ANNUAL REPORT 2014 2015 - Amazon Web...

ANNUAL REPORT 2014-2015

Legal Aid South Africa 2014–2015PE

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Total Staff (Budgeted) 2,797

Total Staff (Recruited) 2,619

Turnover Rate (Excluding Contract Staff) 6%

Best Employer Accreditation 6th Year

Law Students Preferred Employer (As Ranked in Universum Survey) Ranked 1st

Total Budget 1,638,622,972

Expenditure Level 98,1%

Payment within 30 days 99%

Auditor General Report Unqualified and Clean

Number of years unqualified audits 14th Year

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Justice Centres 64Satellite Offices 64Regional Offices 6National Office 1

LEGAL AID SA INFRASTRUCTURE LEGAL AID SA NATIONAL FOOTPRINT

RECRUITED STAFF: 2,619

Criminal legal 1,630

Support 561

Civil legal 250

Paralegals 178

LEG

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NEW LEGAL AID MATTERS:

448,195

FINALISED LEGAL AID MATTERS:

444,630

CRIMINAL/CIVIL NEW MATTERS:

448,195

LEGAL ADVICE MATTERS:

321,241

Justice Centres 421,527 Judicare 20,674 Co-operation 4,777 Agency Agreement 1,199 Impact Litigation 18

Justice Centres 425,199 Judicare 13,300 Co-operation 5,065 Agency Agreement 1,057 Impact Litigation 9

Criminal 394,172 Civil 54,023

Justice Centres 179,551 Satellite Office 55,453 Other Staff Consultations 11,898 Awaiting Trial Prisoners 31,453 Call Centre – Civil 37,599 Call Centre – Criminal 5,289

ALEGAL AID SOUTH AFRICA ANNUAL REPORT 2014–2015

Vision 2030A South Africa in which the rights and responsibilities enshrined in the Constitution are realised to ensure equality, justice and a better life for all.

Mission 2030To be the leader in the provision of accessible, sustainable, ethical, quality and independent legal services to the poor and vulnerable.

Values• Passion for Justice and Protection of Human Rights• Ubuntu• Integrity• Accountability• Service Excellence• People Centred

PART A: GENERAL INFORMATION

1. Legal Aid South Africa General Information 42. Scope and Boundary of the Integrated Annual Report 63. Strategic Overview 7 3.1. Vision 7 3.2. Mission 7 3.3. Values 7 3.4. Strategic Outcome Orientated Goals 74. Legislative and Other Mandates 8 4.1. Constitutional Mandate 8 4.2. Legislative Mandate 8 4.3. Public Finance Management Act (PFMA) 95. Organisational Structure 106. Foreword by the Board Chairperson 137. ChiefExecutiveOfficer’sOverview 16

PART B: PERFORMANCE INFORMATION

1. Statement of Responsibility for Performance Information for the year ended 31 March 2015 222. Auditor’sReport:PredeterminedObjectives 223. OverviewofLegalAidSouthAfrica’sPerformance 23 3.1. Service Delivery Environment 23 3.2. Organisational Environment 24 3.3. Key Policy Developments and Legislative Changes 25 3.4. Strategic Outcome Oriented Goals 254. Performance Information by Programme 255. Summary of Financial Information 55

PART C: GOVERNANCE

1. Introduction 602. Portfolio Committees 603. Executive Authority 604. The Accounting Authority (Board) 605. Risk Management 646. IT Governance 677. Internal Control Unit 678. Internal Audit Function 679. Compliance with Laws and Regulations 6810. Fraud and Corruption 6911.MinimisingConflictofInterest 6912. Code of Conduct 6913. Health, Safety and Environmental Issues 6914. Board Secretary 7015. Report of the Audit Committee 70

Contents

1LEGAL AID SOUTH AFRICA ANNUAL REPORT 2014–2015

PART D: SUSTAINABILITY REPORT

Sustainability Report (including Stakeholder Report) 74

PART E: HUMAN RESOURCE MANGEMENT

1. Introduction 90 1.1. Overview of HR Matters at the Public Entity 90 1.2. Set HR Priorities for the Year under Review and the Impact of these Priorities 90 1.3. Workforce Planning Framework and Key Strategies to Attract and Recruit a Skilled and Capable Workforce 91 1.4. Employee Performance Management Framework 92 1.5. Employee Wellness Programmes 92 1.6. PolicyDevelopments:Highlights,Challenges,FutureGoals 922. Human Resource Oversight Statistics 93

PART F: FINANCIAL INFORMATION

1. Statement of Responsibility 1022. ReportoftheChiefExecutiveOfficer 1023. Report of the Auditor-General to Parliament on Legal Aid South Africa 105 4. Annual Financial Statements 108

PART G: COMPANY INFORMATION AND CONTACT DETAILS

1. Regional Management 1542. Contact Details 156 2.1. NationalOfficeContactDetails 156 2.2. JusticeCentresandRegionalOfficesContactDetails 157 2.3. SatelliteOfficesContactDetails 164

2 LEGAL AID SOUTH AFRICA ANNUAL REPORT 2014–2015

List of Tables

Table 01 List of Abbreviations/Acronyms 5

Table 02 Organisational Structure 10

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

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

Table 05 Legal Aid South Africa Annual Performance Report 35

Table 06 Summary of Financial Information 55

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

Table 08 Board Committee Membership 64

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

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

Table 11 Engagement with Stakeholders 80

Table 12 Personnel Costs by Business Unit 93

Table 13 Personnel Cost by Salary Band 95

Table 14 Performance Rewards 95

Table 15 Training Costs 96

Table 16 Employment and Vacancies per Region 98

Table 17 Employment Changes 98

Table 18 Employment and Vacancies per Critical Occupation 99

Table 19 Reasons for Staff Leaving 99

Table20 LabourRelations:MisconductandDisciplinaryAction 99

Table 21 Equity Target and Employment Equity Status 100

Table22 JusticeCentresandRegionalOfficesContactDetails 157


PARTA: GENERAL INFORMATION


REGISTEREDNAME: LegalAidSouthAfrica

PHYSICALADDRESS: LegalAidHouse 29 De Beer Street Braamfontein Johannesburg 2017 South Africa

