leadership role in

setting strategy as well as its oversight role to ensure strategy is implemented.

Board and Board Committees function effectively.

The brand of the organisation has continued to grow as the performance of the organisation has

improved.

Awareness about Legal Aid SA amongst public increased by 8% to 49% in the past seven years. 12

Strategic Plan 2012-2017 - Situational Analysis Internal (Organisational) Environment

Legal Aid SA has a mixed delivery model - provision of legal aid through: justice centres (96% of new

matters), judicare (3%), co-operation partners (1%) and agency agreements (<1%). The mixed

delivery model will continue being used.

Number of cases dealt with has increased annually, as the national footprint has expanded.

In 2010/2011, 92.5% of new matters were criminal legal matters and 7.5% were civil legal matters.

Client access to civil legal aid will be increased.

Legal Aid SA uses the Justice Centre Model - 2011 National Footprint: 64 justice centres and 64

satellite offices. Legal Aid SA’s national footprint is expected to increase by approximately 10%. The

growth will result from the conversion of satellite offices into justice centres.

Legal Aid SA coverage is 80% (4days/week) coverage of District Courts and 100% (5days/week)

coverage of Regional Courts. In high courts a central court-roll model provides coverage on all

matters requiring legal aid.

The Legal Aid Advice Line, a call centre, was established in 2010 to increase access to clients of

general legal advice service. The number of clients assisted by the Legal Aid Advice line is likely to

increase significantly.

Management of HR practices within Legal Aid SA is by large in line with current industry practices.

Performance Management System is in line with best practice of employee rewards.

Legal Aid SA has increased its investment levels on ICT. There is a need to improve the IT

governance and IT risk management.

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VISION (2025):

A South Africa in which

the rights enshrined in

the Constitution are

realised and upheld and

responsibilities are

complied with to ensure

equality, justice and

quality of life for all.

MISSION (2025):

To be a leader in the provision

of accessible, sustainable,

ethical, independent and

quality legal services to the

poor and vulnerable.

Strategic Plan 2012-2017 - Vision 2025 & Mission 2025

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I. Passion for Justice

To strive to give effect to the rights enshrined in our Constitution and to be committed and dedicated to

increasing access to justice for all.

II. Ubuntu To ensure that in all our dealings with our clients, community and staff , we treat each other with

compassion, respect, human dignity, regardless of class, sex, race, gender, sexual orientation, age or any

other form of prejudice.

III. Integrity

To live by the highest ethical standards, demonstrating honesty and fairness in all our dealings with our

clients, community, stakeholders and employees.

IV. Accountability

To be accountable to our clients, the public, stakeholders and shareholders by ensuring compliance with

our mandate within the framework of good governance and effective and efficient utilisation of public

funds.

V. Service Excellence

To provide the best in quality legal service and in everything we do, achieving excellence every day.

VI. People Centred Development

To empower our clients and communities to make informed choices about legal matters impacting on their

lives. To strive for a workplace where opportunity, openness, enthusiasm, empowerment, teamwork,

empathy, learning, accountability and a sense of purpose combine to provide a rewarding professional

experience resulting in a highly motivated, valued and diverse workforce.

Strategic Plan 2012-2017 - Values

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Pre 1999

• Legal aid delivery model relied on judicare practitioners (outsourced model) and partnerships with law clinics, NGOs and attorneys in rural areas.

• Legal aid was initiated to assist the poor but was not equally accessible and did not reach all as a result of financial constraints.

• By the 1990s the organisation was in crisis, financially and administratively.

• There was no WAN and LAN and a stand-alone IT system was used to record legal aid.

2000 – 2002

• There was a shift to the Justice Centre model and the roll out of a national footprint of justice centres, aimed at reaching many more South Africans.

• The financial crisis was averted and the first unqualified audit report was received.

• The WAN and LAN were implemented and a stand-alone IT system was used to record legal aid.

2003-2006

• Justice Centre model roll out completed. Policies, procedures and systems implemented.

• There was a clear strategic shift to a focus on the delivery of professional legal services, with access and quality of legal services a key strategic priority.

• Work was done on the quality of legal services and quality interventions were introduced.

• Financial performance and governance was strengthened and an unqualified audit was maintained.

• Number of staff doubled therefore focus on human resources management. Legal staff were made permanent.

• IT platform was consolidated, a legal administration application was implemented and there was improved connectivity across the national footprint of justice centres.

• Basic management information was being collected and collated manually.

• Justice Centre Performance Monitor was initiated.

Strategic Plan 2012-2017 - Strategic Shifts

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2006-2009

• The National Footprint expanded to provide legal aid at all criminal courts.

• There was a focus on the practitioner per court ratio which was too low and therefore impacting on caseloads and quality.

• Access and quality of legal services continued to be a key strategic priority.

• Attention was given to improving the strategic positioning of the organisation within both the justice cluster and the South African community in general.

• Financial performance and governance were enhanced. The unqualified audit included no matters of emphasis from the Auditor General.

• The human resources focus was on people centred programmes and organisational culture programmes aimed at developing a strong values based culture within the organisation.

• Performance management and the tracking of performance continued.

• The development of management and leadership skills of managers was a focus.

• The IT platform was expanded to support the expansion of the national footprint and to serve the operational needs within legal administration, finance and human resources.

• There was a shift to the electronic collection and compilation of management information. Business Intelligence and the Corporate Dashboard were developed.


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2009-2012

• New ways of increasing access to justice within resource constraints were explored and implemented.

• The Legal Aid Advice Line was launched to improve access to first level legal assistance.

• Mechanisms to increase the practitioner per court ratio was a focus

• In ensuring quality legal services independent quality assurance was implemented through the

establishment of a Legal Quality Assurance Unit.

• Programmes and projects from the Criminal Justice Review were implemented.

• The Legal Aid brand was consolidated in order to increase public awareness of the independent quality

legal aid services provided.

• The financial maturity of the organisation improved as did risk based management in all facets of the

business, in an effort to maintain unqualified audits.

• People development programmes were consolidated and aligned to create a rich talent pool of premium

brand public interest professionals thus developing staff to be ambassadors of the brand.

• Risk based management of performance with individual responsibility for tracking performance was

introduced and the shift from management to leadership began.

• The IT platform was further enhanced and the Virtual Private Network (VPN) was implemented.

• Business Intelligence was made available to all staff to improve management of their performance and

the Corporate Dashboard was electronically compiled.


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The strategic shift the organisation plans to effect over the 2012-2017 period is as follows:

I. Enhancing and expanding new forms of legal aid access;

II. Client-focused legal aid delivery;

III. Quality, rights based legal aid services delivering desired outcomes;

IV. Proactively making the justice system function more effectively and efficiently;

V. Strengthening the legal aid brand to be a respected and acclaimed legal service provider;

VI. Sustainability - financial and non-financial;

VII. Talent management growing and renewing core strategic competencies;

VIII. Competitive Employee Value Proposition (EVP);

IX. Building Values-based Authentic Leadership.

X. IT Platform increasing clients access to legal aid services;

XI. Management information improving reporting and accountability and informing improved

performance

Sustainable high performance and excellence in all segments of the organisation over the next decade, positively touching

the lives of many more South Africans thus ensuring JUSTICE FOR ALL.


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Client & Community

• Coverage of criminal courts matched to demand subject to a minimum coverage at every court including rural based courts

• Improved case finalisation - Reduction of awaiting trial period and incarceration

• Improved client relationship management including response to client's complaints

• Increased number of clients assisted in civil legal matters through innovative delivery models

• Primary level service expanded and consolidated including Legal Aid Advice Line

• Self help legal services expanded and consolidated thus expanding the footprint

• Improved networking &focused visibility initiatives with stakeholders to extend footprint to reach many more clients

• Proactively facilitate partnerships with institutions who render pro bono services

• Expanded National Footprint with additional points of contact with clients, in under-serviced areas in particular, as well new forms of contact and

assistance

• Mixed model delivery system affirmed and enhanced with alternative and innovative delivery systems - largest proportion being JCs

• Increased access to internal and external legal support & expertise, including on line support, to ensure improved quality of services rendered

• Risk based monitoring of practitioner's legal quality continued (balancing it out with productivity to be continued)

Increase % of staff on low support requirement by development of legal staff

• Legal Quality Assurance Unit enhanced to provide independent assessments of quality of legal services rendered by practitioners including court

observation

• Formation of strategic and effective partnerships to improve efficiency of justice system

• Improved alignment of management information of justice cluster stakeholders

• Implementation of all recommendations from CJS review and Civil Justice Review


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Client Community

I. Challenges to the Rule of Law.

II. Capacity to meet community demand for civil legal aid - lack of funding for civil legal aid.

III. Quality of legal services offered by Legal Aid SA (including judicare quality).

IV. Legal Aid SA image/ perception/ reputation risk.

Legal and Justice

V. Lack of confidence in the justice system. Inefficiencies of the justice system negatively impact on image and credibility of all entities within the justice system. Lack of complementary facilities to enhance access to justice.