POSTALADDRESS: PrivateBagX76 Braamfontein 2017

TELEPHONENUMBER: +27118772000

FAXNUMBER: +27118772222

EMAILADDRESS: [email protected]

WEBSITEADDRESS: www.legal-aid.co.za

EXTERNALAUDITORS: Auditor-GeneralSouthAfrica 300 Middel Street New Muckleneuk PO Box 446 Pretoria 0001

BANKERS: FirstNationalBank 92–94 Jorissen Street Braamfontein 2017

BOARDSECRETARY: MrJosephLethiba

1. Legal Aid South Africa General Information

GENERAL INFORMATION


Table 01: List of Abbreviations/Acronyms

Thisisanalphabeticallistofabbreviationsandacronymsused.Whilstmanyaregenericinnature,somearespecificallyusedatLegal Aid South Africa.

ADR Alternative Dispute Resolution

AFS Annual Financial Statements

AG Auditor-General

APN Access Point Name

ATJ Access To Justice

ATP Awaiting Trial Prisoners

BAC Bid Adjudication Committee

BP Business Plan

CA(s) Candidate Attorney(s)

CARP Capital Asset Replacement Programme

CAT Children Awaiting Trial

CBO Community Based Organisation

CCMC Constitutional Case Management Committee

CJSR Criminal Justice System Review

COIDA Compensation for Occupational Injury and Disease Act

CPD Corporation for Public Deposits

CPLD CertificateProgrammeinLeadershipDevelopment

CSI Corporate Social Investment

DC District Court

DoH Department of Health

DoJ&CS Department of Justice and Correctional Services

EE Employment Equity

eLAA e-Legal Aid Administration System

EVP Employee Value Proposition

FBO Faith Based Organisation

FMPPI Framework for Managing Programme Performance Information

FWA Flexible Work Arrangement

GC Generally Compliant

GRAP Generally Recognised Accounting Practice

GRI Global Reporting Initiative

HC High Court

HCU High Court Unit

HR Human Resources

ICT Information and Communications Technology

IJS Integrated Justice System

ILU Impact Litigation Unit

IS Information Systems

IT Information Technology

JC Justice Centre

JCE Justice Centre Executive

KPI(s) Key Performance Indicator(s)

LAG Legal Aid Guide

LAN Local Area Network

LDD Legal Development Department

Legal Aid SA

Legal Aid South Africa

LQA Legal Quality Assurance

LQAU Legal Quality Assurance Unit

LSMs Living Standards Measures

LSSA Law Society of South Africa

LSTC Legal Services Technical Committee

MAP Management Advanced Programme

MAR Matter Activity Report

MIS Management Information System

MRD Management of Remand Detainees

MTEF Medium Term Expenditure Framework

NEEC NationalEfficiencyEnhancementCommittee

NGO Non-Governmental Organisation

NPA National Prosecuting Authority

NT National Treasury

OCP Organisational Culture Programme

PA(s) Professional Assistant(s)

PAA Public Audit Act

PAIA Promotional of Access to Information Act

Pr. Att(s) Principal Attorney(s)

PFMA Public Finance Management Act

PEEC ProvincialEfficiencyEnhancementCommittee

PPPFA Preferential Procurement Policy Framework Act No. 5 of 2000

PPU Payment Processing Unit

QA Quality Assurance

RC Regional Court

RD Remand Detainee

ROE Regional Operations Executive

SAFLII South African Legal Information Institute

SANAC South African National Aids Council

SAPTU South Africa Parastatal Institution Union

SCA Supreme Court of Appeals

SCM Supply Chain Management

SO SatelliteOffice

SOP Standard Operating Procedure

SP Strategic Plan

SPA Supervisory Professional Assistant

UNDP United Nations Development Programme

UPS Uninterrupted Power Supply

VoIP Voice over IP

VPN Virtual Private Network

WAN Wide Area Network

WFHR World Forum on Human Rights

GENERAL INFORMATION


2. Scope and Boundary of the Integrated Annual ReportThe integrated annual report covers the activities and results of Legal Aid South Africa for the period 1 April 2014 to 31 March 2015. The integrated annual report has been prepared according to Generally Recognised Accounting Principles (GRAP), the requirements of the Public Finance Management Act (No 1 of 1999) (PFMA), the recommendations of King lll and the National Treasury Guide on the preparation of Annual Reports for Public Entities.

STATEMENT FROM GOVERNING BOARD ACKNOWLEDGING ITS RESPONSIBILITY FOR ENSURING THE INTEGRITY OF THE REPORT

The Board of Directors (Board) acknowledges its responsibility to ensure the integrity of the integrated report. The Board has accordingly applied its mind to the integrated report and in the opinion of the Board, the integrated report addresses all material issues, and presents fairly, the integrated performance of the organisation and its impacts. The integrated report has been prepared in line with best practice pursuant to the recommendations of the King III Code (principle 9.1).

TheannualreportwasapprovedbytheBoardofDirectorson25July2015andsignedontheirbehalfby:

Ms Vidhu VedalankarChiefExecutiveOfficer:LegalAidSouthAfrica

Judge President Dunstan MlamboChairperson:BoardofLegalAidSouthAfrica

GENERAL INFORMATION


3. Strategic OverviewThe2014–2015financialyearwasthethirdandfinalyearofimplementation of the Legal Aid South Africa Strategic Plan 2012–2017. During the period under review, a new Strategic Plan 2015–2020 was developed taking into account the externalandinternalenvironmentalinfluencesthatimpactonthe organisation, and through a process of consultation with internal and external stakeholders. The new Strategic Plan 2015–2020alignstothetermofofficeofgovernmentandhasbeen approved by the Board of Legal Aid South Africa and the Executive Authority.

The outcomes, objectives and strategies as detailed in the StrategicPlan2012–2017,areoutlinedbelow:

3.1. VISION

A South Africa in which the rights enshrined in the Constitution are realised and upheld and responsibilities are complied with to ensure equality, justice and quality of life for all.

3.2. MISSION

To be a leader in the provision of accessible, sustainable, ethical, independent and quality legal services to the poor and vulnerable.

3.3. VALUES

i. Passion for Justice ii. Ubuntuiii. Integrityiv. Accountabilityv. Service Excellencevi. People Centred Development

3.4. STRATEGIC OUTCOME ORIENTED GOALS

Theorganisation’soutcomesandobjectivesovertheperiod2012–2017:

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

Objectivesi. Empowered clients and communities making informed

choices about their legal rights and responsibilitiesii. All poor and vulnerable persons able to access

quality public-funded legal services to protect and defend their rights

iii. Anaccessible,effectiveandefficientjusticesystemserving all in South Africa

iv. Effective sustained stakeholder partnerships able to jointly increase access to justice as well as to support other external developing legal aid organisations

v. Delivering on our constitutional and statutory shareholder mandate in an independent, accountable and sustainable manner

Outcome 2: Respected, high performance, sustainable, accessible public entity impacting positively on society, the economy and the environment. Objectivesvi. Financialandnon-financialsustainabilityimpacting

positively on society, the economy and the environment

vii. Good governance practices enabling high performance and accountability

viii. A recognised, respected, independent and acclaimed legal aid brand

ix. Delivery and business processes that are client focused,efficient,effectiveandsustainable

x. Aneffectiveandefficient,economicandenvironmentally responsive supply chain management system supporting client services delivery and internal business processes

xi. Management information that is accurate, reliable and timeous

xii. An expanded and capacitated/resourced national footprint reaching the poor and vulnerable persons requiring legal assistance

xiii. Committed, competent and dedicated employees empoweredtodelivertheorganisation’smandateand strategies

xiv. Alearningandflexibleorganisationgrowingitsownknowledge base to optimise performance

xv. An organisation based on a people-centred culturexvi. An Employee Value Proposition (EVP) able to

recruit and retain the best talent to deliver the organisation’smandate/strategies

xvii. A values-based and ethical leadership inspiring and harnessing the contribution of employees for sustainableperformancegearedtoserveclients’needs

xviii. A modern, integrated, secure and effective IT platform facilitating client services and linkages and enabling internal business needs

The following 26 strategies were implemented to achieve the outcomesandobjectives:1) Delivering client-focused legal aid, including to

vulnerable groups, in criminal matters within budget constraints

2) Delivering client-focused legal aid, including to vulnerable groups, in civil matters within budget constraints

3) Delivering client-focused primary legal advice services

4) Delivering client-focused impactful legal aid services

GENERAL INFORMATION


5) Developing new and alternative methods of increasing access to justice

6) Contributing to the effective functioning of the justice and legal sector

7) Implementing community education/outreach programmes

8) Forging stakeholder partnerships to jointly increase access to justice

9) Accounting to the Department of Justice (DoJ) and Constitutional Development and Parliament on delivery of mandate, governance and sustainability

10) Maintainingfinancialsustainability11) Increasingsustainable(non-financial)performance12) Maintaining and enhancing good governance13) Strengthening and growing a sustainable recognised

brand14) Maintaining a mixed-model legal aid delivery system15) Building organisational models/structures to optimise

performance and delivery of legal/support services16) Maintaining a regulatory framework incorporating

best practices17) Maintainingstrongfinancialmanagementand

Supply Chain Management (SCM)18) Developing and enhancing accurate and reliable

Management Information Systems (MIS)19) Maintaining the national footprint 20) Developing and expanding the legal quality and

expertise for each segment of the national footprint21) Developing talent and improving competencies to

serve business needs and integrating competencies into related programmes

22) Leveraging institutional knowledge to remain smart and effective

23) Strengthening and stimulating the development of a people-centred, values-based culture

24) Developing and implementing an Employee Value Proposition (EVP) able to recruit and retain the best talentandculturefit

25) Developing values-based and authentic leadership to ensure sustained high performance in order to deliver on our mandate

26) Building an integrated, stable and reliable IT platformservingclients’needsandinternalbusinessneeds within budget constraints

Progress made towards the achievement of the Objectives, Strategies and Programmes is reported on in Section 4.

4. Legislative and Other Mandates

Legal Aid South Africa derives its mandate from the Constitution of the Republic of South Africa (Act 108 of 1996), the Legal Aid Act (Act 22 of 1969), which on 1 March 2015 was replaced by the Legal Aid South Africa, Act 39 of 2014, and other legislation.

4.1. CONSTITUTIONAL MANDATE

4.1.1. The Constitution of RSA (Act 108 of 1996) Section 35(2) “Everyone who is detained, including every sentenced prisoner, has the right –(a) …(c) to have a legal practitioner assigned to the detained

person by the state and at state expense, if substantial injustice would otherwise result, and to be informed of this right promptly; …”

Section 35(3) “Every accused person has a right to a fair trial, which includes the right –(a) …(g) to have a legal practitioner assigned to the accused

person by the state and at state expense, if substantial injustice would otherwise result, and to be informed of this right promptly; …”

Section 28(1) “Every child has the right –(a) …(h) to have a legal practitioner assigned to the child by

the state, and at state expense, in civil proceedings affecting the child, if substantial injustice would otherwise result; …”

Section 34 “Everyone has the right to have any dispute that can be resolved by the application of law decided in a fair public hearing before a court or, where appropriate, another independent and impartial tribunal or forum.”