Finance and Governance

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

VII. Sustainable performance and sustainable practice.

Employee and Organisational Capacity

VIII. Attraction and retention of expertise and specialist skills.

IX. IT Governance and IT platform and capacity responsiveness to business need.

X. Deepening client- focused, values-based organisational culture.

Strategic Plan 2012-2017 - Strategic Risks

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Client & Community Finance & Sustainability Business Processes Employee & Organisational Capacity

1. Empowered clients and communities

making informed choices about their legal

rights and responsibilities.

6. Financial and non-financial

sustainability impacting positively

on society, the economy and the

environment.

9. Delivery and business processes that are

client focused, efficient, effective and

sustainable.

12. An expanded and capacitated/ resourced

National Footprint reaching the poor and

vulnerable persons requiring legal assistance.

2. All poor and vulnerable persons able

to access quality public funded legal

services to protect and defend their

rights.

7. Good governance practices

enabling high performance

10. An effective and efficient, economic and

environmentally responsive supply chain

management system supporting client

services delivery and internal business

processes.

13. Committed, competent and dedicated

employees empowered to deliver the

organisation's mandate and strategies.

Stakeholder

3. An accessible, effective and efficient

justice system serving all in South Africa.

8. A recognised, respected and

acclaimed legal aid brand.

11. Management information that is

accurate, reliable and timeous.

14. A learning and flexible organisation growing

its own knowledge base to optimise

performance.

4. Effective sustained stakeholder

partnerships able to jointly increase

access to justice as well as to support

other external developing legal aid

organisations.

15. An organisation based on a people centred

culture.

16. An Employee Value Proposition able to

recruit and retain the best talent to deliver the

organisation's mandate/ strategies.

Shareholder

5. Delivering on our constitutional and

statutory shareholder mandate in an

independent, accountable and

sustainable manner.

17. A Values-based and ethical leadership

inspiring and harnessing the contribution of

employees for sustainable performance geared

to serve client’s needs.

18. A modern, integrated, secure and effective

IT Platform facilitating client services and

linkages and enabling internal business needs.

Outcome 1:Quality justice for all, focusing on the poor and vulnerable.

Outcome 2: Respected, high performance, sustainable, accessible public entity impacting positively on society, the economy

and the environment.

Strategic Plan 2012-2017 - Outcomes & Objectives

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Client & Community Finance &

Sustainability

Business Processes Employee & Organisational Capacity

I. Delivering client-focused legal aid, including to

vulnerable groups, in criminal matters.

X. Increasing Financial

Sustainability.

XIV. Maintaining a mixed-model

legal aid delivery system.

XIX. Expanding and capacitating the National Footprint to

increase points of access and new forms of access,

especially in rural areas.

II. Delivering client-focused legal aid, including to

vulnerable groups, in civil matters.

XI. Increasing Sustainable

(non-financial)

performance.

XV. Building organisational

models/ structures to optimise

performance and delivery of

legal/support services.

XX. Developing and expanding the legal quality and

expertise for each segment of the national footprint.

III. Delivering client-focused primary legal aid

services.

XII. Maintaining and

enhancing good

governance.

XVI. Maintaining a regulatory

framework incorporating best

practice.

XXI. Developing talent and improving competencies to

serve business needs and integrating competencies into

related programmes.

IV. Delivering client-focused Impact legal aid

services.

XIII. Strengthening and

growing a sustainable

recognised brand.

XVII. Maintaining strong financial

management and Supply Chain

Management.

XXII. Leveraging institutional knowledge to remain smart

and effective.

V. Developing new and alternative methods of

increasing access to justice.

XVIII. Developing and enhancing

accurate and reliable Management

Information Systems.

XXIII. Strengthening and stimulating the development of a

people centred culture.

VI. Contributing to the effective functioning of the

justice and legal sector.

XXIV. Developing and implementing an Employee Value

Proposition able to recruit and retain the best talent and

culture fit.

VII. Implementing community education/

outreach programmes.

XXV. Developing values-based and authentic leadership

to ensure sustained high performance to deliver on our

mandate.

VIII. Forging stakeholder partnerships to jointly

increase access to justice.

XXVI. Building an integrated, stable and reliable IT

Platform serving clients' needs and internal business

needs.

VIII. Accounting to the DoJ and Parliament on

delivery of mandate, governance and

sustainability.

Strategic Plan 2012-2017 - Strategies

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Client & Community

Objective 1: Empowered clients &communities making informed choices about their legal rights & responsibilities

Objective 2: All poor & vulnerable persons able to access quality public funded legal services to protect & defend their rights

Strategy I. Delivering client-focused legal aid, including to vulnerable groups, in criminal matters

Programme 1: To deliver (increase access) quality criminal legal aid services that are client focused

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

Programme 3: To improve on specialised legal service delivery

Strategy II: Delivering client-focused legal aid, including to vulnerable groups, in civil matters

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

Programme 5: To increase access points to civil legal aid and respond to needs of the rural poor and different vulnerable groups

Strategy III: Delivering client-focused primary legal aid services

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

Programme 7: To maintain (and expand within budget) the Legal Aid Advice Line to deliver (increase access) quality telephone legal

advice services that are client-focused

Programme 8: To implement new forms of first level legal services that are client-focused

Programme 9: To improve client relationship management and implement a client feedback mechanism for all legal aid services

Strategic Plan 2012-2017 - Strategies & Programmes

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Client & Community (continued)

Strategy IV: Delivering client-focused Impact legal aid services

Programme 10: To increase access to justice through impact litigation –which is able to address Constitutional rights and socio-

economic rights and develop jurisprudence on these matters

Strategy V: Developing new and alternative methods of increasing access to justice

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

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

Strategy VI: Contributing to the effective functioning of the justice and legal sector.

Programme 12: To proactively improve the functioning of the courts and justice system

Programme 13: To implement recommendations of Criminal Justice Review and Civil Justice Review

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

stakeholders in the justice and legal sector


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Client & Community (continued)

Objective 4: Effective sustained stakeholder partnerships able to jointly increase access to justice as well as to support other external developing legal aid

organisations

Strategy VII: Implementing community education/outreach programmes.

Programme 15: Improve awareness, educate and inform communities on Constitutional rights and responsibilities

Strategy VIII: Forging stakeholder partnerships to jointly increase access to justice

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

Programme 17: Increasing access to clients through partnerships with civil society organisations (including pro bono)

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

Objective 5:Delivering on our constitutional and statutory shareholder mandate in an independent, accountable and sustainable manner

Strategy IX: Accounting to the DoJ and Parliament on delivery of mandate, governance and sustainability

Programme 19: To account and provide assurance to the Department of Justice and Constitutional Development and Parliament on

performance and governance


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Finance & Sustainability

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

Strategy X: Increasing financial sustainability

Programme 20: Ensuring strong financial performance and optimum maturity level

Programme 21: Improved strategic budgeting and financial planning

Programme 22: Compliant and best practice financial reporting

Programme 23: Sustainable government grant funding

Programme 24: Client contributions and other revenue streams

Strategy XI: Increasing sustainable (non-financial) performance

Programme 25: Increasing Sustainable (non-financial) and integrated performance and reporting

Programme 26: Sustainable corporate policies and practices

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

Programme 28: Maintain Fraud Management Practices


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Finance & Sustainability (continued)

Objective 7: Good governance practices enabling high performance

Strategy XII: Maintaining and enhancing good governance

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

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

Programme 31: Independent monitoring and oversight unit providing combined assurance

Objective 8:A recognised, respected and acclaimed legal aid brand

Strategy XIII: Strengthening and growing a sustainable recognised brand

Programme 32: Develop and maintain a strong and recognised legal aid brand


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Business Processes

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

Strategy XIV: Maintaining a mixed-model legal aid delivery system

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

Strategy XV: Building organisational models/structures to optimise performance and delivery of legal/support services

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

Programme 35: To refine and develop legal service delivery and support models to improve efficiency and effectiveness of delivery and

functioning of the justice system

Strategy XVI: Maintaining a regulatory framework incorporating best practice

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

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


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Business Processes (continued)

Objective 10: An effective and efficient, economic and environmentally conscious supply chain management system supporting client services delivery and

internal business processes

Strategy XVII: Maintaining strong financial management and Supply Chain Management

Programme 38: Maintain a strong financial and supply chain management (including judicare)

Programme 39: Ensuring good financial management

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

Strategy XVIII: Developing and enhancing accurate and reliable Management Information Systems

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

Programme 41: Develop and maintain Business Intelligence (BI) platform (legal and support)


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Employee & Organisational Capacity

Objective 12: An expanded and capacitated/resourced national footprint reaching the poor and vulnerable persons requiring legal assistance

Strategy XIX: Expanding and capacitating the national footprint to increase points of access to legal aid services and new forms of access, especially in rural

areas.