4.2. LEGISLATIVE MANDATE

4.2.1. Legal Aid Act 22 of 1969 as Replaced by Legal Aid South Africa Act 39 of 2014

(Assented to on 9 December 2014; Date of Commencement 1 March 2015)

The mandate and object of Legal Aid South Africa was described in the Legal Aid Act of 1969, which remained in forceuntilitwasreplacedon1March2015,withthefollowing:

“To provide legal aid for indigent persons and for that purpose to establish a Legal Aid Board and to define its functions; and to provide for incidental matters.”(a) to obtain the services of legal practitioners(b) to purchase or otherwise acquire or to hold or

alienate any movable property or, with the approval of the Minister acting in consultation with the Minister of Finance, any immovable property

(c) to hire or let any movable or immovable property(d) to fix conditions subject to which legal aid is to be

rendered, including conditions in accordance with which any rights in respect of costs recovered or recoverable in any legal proceedings or any dispute in respect of which the aid is rendered, shall be ceded

GENERAL INFORMATION


to the board, and conditions relating to the payment of contributions to the board by persons to whom legal aid is rendered [Para. (d) substituted by section 1 of Act No. 47 of 1989.] (dA) to provide, subject to section 3A(3), legal representation at State expense as contemplated in section 25(1)(c) and (3)(e), read with section 33(2), of the Constitution, where substantial injustice would otherwise result [Para. (dA) inserted by section 1(b) of Act 20 of 1996 with effect from 1 May 2002]

(e) to do all such things and perform all such functions as may be necessary for or incidental to the attainment of the objects of the board

As of 1 March 2014, this mandate and objects were substituted by the Legal Aid South Africa Act 39 of 2014, which more extensively described the mandate of Legal Aid SouthAfricainthefollowingmanner:

“To ensure access to justice and the realisation of the right of a person to have legal representation as envisaged in the Constitution and to render or make legal aid and legal advice available; for that purpose to establish an entity called Legal Aid South Africa with a Board of Directors and to define its objects, powers, functions, duties andcomposition; to provide for the independence and impartiality of Legal Aid South Africa; to provide for the appointment of theBoardofDirectors andqualification formembershipthereof; to provide for the appointment of a chairperson and a deputy chairperson; to provide for the term of appointment of a member of the Board of Directors; to provide for the termination of membership of the Board of Directors; to provide for meetings of the Board of Directors, quorum and procedure; to provide for the establishment of committees by the Board of Directors; to provide for the delegation of powers and the assignment of duties or functions of the Board of Directors; to provide for the appointment of a chief executiveofficerandhisorherfunctions;toprovidefortheappointment of employees and the designation of certain officialsasagentsofLegalAidSouthAfricaandtheirtermsand conditions of employment; to provide for the protection of client privilege in certain circumstances; to provide for the recovery of costs by Legal Aid South Africa; to provide for the finances of Legal Aid South Africa; to provide forthe provision of legal aid by direction of courts in criminal matters; to provide for the making of regulations; to provide for the compilation of a Legal Aid Manual; to provide for the amendment or repeal of laws; to provide for transitional arrangements; and to provide for matters incidental thereto.”

Section 3 of the Legal Aid South Africa Act 39 of 2014, outlinestheobjectsofLegalAidSouthAfricaasthefollowing:(a) to render or make available legal aid and legal advice;(b) to provide legal representation to persons at state

expense;

(c) to provide education and information concerning legal rights and obligations as envisaged in the Constitution and this Act.

4.2.2. Other Legislation Impacting on Delivery of Legal Aid

The following laws also require the government to provide legalassistancetotheindigent:(a) Criminal Procedure Act (Sections 73, 309, 309B,

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

(b) The Child Justice Act (Sections 82(1) and 83(2)) – Legal Representation for Children in Child Justice Court (No child may be refused legal representation)

(c) Children’sAct38of2005(Section55(1))(d) Refugees Act 140 of 1998 (Section 27(b))(e) Labour Relations Act 66 of 1995 (Section 149)(f) Mental Healthcare Act 17 of 2000 (Section 15)(g) Restitution of Land Rights Act 22 of 1994 (Section 22)(h) Prevention of Illegal Eviction from and Unlawful

Occupation of Land Act 19 of 1998 (Section 4(5))(i) Promotion of Equality and Prevention of Unfair

Discrimination Act 4 of 2000 (Section 10(5))(j) Protection of Personal Information Act, Act N0. 4

of 2013

Legal Aid South Africa is able to provide assistance in these instances if budget permits. All other proposed legislation or proposed amendments to legislation, so far as they impact onLegalAidSouthAfrica’smandateand/orclientsrights,aremonitored and commented on as part of the legal research agenda.This is to ensure that clients’ rights are protectedand the mandate of Legal Aid South Africa is not extended without concomitant funding.

4.3. PUBLIC FINANCE MANAGEMENT ACT (PFMA)

The Public Finance Management Act regulates financialmanagement in all spheres and levels of government to ensure that all revenue, expenditure, assets and liabilities are managed efficiently, effectively and economically.Furthermore, the Public Finance Management Act provides management with guidelines that must be complied with for the realisation of good governance. Legal Aid South Africa is a Schedule 3A Public Entity.

Legal Aid South Africa complies with the requirements of the Public Finance Management Act, Act 1 of 1999 (PFMA) and National Treasury Regulations, which provide guidelines that must be upheld and implemented for the realisation of good governance. Legal Aid South Africa has maintained full compliance with the Public Finance Management Act, Treasury Regulations in the year under review.