Programme 42: Expand and maintain the national footprint, including the physical and ICT service points, to improve access

Programme 43: Building a segment of the national footprint which in partnership with other delivery/supply agents (including pro bono)

improve access to justice (x-ref Programme 17)

Programme 44: Capacitate (staff) the National Footprint

Strategy XX: Developing and expanding the legal quality and expertise, for each segment of the national footprint

Programme 45: To implement interventions to improve and monitor legal services delivery quality to deliver desired outcomes

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

Programme 47: Legal Research undertaken to support delivery of quality legal services, to inform legal aid policy and protect clients’ rights

Programme 48: Legal Support interventions implemented to support delivery of quality legal services. (including legal resources and experts)

Programme 49: Independent Legal Quality Assurance (LQA)


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Employee & Organisational Capacity (continued)

Objective 13: Committed, competent and dedicated employees empowered to deliver the organisation's mandate and strategies

Strategy XXI: Developing talent and improving competencies to serve business needs and integrating competencies into related programmes

Programme 50: Talent and career management (including recruitment and succession planning)

Programme 51: Competency and skills development (Legal & Support staff)

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

Strategy XXII: Leveraging institutional knowledge to remain smart and effective

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

Objective 15:An organisation based on a people centred culture

Objective 16: An Employee Value Proposition able to recruit and retain the best talent to deliver the organisation's mandate/ strategies

Strategy XXIII: Strengthening and stimulating the development of a people centred values-based culture.

Programme 53: Employer brand

Strategy XXIV: Developing and implementing an Employee Value Proposition able to recruit and retain the best talent and culture fit

Programme 54: Employee Value Proposition (EVP)

Programme 55: Maintain a competitive remunerations and rewards system


32

Employee & Organisational Capacity (continued)

Objective 17: A values-based and ethical leadership inspiring and harnessing the contribution of employees for sustainable performance geared to serve

clients‟ needs

Strategy XXV: Developing values-based and authentic leadership to ensure sustained high performance to deliver on our mandate

Programme 56: Develop and maintain a value-based leadership pipeline

Objective 18: A modern, integrated, secure and effective IT Platform facilitating client services and linkages and enabling internal business needs

Strategy XXVI: Building an integrated, stable and reliable IT Platform serving clients' needs and internal business needs

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

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


33

Annual Performance Plan

2012-13

34

Annual Performance Plan - Content

BUDGET PER FUNCTIONAL AREA

COMPONENT OF BALANCED SCORECARD

BUDGET

ALLOCATION

2012/2013

% OF TOTAL

BUDGET

A Client & Community & Stakeholders & Shareholders 872 982 177 67.8%

B Finance & Sustainability 21 676 885 1.7%

C Business Processes (Internal ) 13 053 406 1.0%

DEmployee and Organisational Capacity and Innovation

and Learning379 065 623 29.5%

Ad Additional Programmes 0 0.0%

Total budget R 1 286 778 091 100.0% 35


Client & Community & Stakeholder Programmes per Strategy

Projects KPIs Outputs RisksProof of

Delivery

MeasuresBase Year

(2011) Targets

Quality Quantity

Objective 1: Empowered clients and communities making informed choices about their legal rights and responsibilities

Objective 2: All poor and vulnerable persons able to access quality public funded legal services to protect and defend their rights

STRATEGY I: DELIVERING CLIENT-FOCUSED LEGAL AID, INCLUDING TO VULNERABLE GROUPS, IN CRIMINAL MATTERS

Programme 1: To deliver (increase access) quality criminal legal services that are client focused

P1-1 Criminal Court

Coverage

Access to

justice to

indigent in

criminal

matters

Coverage of

Courts:

DCs: 83%;

RCs: 96%

HCs: All LA

matters

Practitioners in

lower courts to

be allocated

court work a

maximum of 4

days per week.

Coverage:

DCs: ≥85%;

RCs: 100%;

HCs: All LA

matters

All criminal

courts covered

Clients not

legally

represented

at their trials

Court

Coverage

report

* * * * 687 776 834

P1-4 Reducing

case

backlogs

Cases in all

court types

exceeding

targeted

turnaround

times

monitored.

Case

turnaround

times:

DC: 16%

RC: 27%

HC: 40%

Case

turnaround

times:

< 20% DC

cases > 6

months;

< 25% RC

cases > 9

months;

< 30% HC

cases > 12

All pending

matters

exceeding

target

turnaround

times

monitored

Matters

unnecessaril

y prolonged/

delayed

Pending

matter

reports

Pending

matters

exceeding

target

turnaround

times report.

* * * *

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

P2-1 Linkage with

police and

social

development

(Children

Criminal

Matters)

Improved

linkages with

police and

social

development to

ensure legal

representation

for children in

criminal

matters

Linkage with

police

primarily at

case flow

meetings

Quarterly

interaction

Improved

linkage with

police and

social

development

Children

unrepresent

ed

Stakeholder

linkage

reports

* * * * n/a

Programme 3: To improve on specialised legal service delivery

P3-1 Coverage of

specialist

Children's

courts

Child justice

courts

(Childrens

courts -

criminal

matters)

89% 100% of Child

Justice Courts

Legal Aid SA

specialist

capacity

available at all

Child Justice

Courts.

Clients in

specialist

courts

unrepresent

ed

Court

coverage

statistics

* * * * 37 535 051

All children

requiring legal

aid

Representatio

n of children in

all criminal

matters

Children

criminal

stats

* * * *

Q4Q3Q2

Time-frames

BudgetQ1

36




Delivery

MeasuresBase Year

(2011) Targets

Quality Quantity



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

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

P4-1 Increased

access to

Civil Legal Aid

Increased civil

legal aid

Civil Matters:

31,451

10% growth in

civil matters per

annum

Increased

numbers of

clients

assisted in

civil matters

Inability to

meet

demand for

civil legal aid

services

Civil

productivity

stats.

* * * * 60 664 580

Programme 5: To increase access points to civil legal aid and respond to needs of the rural poor and different vulnerable groups

P5-1 Improved

linkages with

community

advice offices

(including

NADCAO) to

increase

Clients

assisted at

advice offices

Linkages with

advice offices

currently in

place

Quarterly Effective

linkage with

advice offices

within

coverage

area.

Clients with

civil

problems

unassisted

Advice

office

linkage

report

* * * * 8 085 710

Q4Q3Q2

Time-frames

BudgetQ1

37




Delivery

MeasuresBase Year

(2011) Targets

Quality Quantity



STRATEGY III: DELIVERING CLIENT-FOCUSED PRIMARY LEGAL ADVICE SERVICES

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

P6-1 Legal Advice

capacity

General advice

service

available at all

Legal Aid SA

offices

Legal Advice

Matters:

234,693

Growth in legal

advice matters:

5%

Increase

general advice

service

provided at all

offices

Clients

requiring

legal advice

unassisted

General

advice

statistics

* * * * 32 002 053

Programme 7: To maintain (and expand within budget) the Legal Aid Advice Line to deliver (increase access) quality telephone legal advice services that are client-focused

P7-1 Legal Aid

Advice Line:

increase

access

Increased

number of

clients assisted

with telephone

legal advice

Call Centre

Calls: 13,926

10% growth in

telephone legal

advice matters;

Target: 6 calls

per hour per call

centre agent.

(subject to

Increased

number of

clients

assisted with

telephone

legal advice

System/

connectivity

problems

Call Centre

statistics

* * * * 6 965 702

Programme 8: To implement new forms of fist level legal services that are client-focused

P8-1 Legal self-help

modules

Legal self-help

modules

developed: 4

modules

annually

n/a 4 Modules

developed

annually

Develop Legal

self-help

modules

developed

Unresolved

client

problems

Self-help

web page

hits

recorded

* * * * n/a

Programme 9: To improve client relationship management and implement a client feedback mechanism for all legal aid services

P9-1 Client

satisfaction

Client

satisfaction

surveys

n/a Client

satisfaction >

80% for all legal

aid services

Quarterly Quarterly

Client

Satisfaction

Surveys

Client

satisfaction

unknown

Client

satisfaction

survey

reports

* * * *

Q4Q3Q2

Time-frames

BudgetQ1

38




Delivery

MeasuresBase Year

(2011) Targets

Quality Quantity



STRATEGY IV: DELIVERING CLIENT FOCUSED IMPACT LEGAL AID SERVICES

Programme 10: To increase access to justice through impact litigation - which is able to address Constitutional rights and socio-economic rights and develop jurisprudence on these matters

P10-1 Legal action

through the

impact

litigation unit,

class actions

etc

Effective

Strategic Plan

for the ILU

Aligned to the

Organisational

Strategic Plan

1. Impact Unit

– 7

2. Justice

Centres – 11

3. External

Service

Providers -13

Effective 1 Implement ILU

Strategic Plan

Quality of

legal

services

rendered

may not be

of required

standard

ILU Updated

Strategic

Plan and

Agenda

* 7 096 016



STRATEGY V: DEVELOPING NEW AND ALTERNATIVE METHODS OF INCREASING ACCESS TO JUSTICE

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

P11-1 Alternative

dispute

resolution

New and

alternative

methods of

increasing

access to

justice

investigated

and

implemented

New

programme

Research

report

Mediation pilot

report

Inability of

justice

system to

support and

sustain

alternative

modes of

providing

access to

justice

Research

report;

Implementati

on record.