GENERAL INFORMATION


5. Organisational Structure

GENERAL INFORMATION

Table 02: Organisational Structure

Accounting Authority/Board

Chief Executive Officer

Ms V Vedalankar

Chief Legal Executive

Mr P Hundermark

Chief Operations Officer

Mr J Makokoane

Internal Audit Executive

Mr S Mamotheti

National Operations ExecutiveAdv. B Nair

Manager Special Projects

Ms L Timothy

Communications ExecutiveMr M Phasha

Chief Financial OfficerMs R Hlabatau

Corporate Services ExecutiveMr T Mtati

Human Resources ExecutiveMs A Clark

Information Systems Executive

Mr A Mbatyoti

Board SecretaryMr J Lethiba

Regional Operations Executive – Eastern Cape

Mr H Bambiso

Regional Operations Executive – Free State

and North West Mr T Makamedi

Regional Operations Executive – Gauteng

Adv. W Lambley

Regional Operations Executive – KwaZulu-Natal

Mr V Mdaka

Regional Operations Executive – Limpopo and

MpumalangaMs M Kgabi

Regional Operations Executive – Western and

Northern CapeMs C Robertson


GENERAL INFORMATION

5.1. COMPOSITION OF THE ExECUTIVE MANAGEMENT

Ms Vidhu VedalankarChief Executive Officer (CEO)BSc (University of Durban – Westville), MTRP Masters in Town and Regional Planning (University of Natal), Executive Development Programme (GIBS, University of Pretoria).

ChiefExecutiveOfficerresponsibleforoverall strategic direction of Legal Aid South Africa so as to realise the vision andfulfilthemission.

Mr Jerry MakokoaneChief Operations Officer (COO)BCom Economics (University of South Africa), Diploma Data Processing and Systems Analysis (University of Zululand), MBA (Mancosa).

ChiefOperationsOfficerresponsiblefor support operations within Legal Aid South Africa.

Adv. Brian NairNational Operations Executive (NOE)BPaed (University of Durban – Westville), BEd (University of South Africa), FDE Computer Studies (University of Natal), Masters in Business Leadership (University of South Africa), LLB (University of South Africa), Admitted Advocate, South Gauteng High Court.

National Operations Executive, responsible for ensuring the delivery of cost-effective, high-quality legal services.

Ms Rebecca HlabatauChief Financial Officer (CFO)BCom, BCompt Honours, CTA (University of South Africa),MAP (Wits Business School), Leadership Development Programme (Wits Business School).

ChiefFinancialOfficerresponsibleforstrategicallyguidingfinancialmattersoftheLegal Aid South Africa in a manner that will ensure its long-term viability as an upholder of the rights of the people of South Africa to effective high quality legal services.

Mr Patrick HundermarkChief Legal Executive (CLE)BCom, LLB, (Nelson Mandela Metropolitan University – Formerly UniversityofPortElizabeth),CertificateProgramme in Leadership Development (CPLD) (Wits Business School), Practising Attorney, Law Society of the Nothern Provinces.

Chief Legal Executive responsible for civil legal services delivery, the improvement of quality and range of legal services offered toLegalAidSouthAfrica’slegalaidapplicants, impact services, legal training and pilot projects.

From left: Jerry Makokoane, Hope Bambiso, Rebecca Hlabatau, Mpho Phasha, Cordelia Robertson, Tshotlego Makamedi, Joe Khosa, Lesleigh Timothy, Sethopo Mamotheti, Patrick Hundermark, Joseph Lethiba, Brian Nair, Mpho Kgabi, Thembile Mtati, Vidhu Vedalankar and Vela Mdaka.

Amanda Clark Andile MbatyotiAdv. Wilna Lambley


Mr Sethopo MamothetiInternal Audit Executive (IAE) BCompt (University of South Africa), Post Graduate Diploma in Accounting Science (University of South Africa), HDipTax (University of North West-Potchefstroom), MBA (Gibbs), CIA (IIA).

Internal Audit Executive responsible for the assessment and evaluation of risk and controls within Legal Aid South Africa, including compliance with the Legal Aid Act, Public Finance Management Act and Treasury Regulations, and the applicable governance and common law stipulations.

Ms Amanda ClarkHuman Resources Executive (HRE) NationalDiploma:HousingandDevelopment Management (Technikon SA),BTech:BusinessManagement(Technikon Natal), MBA (University of Wales),Certificate:AdvancedDiplomainLabour Law (University of South Africa).

Human Resources Executive, responsible for the Human Resources department and ensuring that the human resources processes and systems support the delivery of the Legal Aid South Africa strategy.

Mr Mpho PhashaCommunications Executive (CE)NationalDiploma:PublicRelationsManagement (Tshwane University of Technology), MAP (Wits Business School).

Communications Executive, responsible for creating awareness about Legal Aid South Africa services and educating the public regarding accessing such services, as well as building strategic relations with relevant stakeholders.

Mr Thembile MtatiCorporate Services Executive (CSE) BProc (University of Fort Hare), CertificateProgrammeinLeadershipDevelopment (CPLD) (Wits Business School), Practising Attorney, Law Society of the Northern Provinces.

Corporate Services Executive, responsible for corporate services including corporate legal services.

Mr Joe KhosaInformation Services Executive (ISE) (Acting)BSc Computer Science (University of Limpopo), Postgraduate Diploma Computer Science (University of the Witwatersrand).

Information Services Executive, responsible for the Information Technology infrastructure and the provision of support to all users within Legal Aid South Africa. Acted in the period 1 April 2014 to 31 March 2015.

Mr Andile MbatyotiInformation Services Executive (ISE) BCom Honours (University of the Western Cape), Masters in Business Leadership (University of South Africa).

Information Services Executive, responsible for the Information Technology infrastructure and the provision of support to all users within Legal Aid South Africa. Seconded full-time as Project Manager to the eLAA Project – April 2014 to March 2015.

The following Regional Operations Executives are responsible for ensuring the efficient, effective and economic delivery of legal services as contemplated by the Constitution within their areas of jurisdiction:

Mr Hope BambisoRegional Operations Executive Eastern CapeBProc, LLB (University of Fort Hare), LLM (University of South Africa), Practising Attorney, Cape Law Society.

Ms Mpho KgabiRegional Operations Executive Limpopo/MpumalangaBProc (University of the North West), Higher Diploma in Drafting and Interpretation of Contracts (University of Johannesburg), Practising Attorney, Law Society of the Northern Provinces.

Adv. Wilna LambleyRegional Operations Executive Gauteng LLB (University of South Africa), Practising Advocate, South Gauteng High Court.

Mr Vela MdakaRegional Operations Executive KwaZulu-Natal BProc, LLB (University of Zululand), Practising Attorney, KZN Law Society.

Mr Peter MakamediRegional Operations Executive Free State and North WestBProc (University of Limpopo), Practising Attorney, Free State Law Society.

Ms Cordelia RobertsonRegional Operations Executive Western Cape and Northern CapeBCom, BProc (University of South Africa), LLM (UWC), Practising Attorney, Cape Law Society.

GENERAL INFORMATION


6. Foreword by the Board Chairperson

Ilookbackatthefinancialyear2014–2015withgreatprideandgratificationasIreflectonthemanyheartwarmingstoriesassociated with Legal Aid South Africa. Among the highlights of thisperiodare: our role in the justice clusterunder thenew administration; the passage of the new Legal Aid South Africa Act; the adoption of our Strategic Plan 2015–2020; our role in regional and global forums as a leading provider of legal services for the poor, and our consistent record of a highlevelofprobityinthefinancialandgovernancespheres.

The period covered by this report was full of activities of national significance, aswell as those for LegalAidSouthAfrica and its Board. First was the National Elections held on 7 May 2014 (to elect a new National Assembly and new provincial legislatures). With the new administration came momentous changes, such as that of the erstwhile Department of Justice and Constitutional Development being re-organised as the Department of Justice and Correctional Services. The year also saw Legal Aid South Africa, in conjunction with the Department of Justice and Correctional Services (DoJ&CS), the International Legal Foundation, the United Nations Development Programme and United Nations OfficeonDrugsandCrime,hostingasuccessfulInternationalConference on promoting the UN Principles and Guidelines on Access to Legal Aid in Criminal Justice Systems. Legal Aid South Africa reviewed its Strategic Plan to align with the term of government. The Strategic Plan 2015–2020 was approved by both Board and the Minister of Justice and Correctional Services. The long-awaited Legal Aid South Africa Act (39 of 2014)wasgazettedinDecember2014.Ielaborateontheseissues in the paragraphs that follow.

Let me begin with the Strategic Plan. It is the Board’sresponsibility to provide the strategic direction of the business, as well approve its strategic plan. The Legal Aid

South Africa Strategic Plan 2015–2020 was developed and approved in the year under review to coincide with the term of office of the current administration of government. This five-year strategic plan for 2015–2020 takes into account the external and internal environmental influences, and identifies the strategic shifts we require to enable us to execute our mandate in the next five-year period.

It was approved by the Board in November 2014 after an extensive consultation process involving management committees and our staff, as well as external provincial and national stakeholders, through a series of workshops nationally.

As Chairperson, I was particularly gratified by the enthusiasm and commitment displayed by the Board, management, staff and all external stakeholders in this important endeavour. I would like to extend my gratitude to them all for having put all hands on deck to achieve this mammoth task. I also thank our stakeholders for the robust, yet constructive discussions we engaged in to help us develop an inclusive strategic plan for Legal Aid South Africa.

The Legal Aid South Africa Act (39 of 2014) was gazetted in December 2014. It replaced the old LegalAid Act, 1969 (Act 22 of 1969). The new Act ushers in a new era in the governance of Legal Aid South Africa. A Transitional Board, comprising members of the previous Board, will be operational for the 12-month period from 1 March 2015 to 29 February 2016, after which a new Board will be constituted in terms of the new legislation. The main function of the Transitional Board, in addition to its ongoing fiduciary obligations, is to facilitate the appointment of a new Board once the transitional period has ended. All members of the Board of Legal Aid South Africa, who were full members at the end of March 2014, were automatically appointed to the Transitional Board.

“ I look back at the financial year 2014–2015 with great pride and gratification as I reflect on the many heartwarming stories associated with Legal Aid South Africa.”


Legal Aid South Africa continued to make a meaningful contribution and impact at international forums on access to legal aid. Seven delegations (from Ethiopia, Sri Lanka, Myanmar, Nigeria, Kenya, Tanzania and Uganda) werehosted by the organisation in the year under review. This is an indication that our business model and experience as an organisation are highly sought after both regionally and internationally. In this context, the major calendar event was the International Conference on Access to Legal Aid in Criminal Justice Systems.

As the host country and organisation, we together with various government departments, staged this international gathering in Johannesburg from 24–26 June 2014.

The conference brought together over 250 participants from 67 countries to discuss effective strategies to improve access to justice in criminal justice systems, consistent with the United Nations Principles and Guidelines on Access to Legal Aid in Criminal Justice Systems (UN Principles and Guidelines) (A/RES/67/187). These guidelines and principles were unanimously adopted by the 67th session of the United Nations General Assembly on December 20, 2012.

Attheendofthreedays’deliberationsattheJohannesburgConference, a declaration, namely the Johannesburg Declaration on the Implementation of the United Nations Principles and Guidelines on Access to Legal Aid in Criminal Justice Systems, was adopted. The Johannesburg Declaration reiterates the commitment to ensure that poor, vulnerable and marginalised individuals have access to effectivelegalrepresentationforafairtrial inanefficientcriminal justice system based on the rule of law.