* * * * n/a

Q4Q3Q2

Time-frames

BudgetQ1

39




Delivery

MeasuresBase Year

(2011) Targets

Quality Quantity

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

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

Programme 12: To proactively improve the functioning of the courts and justice system

P12-1 Plea

bargaining

and restorative

justice

Improved use

of plea

bargaining

when in the

best interests

of clients

Informal plea

bargaining on

behalf of

clients

currently

practised by

practitioners

All matters

considered

Increased use

of formal and

informal plea

bargaining

(where

appropriate)

Client

matters

prolonged

with

unfavourable

consequenc

es for client

Plea bargain

stats/Outco

me

Statistics;

File notes

* * * * n/a

P12-3 Improved case

flow

management

Effective

participation in

case flow

forums to

improve

efficiency of

courts

All JCs

currently

participate in

local case

flow meetings

Participate in

case flow

forums as per

local/provincial

meeting

schedules

JC

participation in

all local

Justice Cluster

forums such

as Case Flow

management

meetings.

Inefficient

functioning

of courts

Case flow

meeting

reports -

web page.

* * * *

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

P13-1 Contribute to

and implement

Criminal

Justice

System

Review

An improved

criminal justice

system

A few

recommendat

ions have

been

incorporated

in draft

protocols

Interests of

Legal Aid SA

clients

monitored and

advanced

All

recommendatio

ns affecting

Legal Aid SA

implemented

Implementatio

n of Criminal

Justice

System review

recommendati

ons

Failure/inabil

ity of other

stakeholders

to implement

recommend

ations

CJS

recommend

ations

tracking

sheet

* * * * n/a

Contribute to

and implement

Civil Justice

System

Review

An improved

civil justice

system

Interests of

Legal Aid SA

clients

monitored and

advanced

All

recommendatio

ns affecting

Legal Aid SA

implemented

Implementatio

n of Civil

Justice

System review

recommendati

ons

Civil Justice

System

Protocols/Im

plementation

Plans

* * * *

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

P14-1 Case Backlog

Project

Participation in

project to

reduce case

backlog

Case

backlog

project in

place

All DC and RC

backlog courts

Participation

in project to

reduce case

backlog

Matters

delayed for

prolonged

periods

Case

backlog

project

statistics

* * * * 32 000 000

Q4Q3Q2

Time-frames

BudgetQ1

40




Delivery

MeasuresBase Year

(2011) Targets

Quality Quantity

Objective 4: Effective sustained stakeholder partnership able to jointly increase access to justice as well as to support other external developing legal aid organisations

STRATEGY VII: IMPLEMENTING COMMUNITY EDUCATION/OUTREACH PROGRAMMES

Programme 15: Improve awareness, inform and educate communities on Constitutional rights and responsibilities

P15-1 Community

Outreach on

the

Constitution

and rights

Increased

awareness by

communities

on rights and

Constitution

Education

and

awareness

on

Constitutional

and human

rights

included in

outreach

1 x outreach

event at

government key

service delivery

1 per quarter Local

community

structures

Clients not

fully

informed of

their rights

and

responsibiliti

es

Report on

activities

* * * * n/a

Objective 4: Effective sustained stakeholder partnership able to jointly increase access to justice as well as to support other external developing legal aid organisations

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

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

P16-1 Stakeholder

Relationship

Management

at local level

Engagement

with all

identified

primary and

secondary

stakeholders

Stakeholder

Relationship

Management

Matrix

developed in

2010/11

Stakeholder

engagement

programme

implemented as

planned

annually

Stakeholder

engagement

programme

implemented

as planned

annually

i. Poor or

low

stakeholder

engagement

ii.

Uninformed

stakeholders

Stakeholder

engagement

programme

* * * * 580 327

Programme 17: Increasing access to clients through partnerships with civil society organisations and the legal fraternity (including pro bono)

P17-1 Partner with

community

traditional

structures to

increase

access

Improved joint

ventures with

NGOs, CBOs,

human rights

organisations

and judicare

practitioners

annually

Support base

for clients:

Family and

social

workers at

32% in

2010/11

Minimum of

quarterly

interaction

Programmes

for civil society

organisations

delivered as

planned

annually

High

expectations

from civil

society

Networking

records

* * * * n/a

Q4Q3Q2

Time-frames

BudgetQ1

41




Delivery

MeasuresBase Year

(2011) Targets

Quality Quantity

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

P18-1 Implement a

programme to

support the

advancement

of legal aid in

developing

countries

Knowledge

and information

shared with

Delegations/

Countries and

at ATJ

Conferences/

Workshops

International

Delegations

hosted

Co-operation

with legal aid in

developing

countries

fostered

4 interventions

per annum

(subject to

requests by

outside

delegations)

Support

provided and

knowledge

shared with

countries with

developing

legal aid

systems

Demand on

resources

Record of

visits by

outside

delegations

* * * * n/a

Objective 5: Delivering on our constitutional and statutory mandate in an independent , accountable and sustainable manner

STRATEGY IX: ACCOUNTING TO THE DOJ AND PARLIAMENT ON DELIVERY OF MANDATE, GOVERNANCE AND SUSTAINABILITY

Programme 19: To account and provide assurance to DoJ and parliament on performance and governance

P19-1 Reporting and

accountability

to

shareholder/E

xecutive

Authority

Reporting and

accountability

to the

Executive

Authority and

statutory

compliance

maintained and

improved

Reporting

and

accountability

to the

Executive

Authority and

statutory

compliance

maintained at

100%

Timeous and

accurate

Reporting and

accountability to

the Executive

Authority and

statutory

compliance

maintained at

100%

i. 4 Quarterly

performance

reports

ii. 1 Annual

Report

iii. Reporting

to and briefing

of

Parliamentary

Committees

iv. Responses

to questions

from

Parliament

i.

Performanc

e reports not

submitted

timeously

ii.

Inconsistent

and

unverifiable

performance

data

i. 4 Quarterly

performance

reports

ii. 1 Annual

Report

iii. Reporting

to and

briefing of

Parliamentar

y

Committees

iv.

Responses

to questions

from

* * * * 275,904

872 982 177

Q4Q3Q2

Time-frames

BudgetQ1

42


Finance & Sustainability Programmes per Strategy

Quality Quantity


STRATEGY X: INCREASING FINANCIAL SUSTAINABILITY

Programme 20 : Ensuring strong financial performance and optimum maturity level

P20-1 Financial

Performance

and maturity

levels

The maturity

level of

financial

performance

increased

from medium

to high in 2nd

year

Financial

maturity level

of the

organisation

at medium

level in

2010/11

Improved

financial

performance

and maturity

levels

The maturity

level of

financial

performance

increased

from medium

to high in 2nd

year

High level of

financial

maturity

Financial

performance

and

optimum

maturity level

may not

improve

Improved

independent

ratting of

financial

maturity level

by Internal

and External

auditors.

* n/a

Programme 21: Improved strategic budgeting and financial planning

P21-1 Strategic

Budgeting

Prepare

balanced and

sustainable

budget (as per

government

grant

allocation)

Financial

planning

aligned to

MTEF

2011/13

MTEF informed

by the

approved

Strategic Plan

Approved

MTEF and

budget

Approved

balanced

MTEF and

budget

i. Financial

planning not

aligned to

organisation

al strategies

ii. Impact of

escalating

cost per

case on

budget

Approved

MTEF which

is aligned to

the strategic

plan

* 2 251 131

Programme 22: Compliant and best practice financial reporting

P22-1 Financial

Reporting

Level of

financial

reporting

compliant with

best practice

annually

2010/11

financial

reporting

compliant

with best

practice

Financial

reporting

compliant with

best practices.

Annual and

Mid year

Financial

Statements

Compliant

financial reports

delivered

annually

Non-

compliant

financial

reporting

Non-

compliant

financial

reporting

* * 5 330 140

Programme 23: Sustainable government grant funding

P23-1 Government

Funding

Baseline

budget

allocation

annually

increased in

line with

approved

MTEF and

macro-

adjustment of

National

Treasury

MTEF

2011/13 and

budget

allocation

2010/11

Comprehensive

and sustainable

MTEF which

address

government

priority matters

Approved

MTEF and

Budget

Approved

MTEF Annual

government

grants received

as per

approved

National

Treasury

allocation

i. Macro-

adjustments

by National

Treasury

below

inflation

ii. Cuts in

government

baseline

funding

Approved

MTEF

2012/13 -

2015/16 and

Budget

* n/a

BudgetRisksProof of

Delivery

Time-frames

Q1 Q2 Q3 Q4Projects

KPIs

OutputsMeasures

Base Year

(2011)

Performance

Targets

43



Quality Quantity


STRATEGY XI: INCREASING SUSTAINABLE (NON-FINANCIAL) PERFORMANCE

Programme 25: Increasing Sustainable (non-financial) and integrated performance and reporting

P25-1 Sustainable

and integrated

performance

and non

financial

reporting

Sustainable

and non

financial

performance

information

included in the

Annual Report

Sustainable

Planning and

Integrated

reporting

Comprehensive

, accurate and

timely

Non financial

report included

in the Annual

Report

Sustainable

(incorporating

short, medium

and long term

impact) &

Integrated

(incorporating

impact on

economy,

society and

environment)

performance

planning and

reports

Planning not

sustainable

and

integrated

impacting on

performance

not being

sustainable

and

integrated

Non financial

report

(Integrated

Annual

Report)

* n/a

Programme 26: Sustainable corporate policies and practices

P26-1 Sustainable

corporate

policies

Sustainable

and statutory

compliant

policies and

practices

Current

policies 2011

improved

sustainability

Policies

updated to be

sustainable

Business not

being

sustainable

and lack of

leadership

* n/a

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

P27-1 Review

identified risks

Review

identified risks

and ensure

that mitigating

controls are in

place

Risks

managed at

98%

compliance

with Risk

Measures

implemented

by all

business

units

Quarterly risk

surveys of all

strategic,

operational and

support

activities

specific risks

conducted

across the

organisation.

4 Quarterly

survey results

for all

Strategic

Risks, Legal

Risks, Justice

Centres,

Regional

Offices and

National Office

Departments.

4 Quarterly

4 Quarterly Risk

Survey Results.

4 Quarterly Risk

Analysis

Reports which

includes a

graphical

representation

of risks.

Risk may not

be managed

adequately

Emerging

Risks not

identified

timeously

4 Quarterly

Risk Survey

Reports

Results.

4 Quarterly

Risk

Analysis

Reports

*

*

*

*

*

*

*

*

n/a

BudgetRisksProof of

Delivery

Time-frames

Q1 Q2 Q3 Q4Projects

KPIs

OutputsMeasures

Base Year

(2011)

Performance

Targets

44



Quality Quantity

Programme 28: Maintain Fraud Management Practices

P28-1 Fraud

management

plan

Zero tolerance

on fraud

100%

compliance

with Fraud

Prevention

Measures by

all business

units ;

Revision of

Fraud Policy

and Plan based

on Best

Practises and

actual incidents

of fraud within

the

organisation

and other public

entities.

1 Annual

Fraud

Prevention

Strategy and

Annual Fraud

Prevention

Plan.

Fraud

prevention

Strategy and

Annual Fraud

prevention Plan

Fraud may

not be

prevented,

detected,

recorded

Annual

Fraud

Prevention

Strategy and

Annual

Fraud

Prevention

Plan.

*

*

*

*

*

*

*

*

*

*

*

*

Objective 7: Good governance practices enabling high performance and accountability

STRATEGY XII: MAINTAINING AND ENHANCING GOOD GOVERNANCE

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

P29-1 Ensure best

governance

practice, King

III guidelines,

compliance

with PFMA

and other

statutory

requirements

100%

compliance

with statutory

requirements

including

Legal Aid Act

& PFMA

100%

compliance

with Legal

Aid Act,

PFMA and

other

legislation

Reviews

conducted in

accordance

with IIA

Standards.

4 Quarterly

PFMA and

Statutory

compliance

Reports.

Quarterly

PFMA and

Statutory

compliance

Reports.

Statutory

and

Governance

non-

compliance

resulting in

problems

with EA and

AG

4 Quarterly

PFMA and

Statutory

compliance

Reports.

* * * * n/a

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

P30-1 An effective

and strategic

Board

Skilled and

properly

constituted

Board and

Board

Committees

which function

effectively

Board

properly

constituted

and

functioning

effectively

with all

meetings

quorate

As per

Succession

Plan

1 i. Board

Succession

Plan

implemented

Lack of

continuity at

Board level

Board

Succession

Plan

Implementati

on Project

Managemen

t Plan

* * * * 1 455 137

BudgetRisksProof of

Delivery

Time-frames

Q1 Q2 Q3 Q4Projects

KPIs

OutputsMeasures

Base Year

(2011)

Performance

Targets

45



Quality Quantity

Programme 31: Independent monitoring and oversight unit providing combined assurance

P31-1 Independent

monitoring and

oversight unit

providing

combined

assurance

Independent

Assurance on

i. Statutory

Compliance &

Governance

practices

95% of JCs

and Units

reviewed

score above

90%

Reviews

conducted in

accordance

with IIA

Standards.

2 Six Monthly

PFMA and

King III Audit

Reports.

Reporting to

Board on

Compliance

with PFMA,

King III and

other laws

applicable to

the

organisation.

Audit reports

may not

direct

managemen

t effort

towards

potential

breakdown

in controls or

2 Six

Monthly

PFMA and

King III

Compliance

Reports

* * 8 483 119

Internal Audit

coverage of

Audit Universe

to increase by

2% per annum

Audit

Coverage

Plan

implemented

covers 75%

of the Audit

Universe,

80% of all

risks, and all

Business

Units in

24mths

Development of

coverage plan

in accordance

with IIA

standards,

takes into

account all

components of

the risk

universe, ie IT,

Fraud,

Compliance

and operational

controls.

1 Audit

Coverage plan

indicting % of

Universe

covered.

1 Revised

Coverage

Plan during

Mid Year

indicating

additional

areas of audit.

Implementation

of rolling Audit

Coverage Plan

Audit reports

may not

direct

managemen

t effort

towards

potential

breakdown

in controls or

towards new

emerging

risks

Internal Audit

Universe

and

coverage

plan

Mid Year

revised

Internal Audit

Universe

and

coverage

plan

* *

Objective 8: A recognised, respected, independent and acclaimed legal aid brand

STRATEGY XIII: STRENGTHENING AND GROWING A SUSTAINABLE RECOGNISED BRAND

Programme 32: Develop and maintain a strong and recognised legal aid brand

P32-1 Brand and

marketing

programmes

Marketing

Plan

Brand and

Marketing

strategy in

place

>95% of

Marketing

Plan

implemented

Marketing of

Legal Aid SA

services;

billboards,

television,

newspaper,

Legal Aid

SA brand

not visible to

or

recognised

by

Marketing

Implementati

on plan

* * * * 4 157 358

21 676 885

BudgetRisksProof of

Delivery

Time-frames

Q1 Q2 Q3 Q4Projects

KPIs

OutputsMeasures

Base Year

(2011)

Performance

Targets

46


Internal Business Processes Programmes per Strategy

Quality Quantity


STRATEGY XIV: MAINTAINING A MIXED-MODEL LEGAL AID DELIVERY SYSTEM

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

P33-1 Mixed-model

service

delivery

model: Legal

Access to

justice to

indigent using

mixed model

delivery

systems

Mixed

delivery

system model

implemented

New matter

split per

delivery

system -

JC (94%),

Judicare (5%)

& Co-ops and

agency (1%)

Mixed model

delivery

system

implemented

Courts not

effectively

covered

Mixed model

delivery

report

* * * * n/a


STRATEGY XV: BUILDING ORGANISATIONAL MODELS/STRUCTURES TO OPTIMISE PERFORMANCE AND DELIVERY OF LEGAL/SUPPORT SERVICES

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

P34-1 Matrix

Management:

Legal

Improved

matrix

management

National

Operations

JCEs: 80% of

time spent on

legal services

delivery

JCEs spend

>80% of time

on legal

services

delivery issues

Improved

focus by JCEs

on legal

services

delivery issues

Insufficient

focus on

legal

services

delivery

JC

Managemen

t survey

* * * * n/a

Programme 35: To refine and develop legal service delivery and support models to improve sustainability, efficiency and effectiveness of delivery and functioning of the justice system

P35-1 Legal service

delivery

models

Reviewed

legal delivery

models

Current

business

models

serving

business

need

Review report Sustainable

and efficient

and effective

legal service

delivery

models

investigated

Models that

no longer

provide

efficiency

and

effectivenes

s

Review

report

* n/a

BudgetRisksProof of

Delivery

Time-frames

Q1 Q2 Q3 Q4Projects

KPIs

OutputsMeasures

Base Year

(2011)

Performance

Targets

47



Quality Quantity


STRATEGY XVI: MAINTAINING A REGULATORY FRAMEWORK INCORPORATING BEST PRACTICES

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

P36-1 Legal Aid Act The enactment

of a revised

Legal Aid Act

to ensure

better access

to justice to

indigent

In keeping with

current needs

New enacted

Legal Aid Act

Ensure that

steps are

taken to

ensure that the

new Legal Aid

Act is

promulgated

DoJ

capacity to

finalise

revised

Legal Aid

Act

New Legal

Aid Act

operational

* * * * 644 772

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

P37-1 Policies,

Procedures

and SOPs:

Legal

Update Legal

SOPS that

align to

operational

needs

Updated

SOPs as at

2010/11

Relevant to

operational

needs

2013 Legal

SOPS as

approved by

LSTC

Revised Legal

and AI SOPs

to ensure they

align with

current

policies and

SOPs not

aligned to

relevant

legislation

Updated

legal and

legal admin

SOPs.