Legal Aid South Africa also attended the second World Forum on Human Rights (WFHR), which was organised by the National Council of Human Rights for Morocco in partnership with the Brazilian and ArgentinianGovernments, along with the Office of the UN HighCommissioner for Human Rights. The Forum took place in Marrakesh, Morocco from 27–30 November, 2014. We were represented by Mr Patrick Hundermark, our Chief Legal Executive. The Forum was aimed at contributing to the emergence of a universal platform for dialogue among governments, national human rights institutions and civil society organisations, which are all working to meetpeople’saspirationstorespect,dignity,equalityandjustice.

I also attended a number of international conferences and forums, where Legal Aid South Africa was invited to give expert advice and input on matters relating to access to justice. The learnings from these conferences were insightful and valuable and confirmed that theadvancement and provision of legal aid is an essential

elementofanefficientcriminal justicesystemandthat itis a foundation for the enjoyment of other rights, including the right to a fair trial.

The Board of Legal Aid South Africa, being its highest governance body, bears an oversight function for issues pertaining to sustainability and the implementation of its Sustainability Strategy, which was approved by the Board at its meeting of November 2014. The nature of Legal Aid South Africa’s work requires that the central pillar in itssustainability strategy is the social one. We are assured as aBoardandareconfidentthatotherpillarsofsustainability,namely the environmental sustainability and the economic sustainability, will be prioritised as well.

Legal Aid South Africa recognises that external stakeholders are a crucial component of our environment. Our engagement with stakeholders continues to grow and yield fruitful results. We collaborated with stakeholders in the justice cluster and with civil society organisations to not only provide legal services, but to also raise awareness of constitutional rights through various methods and programmes, resulting in increased ability of the poor and vulnerable to access justice. In our various engagements with our stakeholders for the Strategic Plan 2015–2020, we received comments and suggestions on how to improve our work. Our Stakeholder Report outlines the concerns raised by stakeholders and how we have responded to these issues. I can say with some pride that we now report on sustainability in a separate section of this Annual Report.

Under the capable leadership of its Board of Directors, Legal Aid South Africa practises good governance in all spheres of the organisation. Strong financial management andgovernance has enabled the organisation to deliver quality legal services in an economic and effective manner. There is a high level of compliance with Supply Chain Management (SCM) policies, and effective measures to prevent fraud and promote ethics have been maintained year-on-year. The periodunderreviewwasnoexceptionandweareconfidentthat Legal Aid South Africa will continue to maintain sound financialmanagementpractices.StabilityatBoard level isan important feature of good governance. We had one new member, Mr Nkosana Mvundlela, who was appointed on 31 October 2013. Judge Edwin Molahlehi resigned on 31 May 2014 due to increased work commitments.

I take the opportunity to thank all my colleagues on the Board for the advice, support, commitment and passion they exude, and the time they have given to the organisation and to the Board to help make this a success story.

Parliamentary Portfolio Committee Briefings were held inQuarter 2 of 2014–2015 focusing on the previous Legal Aid South Africa Strategic Plan 2012–2017 Review for 2014–2015; the Annual Performance Plan 2014–2015, and the

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Budget in 2014–2015, as well as in Quarter 3 for the Annual Report 2013–2014. The members of the Portfolio Committee were complimentary of the performance of our organisation, and its service to the country.

Legal Aid South Africa was not spared the pain that was the Marikana tragedy. We grieved with the nation for this senseless loss of life, and the harsh conditions under which our working people have to labour. Our decisions on the issue of funding various groups represented at the Commission of Enquiry were not taken lightly.

At the time of writing this report, the Constitutional Court had not pronounced on our funding parameters relating to Commissions of Enquiry and other such investigations which, in their nature, have no relevance to our mandate of providing access to justice to persons without means who are in conflict with the law or wish to pursue civil claimsin our courts. In line with our Constitutional mandate, we have an obligation to utilise our limited resources to serve the large mass of indigent members of our society. Daily, our practitioners traverse every remote corner of South Africa executing this mandate. Escalating demands on our resources for matters outside our statutory remit, without the concomitant increases in our budgetary allocation, threaten our sustainability and viability as an effective legal aid system.

As with all public entities, budget constraints continue to affect the operations of Legal Aid South Africa. As a result of a Cabinet resolution, National Treasury implemented budget reductions for entities with high cash balances. Legal Aid SouthAfrica’sgrantallocationwasreducedbyR61,8millioninthe2015–2016andR92,7millioninthe2016–2017fiscalyears.

As these cuts are to be funded from our cash reserves, they will not negatively impact on our service delivery, and we believe the impact will be mitigated by prudent management ofourcashflowduringtheyear.LegalAidSouthAfricaalsowelcomed the appointment of Advocate Michael Masutha was as the new Minister of Justice and Correctional Services. Minister Masutha has immediately lent support to our work in the provision of legal aid services to the poor and vulnerable members of our society. We have had fruitful discussions with him and Deputy Minister Mr John Jeffery. I acknowledge his continued support and we look forward to working with him.

Legal Aid South Africa is a high-performing organisation, consistently achieving exceptional results each year. 2014–2015 was no exception. My work as the Chairperson, and indeed the work of the Board, is made much easier by the hard work and rigour of all, in every facet of this organisation.

I must record my heartfelt thanks to our Chief Executive Officer, Ms Vidhu Vedalankar, and her outstandingmanagement team, whose leadership of the organisation continues to be impeccable.

I also salute the foot soldiers of our organisation, at nationaloffice,regionalofficesandateveryoneofour128Justice Centres and Satellite Offices. Their sterling workis acknowledged from the corridors of parliament to the localities that our services reach.

As we enter this transitional year in the evolution of the Board ofLegalAidSouthAfrica,Icansaywithconfidencethatthefoundation that has been laid for the new Board is a solid one, enabling this organisation to reach greater heights in the pursuit of access of justice for all.