* n/a

Objective 10: An effective and efficient, economic and environmentally responsive supply chain management system supporting client services delivery and internal business processes

STRATEGY XVII: MAINTAINING STRONG FINANCIAL MANAGEMENT AND SUPPLY CHAIN MANAGEMENT

Programme 38: Maintain a strong financial and supply chain management (including judicare)

P38-1 Supply chain

management

SCM to be

relevant and

effective and

compliant with

PFMA

Updated

SCM policy

and

governance

structures in

place

Compliance

with PFMA and

SCM Policy of

National

Treasury.

BAC meetings

held at least

once a month

Functional and

effective SCM

committees

BAC

decisions

Non

compliance

with SCM

policy and

PFMA

Updated

SCM Policy

* * * * 6 785 651

BudgetRisksProof of

Delivery

Time-frames

Q1 Q2 Q3 Q4Projects

KPIs

OutputsMeasures

Base Year

(2011)

Performance

Targets

48



Quality Quantity

Programme 39: Ensuring good financial management

P39-1 Financial

management

Financial

management

in accordance

with financial

regulations,

standards and

best practices

Compliance

with AG Client

Services Plan

Sound

financial

management

in place

Knowledge and

under-standing

of AG Client

Services Plan

Interim and

final audit

Unqualified

Audit Report.

Meet all the

audit

requirements

per AG Client

Services Plan

Statutory

and

Governance

non-

compliance

resulting in

problems

with the

Executive

Authority

Absence of

compliance

issues

relating to

AG Services

Plan

* * * * 2 688 139

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

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

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

P40-1 National

Operations

management

information

Updated

integrated

management

information

available

quarterly

Integrated

Management

Information

system in

place

Accurate and

complete

Monthly Legal

Services

Delivery - MIS

Unavailabilit

y of relevant

information

for

managemen

t decision

making

Legal

Services

Delivery

reports

* * * * 2 934 844

Programme 41: Develop and maintain Business Intelligence (BI) platform (legal and support)

P41-1 Business

Intelligence

(BI)

Business

Intelligence

(BI) platform

enhanced to

include

integrated

legal work,

financial and

HR information

Only

operations for

legal work

included in

2010/11 BI

phase 1

Stable BI

platform

available and

as per SLA with

business

All users

designated to

have access

can access BI

system. 95%

availability of

BI system

infrastructure.

Enhanced

decision-

making based

on reports

drawn and

analysis done

off BI system

Unreliable

and

inaccurate

data

Dashboard

link available

through

intranet

BI available

to managers

and staff

n/a

13 053 406

BudgetRisksProof of

Delivery

Time-frames

Q1 Q2 Q3 Q4Projects

KPIs

OutputsMeasures

Base Year

(2011)

Performance

Targets

49


Employee & Organisational Programmes per Strategy

Quality Quantity

Objective 12: An expanded and capacitated/resourced National Footprint reaching the poor and vulnerable persons requiring legal assistance

STRATEGY XIX: EXPANDING AND CAPACITATING THE NATIONAL FOOTPRINT TO INCREASE POINTS OF ACCESS TO LEGAL AID SERVICES AND NEW FORMS OF ACCESS, ESPECIALLY IN RURAL AREAS

Programme 42: Expand and maintain the National Footprint, including the physical and ICT service points, to improve access, especially in rural areas

P42-1 National

Footprint -

expansion/main

tenance

National

Footprint of

Legal Aid SA

extended

64 JCs;

64 Satellite

Offices;

6 Regional

Offices;

1 National

Office

Number of JCs and

SOs increased

(dependent on funding)

Expansion of

the national

footprint

IT

infrastructure

ability to

accommodat

e new sites

MTEF

additional

funding report

* 127 103 968

Programme 43: Building a segment of the National Footprint which in partnership with other delivery/supply agents (including pro bono) improve access to justice (x-ref Programme 17)

P43-1 Pro Bono

Agreements

Pro bono

agreements

with law

societies

implemented

Draft

agreement

under

discussion

with law

societies

As per QA

measures for

Judicare

Agreement with:

1. Statutory Law

Societies

2. GCB

(Subject to co-

operation by relevant

stakeholders)

Manage pro

bono service

agreements

with 4 Statutory

Law Societies

and GCB

Access to

Justice for

poor people

denied

Signed

agreements

Statistics of

pro bono

referrals to

relevant law

societies

* * * * n/a

Programme 44: Capacitate (staff) the National Footprint

P44-1 Capacitate(staff

) the National

footprint

Court coverage

indicators

Supervisory

ratio:

CAs/

Supervisors

(5:1)

Legal/

Supervisors

(9:1)

Practitioner

court coverage

ratios

maintained:

Legal/Admin

Coverage:

DCs: ≥85%;

RCs: 100%;

HCs: All LA matters

Practitioner per

court coverage

targets

achieved

(x-ref CC-P1-1)

i. Demand for

legal aid

services does

not match

supply of

practitioners

ii. Insufficient

supervisory

capacity

negatively

affects quality

of legal

services

Court

coverage

reports

* * * * 156 559 058

Targets

Time-frames

Q1 Q2 Q3 Q4BudgetRisks

Proof of

DeliveryProjects

KPIs

OutputsMeasures

Base Year

(2011)

Performance

50



Quality Quantity

Objective 12: An expanded and capacitated/resourced National Footprint reaching the poor and vulnerable persons requiring legal assistance

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

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

P45-1 Mentorship,

coaching and

legal support

programmes

Mentorship,

coaching and

legal support

programmes

implemented

including case

discussion

forums

Mentorship

programme

in place;

Case

discussions

conducted

daily/weekly

Risk Profile:

High: Monthly;

Med: Q-rly;

Low: Nil

Mentorship,

coaching and

legal support

programmes

implemented

including case

discussion

forums

Practitioners

not

adequately

supported to

render

quality legal

services

Mentorship

records

Case

discussion

records

* * * * n/a

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

P46-1 Legal Training Legal training

targets

JC and LDD

training

programmes

in place and

targets

achieved

Legal Training

Targets:

CA: 36 hours;

PA: 24 hours;

Managers: 24 hours;

Paralegals: 10 hours

(subject to

practitioner support

needs assessment)

Legal training

targets

achieved

Practitioners

not

sufficiently

skilled to

represent

clients in

their matters

Legal

training

statistics

* * * * n/a

Programme 47: Legal Research undertaken to support delivery of quality legal services, to inform legal aid policy and protect clients' rights

P47-1 Legal

research

Legal

Research

undertaken to

support

delivery of

quality legal

services

Legal

Research

Programme

supporting

business

need

Relevant to

Legal Aid SA

Achieve 90% of the

approved Legal

Research Agenda

1. Legal Aid

SA input on all

new

legislations

that impacts

on our work;

2.. Research

reports

compiled as

per approved

Research

not meeting

business

need

Legislative

Reports;

Research

Reports

* * * * 1 408 681

BudgetRisksProof of

Delivery

Time-frames

Q1 Q2 Q3 Q4Projects

KPIs

OutputsMeasures

Base Year

(2011)

Performance

Targets

51



Quality Quantity

Programme 48: Legal Support interventions implemented to support delivery of quality legal services (including legal resources and experts)

P48-1 Legal Support

interventions

Legal Support

Programme

reviewed and

implemented

(including legal

resources and

experts)

Legal

Support

Programme

implemented

Relevant to

Legal Aid SA

As Identified 1. Legal Aid

guide revised

annually

2. Support

agreements in

place for

identified

legal areas;

3. Legal

SOPs revised

annually

Legal

support

programmes

not meeting

business

need and

not

improving

effectivenes

s of legal

services

delivery

Legal

Support

Programme

records

* * * * n/a

Programme 49: Independent Legal Quality Assurance (LQA)

P49-1 Legal Quality

Assurance

(LQA)

Independent

assurance on

quality of legal

practitioners &

paralegals

(JC, Judicare,

Impact,

Corporate and

Advice Line)

LQA Audit

coverage to

review all

practitioners

on a 2-year

cycle

% of universe

coverage

LQA Audit

Plan

implemented

85% of

practitioners

score above

the agreed

practitioner

quality target

Quarterly,

Annually, and Bi

Annual

i. Annual Audit

Coverage

Plan

implemented

ii. Individual

Practitioner

Reports

iii. Quarterly

Reports on

LQA that

graphically

illustrate

trends and

risks

Practitioners

“tailoring”

files for audit

i. Annual

Audit

Coverage

Plan

ii. Individual

Practitioner

Reports

iii. Quarterly

Reports on

LQA

* * * * 4 981 870

Objective 13: Committed, competent and dedicated employees empowered to deliver the organisation's mandate and strategies

STRATEGY XXI: DEVELOPING TALENT AND IMPROVING COMPETENCIES TO SERVE BUSINESS NEEDS AND INTEGRATING COMPETENCIES INTO RELATED PROGRAMMES

Programme 50: Talent and career management (including recruitment and succession planning)

P50-1 Talent

management

* * * * n/a

Recruitment

and Retention

Recruitment

and retention

of competent

staff in support

of delivery

Reviewed

talent

management

in place

Ensure

adequate

support staff to

support the

deliver y of

legal services

Sufficient levels of

support

96,5%

recruitment

levels or as

per budget

allocation

approved .

i.

Employees

not

knowledgea

ble of

internal

career path

options

ii. Low

employee

retention

levels

Recruitment

reports

* * * *

BudgetRisksProof of

Delivery

Time-frames

Q1 Q2 Q3 Q4Projects

KPIs

OutputsMeasures

Base Year

(2011)

Performance

Targets

52



Quality Quantity

Programme 51: Competency and skills development (Legal staff)

P51-1 Competency

and skills

development

Legal

Practitioners

competencies

match their

deployment.

Legal training

curriculum

based on

practitioner

skills audit in

place

Assessed skills

improved

appropriately.

Legal (Legal

Development)

Training Hours Target

of 15 Hours per

admitted legal

practitioner and 10

hours per paralegal

calculated at a 96%

recruitment rate

Skills Audit

Conducted

Legal

training not

relevant to

practitioner

needs

Skills Gap

Analysis

Report

* * 8 498 269

Training

curriculum

Legal

training

curriculum

*

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

STRATEGY XXII: LEVERAGING INSTITUTIONAL KNOWLEDGE TO REMAIN SMART AND EFFECTIVE

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

P52-1 Knowledge

management

strategy

Knowledge

management

improved

Institutional

knowledge

dispersed

and

unconsolidate

Effective

knowledge

management

mechanisms

6 Share Point Fora

Single Document

Precedent Bank

maintained

Develop a

learning

organisation

Institutional

knowledge

lost

Knowledge

Managemen

t Repository

* * * * 11 065 117

Objective 15: An organisation based on a people centred culture


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

Programme 53: Employer brand

P53-1 Employer

brand strategy

Employer

brand strategy

reviewed

biennially to

enhance brand

offering and

brand

experience by

employees

and potential

employees

Employer

brand

strategy and

programmes

consolidated

in 2011/12

Enhanced

employer brand

once per annum A reviewed

employer

brand strategy

implemented

Employees

do not enjoy

a meaningful

brand

experience

and have

lower work

satisfaction

Employer

strategy

implementati

on report

* 500 000

BudgetRisksProof of

Delivery

Time-frames

Q1 Q2 Q3 Q4Projects

KPIs

OutputsMeasures

Base Year

(2011)

Performance

Targets

53



Quality Quantity

Objective 15: An organisation based on a people centred culture


STRATEGY XXIV: DEVELOPING AND IMPLEMENTING AN EMPLOYEE VALUE PROPOSITION ABLE TO RECRUIT AND RETAIN THE BEST TALENT AND CULTURE FIT

Programme 54: Employee Value proposition (EVP)

P54-1 Employee

Value

proposition

EVP revised EVP

consolidated

in 2011/12

Relevant and

Responsive

1 revised plan Legal Aid SA,

EVP revised

and leveraged

Legal Aid

SA not

providing a

compelling

Employee

Value

Proposition

(EVP) for

employee

retention

EVP

document

available

and

accessible

*

Programme 55: Maintain a Competitive Rewards and Remuneration System

P55-1 Remuneration

and rewards

system

Review and

benchmark

legal/support

salaries

Remuneratio

n and

rewards

system in

place

reviewed in

2010/11

Appropriate

competitive

salaries

Salary

Benchmark

Review

report

* * 37 847 449

Objective 17: A values-based and ethical leadership inspiring and harnessing the contribution of employees for sustainable performance geared to serve clients’ needs

STRATEGY XXV: DEVELOPING VALUES-BASED AND AUTHENTIC LEADERSHIP TO ENSURE SUSTAINED HIGH PERFORMANCE TO DELIVER ON OUR MANDATE

Programme 56: Develop and maintain a value-based leadership pipeline

P56-1 Value-based

Leadership

pipeline

Updated

Leadership

Programme

implementatio

n

Leadership

programme

in place

Values-based

Leadership

programme

aimed at

developing

authentic

leadership

1 leadership

programme

Programme

developing

and

stimulating

authentic

leadership in

action

implemented

Leadership

not able to

inspire

sustained

high

performance

Programme

developing

and

stimulating

authentic

leadership in

action

implemente

d

* * * * 1 356 791

BudgetRisksProof of

Delivery

Time-frames

Q1 Q2 Q3 Q4Projects

KPIs

OutputsMeasures

Base Year

(2011)

Performance

Targets

54



Quality Quantity

Objective 18: A modern, integrated, secure and effective IT Platform facilitating client services and linkages and enabling internal business needs

STRATEGY XXVI: BUILDING AN INTEGRATED, STABLE AND RELIABLE IT PLATFORM SERVING CLIENTS' NEEDS AND INTERNAL BUSINESS NEEDS

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

P57-1 IT network Stable and

Reliable Wide

Area Network

(VPN)

IT network

and hardware

as per CARP

of 2010/11

Improved and

stable wide

area network

All sites connect to

the VPN. 95% VPN

Availability.

Improved user

satisfaction

with system

performance

Lack of

sufficient

financial

resources to

keep pace

with new IT

development

s

WAN

performance

reports

* * * * 16 349 919

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

P58-1 IT new

developments

(innovations)

New and

improved ICT

systems

introduced and

increased

throughout the

Legal Aid SA

national

footprint

annually

National

Office

equipped

with improved

modern

technology

(VOIP) and

National

Office and

regional

offices have

modern video

conferencing

technology in

2011/12

Approved

business case.

Two business cases. Modern ICT

programmes

implemented

as planned

annually

i. Increased

IT network

and

hardware

capacity

ii. Increased

need for IT

training for

staff

* * * * 11 147 993

BudgetRisksProof of

Delivery

Time-frames

Q1 Q2 Q3 Q4Projects

KPIs

OutputsMeasures

Base Year

(2011)

Performance

Targets

55

Budget

2012-13

56

Budget 2012-13 - Content

I. Introduction to Budget 2012-13

II. Government Grant Allocations

III. Summarised MTEF 2012-2015

IV. Key assumptions made when preparing Budget

V. Analysis of Budget 2012-13

VI. Balanced Scorecard Budget 2012-13

VII. Comments on Budget 2012-13

VIII. Explanation of variances

IX. Finance & Sustainability Challenges

X. Financial Performance

XI. Expenditure 2011-12 (unaudited)

57

Budget 2012-13 - Introduction to Budget 2012-13

The budget 2012 - 2013 was prepared in line with the Legal Aid South

Africa’s strategic plan 2012-2017 and the business plan for 2012-2013

financial year.

The budget 2012-2013 had to take into account the R34 million cut and OSD

Phase 1 shortfall of R30 million that had to be funded from the baseline

allocation ie a total budget cut of R64million for 2012/13.

In preparing the budget the following are considered :

Year on year increases of the National Treasury funding over the MTEF period.

The financial sustainability of the organisation.

Proportion of direct services delivery costs to administration support cost.

58

Year New Funding

and

Funding cut

Case Backlog Total

Government Grant

2011/12 R20,000,000 R30,000,000 R1,137,545,000

2012/13 R20,000,000

-R34,000,000

R32,000,000 R1,232,717,000

2013/14 R10,000,000 R34,000,000 R1,311,109,000

2014/15 - R36,040,000 R1,389,428,000

Funding cut + New Funding and Case Backlog funding are included in the government grant

Budget 2012-13 - Government Grant Allocations

59

DESCRIPTION BUDGET

2011/12

MTEF 2012/13 MTEF 2013/14 MTEF 2014/15

Salaries and related

costs

R825,270,093 R928,846,593

R868,103,754 R1,028,804,034

Case backlog R30,000,000 R32,000,000 R34,000,000 R36,040,000

Direct expenditure

R112,557,641 R96,847,717 R136,836,659 R97,379,077

Operating

expenditure

R206,264,852 R205,604,550 R254,596,196 R230,181,380

Capital expenditure R22,430,850 R23,479,231 R31,037,903 R23,351,567

Total Budget

R1,196,523,436 R1,286,778,091 R1,324,574,512 R1,415,756,058

Budget 2012-13 – Summarised MTEF 2012-2015

60

Description Budget 2012/13 Budget

2011/12

Percentage

Salaries and related costs R928,846,593

R825,270,093 12.5%

Case backlog R32,000,000 R30,000,000 6%

Direct expenditure R96,847,717 R112,557,641 -14%

Operating expenditure R205,604,550 R206,264,852 0%

Capital expenditure R23,479,231 R22,430,850 31%

Total Budget R1,286,778,091 R1,196,523,436 8%

Budget 2012-13 – Analysis of Budget

61

Budget 2012-13 - Key assumptions made when preparing Budget

The budget was prepared under the assumptions that inflation increase will be 6% for

the budget period under review with salary increases budgeted at 6%.

The operating budget was increased by 0% in order to cater for the budget cut of R34

million. Where these cost are linked to contracts, increase have been linked to

escalations in terms of the contracts.

Salary recruitment budget reduced to 96.8%,in order to cater for the budget cut of R34

million.

A further reduction of R30million for OSD Phase 1 Funds from our baseline was

provided for by a reduction in staffing recruitment.

contractual obligations budget were linked to contractual escalations

62

Budget 2012-13 – Balanced Scorecard Budget

Component of Balanced

Scorecard

Strategies

Budget

2012/13

Total

Client & community & stakeholder

& shareholder

1: To deliver client focused legal aid, including

vulnerable groups , in criminal matters

R725,311,885 R872,982,177

2: To deliver client focused legal aid, including

vulnerable groups , in civil matters

R68,750,290

3: To deliver client focused primary legal advice

services

R38,967,755

4: To deliver client focused impact legal aid services R7,096,016

5: To deliver new and alternative methods of

increasing access to Justice

R0

6: To contribute to the effective functioning of the

justice and legal sector

R32,000,000

7: To implement community education/outreach

programmes

R0

8: To forge stakeholder partnerships to jointly

increase access to justice

R580,327

9: To account to the DoJ and Parliament on delivery

of mandate, governance and sustainability

R275,904

63

Component of

balanced scorecard

Strategies

Budget

2012/13

Total

Finance and Sustainability R21,676,885

10: To increase financial sustainability R7,581,271

11: To increase sustainable (Non-

financial Performance)

R0

12: To maintain and enhance good

governance

R9,938,256

13: To strengthen and grow a sustainable

recognised brand

R4,157,358


64

Component of

balanced scorecard

Strategies Budget

2012/13

Total

Business Processes

(Internal)

14: To maintain a mixed-model legal aid delivery

system

R0 R13,053,406

15: To build organisational models/structures to

optimise performance and delivery of legal/support

services

R0

16: To maintain a regulatory framework

incorporating best practices

R644,772

17: To maintain a strong financial management and

supply chain management

R6,785,651

18: To develop and enhance accurate and reliable

management information systems

R2,934,844


65

Component of

balanced scorecard

Strategies

Budget

2012/13

Total

Employee &

Organisational

Capacity

19: To expand and capacitate the national footprint to increase

points of access to Legal Aid services and new forms of

access especially in rural areas.

R283,663,026 R379,065,623

20: To develop and expand the Legal quality and expertise for

each segment of the National footprint

R6,390,551

21: To develop talent and improve competencies to serve

business needs and integrate competencies into related

programmes

R8,498,269

22: To leverage institutional knowledge to remain smart and

effective

R11,065,117

23: To strengthen and stimulate the development of a people

centered values-based culture

R500 000

24: To develop and implement and employee value proposition

able to recruit and retain the best talent and culture fit.

25: To develop value based and authentic leadership to ensure

sustained high performance to deliver on our mandate

R1,356,791

26: To build and integrated, stable and reliable IT platform

serving clients needs and internal business needs

R27,497,912


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72% of the budget relates to salaries as legal services are delivered by in house legal practitioners (70% of our staff are lawyers)

Direct expenditure constitutes 7.5% of the budget, this includes Judicare and Co operation Agreements amounting to R78 million and R8million respectively

Operating costs amount to 15.9% of the budget and includes the following material expenditure items: Office rental, municipal services, printing and Stationery, telephone and fax, travel and subsistence, vehicle fuel and wide area network.

1.8% of the budget relates to capital expenditure

Budget 2012-13 – Comments

67

Salaries increased by 12.5% compared to 2011/12 as it includes inflation adjustment of 6% - PPI averaged at 1.5% and recruitment rate of 96.8%. The increase also includes R14.4 million for vulnerable groups.

The reduction in other direct expenditure of 14% is due to rollover funding of R1million that was requested and approved for impact litigation in 2011/12 financial year. The reduction was also due to salaries savings transferred to judicare in 2011/12.

The operating budget decreased year on year due to the budget cut of R 34 million

The increase in capital expenditure of 31% is due to rollover funding of R2.5 million for capital expenditure which was included in 2011/12 financial year. IT received a once off funding of R2 million from IJS IT infrastructure project which is not included in 2012/13 budget.

The overall increase in the budget is 8%. The higher increase is due to implementation of legislation for vulnerable groups funding for 2011/12 not received. These funds have been confirmed for 2012/13 financial year.

The overall increase in budget excluding case backlog funds is 4.9%.

Budget 2012-13 – Explanation of Variances in Budget

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Budget 2012-13 – Finance and Sustainability Challenges

National Treasury implemented an efficiency cut of R34million for 2012/13. Since Legal Aid SA Budget is already economic it meant having no increase to the operating budget –with the exception of contractual obligations. With inflation not factored into operating budget it means that the budget is inadequate. This 0% increase of non-contractual operating budget was inadequate and hence the recruitment level had to be reduced resulting in fewer legal professionals in court.

This was further impacted on by the R30million budget cut resulting from the DoJ reducing the baseline for OSD Phase 1 funds. This further impacted on recruitment and legal professionals in court.

At all our engagements with stakeholders in the Strategic Planning process the main concern raised was the level of service ie requiring more practitioners in courts for criminal and civil work. With our current funding our levels of coverage of courts in inadequate and does not provide for relief staff.

The government grants macro increase is 6% while annual salary adjustments are higher than the macro increase

Contracts escalations are on average 12% which is higher than the macro increase of 6%. This consumes the operating budget resulting in negative growth in real terms of the overall budget

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Financial Performance 2011/12 –

Expenditure Levels & AG Reports

Unaudited figures indicate that 99,8% of budget was spent for 2011/12 financial year

This has been the trend for the past eight years

Unqualified audit report ten years in succession

Unqualified audit report with no matters of emphasis six years in succession

All auditor general’s recommendations are implemented within the agreed timeframes

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Balanced Scorecard Expenditure 2011/12 (unaudited)

Component of Balanced

Scorecard

Budget

2011/12

Expenditure

2011/12

Variance % Unspent

Client & Community &

Stakeholder

R797,759,799 R797,299,655 R460,144 0.1%

Finance and Sustainability R13,760,264 R13,708,553 R51,711 0.4%

Business Process (internal) R2,843,929 R2,843,929 R0 0.0%

Employee and Organisational

capacity

R220,537,174 R219,376,078 R1,161,095 0.5%

Additional programmes R161,622,271 R161,211,442 R410,829 0.3%

Total Budget R1,196,523,436 R1,194,439,657 R2,083,779 0.2%

Note : Committed expenditure to be processed before year end is R4.6mil. Available budget after considering commitments

amount to 0.2%.

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Concluding Comments

Strategic Plan


Budget

72

Concluding Comments

Having successfully evolved into a high performance organisation Legal Aid SA has in its Strategic Plan 2012-2017 outlined what it intends to do over the next 5 years to further develop the platform it has built to deliver quality legal services to the poor, to achieve Increased organisational maturity in terms of its delivery platform (quality legal services

to the poor) as well as its support platform (finance, HR, IT, communications)

Sustainability to ensure high performance year on year over the next decades

New and improved forms of access to justice for clients especially the poor

Incorporating the advances in technology into all aspects of its business to improve efficiencies and effectiveness

Building the collective competency of the organisation to deliver quality legal service that meet the highest standards.

Legal Aid SA Annual Performance Plan and Budget give further detail to ensuring the execution of strategies in the 2012-13 financial year.

All in all the organisation is geared to ensure the successful implementation of its SP and APP over the next period.

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end

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strategic plan 2012-2017 annual performance plan 2012-13

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