Judge President Dunstan MlamboChairperson:BoardofLegalAidSouthAfrica

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7. Chief Executive Officer’s Overview

Legal Aid South Africa has sustained its strong performance with another successful year, characterised by good performance across all areas of our work. Our core purpose istofulfilourconstitutionalmandate,andinsodoingensurea meaningful impact on the lives of poor and vulnerable persons,andultimatelyonsociety.Iamsatisfiedthatwehaveusedourresourcesefficientlyandeffectivelytoachievethis.

During the 2014–2015 year we provided criminal and civil legal aid, and legal advice services, to a total of 769,436 poor and vulnerable persons. Our mixed-delivery system modelwasimplementedeffectivelyduringthisfinancialyear.We served all criminal courts in the country, ensuring that persons who are unable to afford legal representation do not go through the criminal justice system unrepresented. Legal assistance was also provided to clients in civil matters to protect and defend their rights. Legal advice was also provided through our national Justice Centre and Satellite Officenetwork,aswellasourtoll-freeLegalAidAdviceLine.Our commitment to ensuring delivery of quality legal services continued through a process of ongoing training and quality assessments.

In the past year our founding legislation, the Legal Aid Act, 1969 (Act 22 of 1969) was replaced by the Legal Aid South Africa Act 39 of 2014, which came into effect on 1 March 2015. Transitional arrangements were implemented with effect from 1 March 2015 to ensure the continuance of effectiveandefficientgovernancestructuresandoperations.A new Board will replace the transitional Board (at the end of the transitional period) on 1 March 2016.

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

2015; while the Regulations and Manual, as prescribed by the new Legal Aid South Africa Act, are being prepared in conjunction with the Department of Justice and Constitutional Development.

In the year under review we continued to work within a framework of rigorous financial management and goodgovernance, resulting in our fourteenth unqualified auditfrom the Auditor-General. 98,1% of our R1,638 billion budget for the past year was spent. In building our organisational maturity level and sustainability, we have strengthened our enterprise risk management processes and focused on building a risk intelligent culture within the organisation.

Our people-centred programmes continued to build the capacity of our most important resource – our staff. We recorded recruitment levels of 94% and a turnover rate of 6%. Legal Aid South Africa has gained recognition for the quality of its Human Resource policies by becoming part of a renowned community of Top Employers for the sixth consecutive year. The organisation was also voted as the most preferred employer by law students in the 2014–2015 Universum Student Survey, conducted at 25 universities across South Africa.

We implemented the third year of our 2012–2017 Strategic Plan, which in effect was the last year, as we developed a new Strategic Plan (2015–2020) to align to the term of government. Looking back over the three years of implementation, I am pleased to report that we have made great strides towards achieving our strategic shift of “Sustainable high performance and excellence in all segments of the organisation over the next decade, positively touching the lives of many more South Africans thus ensuring JUSTICE FOR ALL.”

The Legal Aid South Africa Strategic Plan 2015–2020 was approved by the Board and the Executive Authority, and tabled inParliament inMarch2015.Ourfocusfor thenextfive-yearperiodwillbeasfollows:

“ Legal Aid South Africa has sustained its strong performance with another successful year, characterised by good performance across all areas of our work.”


i. Existing and expanded points of access for clients further developed, within available funding.

ii. Priority to civil legal aid assistance in constitutional rights-related matters.

iii. Quality management of legal aid services, responsive to client and stakeholder feedback on quality.

iv. Contributing to BUILDING SAFER COMMUNITIES by implementing the adopted protocols from the Criminal Justice System (CJS) Review and the Civil Justice System Review.

v. Proactively making the justice system function more effectivelyandefficiently.

Whilst we are not bound by regulatory requirements, or compliance pertaining to sustainability, it is important from a good business and governance perspective for us to engage with sustainability. Our strategic planning process highlighted important issues that will shape the future of our organisation. Sustainability was one of the issues that was emphasised during the development of the Legal Aid South Africa Strategic Plan 2015–-2020. Informed by the latter, a sustainability strategy was developed. The process of developing our Sustainability Strategy 2015–2020 provided us with an opportunity to refocus our approach to sustainability to achieve more defined andfocused social, economic and, to a lesser extent, environmental goals.

Our legal services delivery was done through our national footprint of 64JusticeCentres (JCs)and64SatelliteOffices(SOs).Whilenonewofficeswereopenedduringthefinancialyear, some offices were relocated or expanded to improveaccess and service delivery to clients. Our services were provided through a total of 2,619 employees, of which 2,071 (79%) was legal staff, including paralegals. In addition we utilised the services of over 600 Judicare practitioners, nine co-operationpartnersandfiveagencyagreementswithprivatelawfirms.Legalservicesweredeliveredthroughourmixed-modelsystem of delivery, with 94% of new legal matters handled by our JCs, 5% by Judicare practitioners, 1% by co-operation partners,andagencyagreementswithprivatelawfirms.LegalAid South Africa handled 448,195 new legal aid matters during this past year. These included 394,172 (88%) criminal legal matters and 54,023 (12%) civil legal matters. We also provided advice in 321,241 matters. This represents a 0,2% increase in legal matters, which is a marginal increase in new legal matters anda2,4%decreaseinadvicematters.Wefinalised444,630legal matters, of which 56,286 were civil matters.

New criminal legal aid matters of 394,172 increased by 1% whencompared to theprevious financial year.This increasealigns to the demand for legal services from criminal courts. In covering all criminal courts, the District Court coverage was 87%, Regional Court coverage was 96%, and in the High Court coverage included all matters requiring legal aid. Legal Aid South Africa is the legal representative of record in the majority of criminal appeal matters heard in the Supreme Court of Appeal

(SCA). We also dealt with a high number of full bench appeals in the various divisions of the High Court. During the year under review, Legal Aid South Africa dealt with a total of 30 criminal appeals in the SCA. We achieved successful outcomes for our clients in 23 (77%) of these appeals, which was higher than the 50% success achieved by private legal representatives in the 24 appeals they dealt with in the SCA. Legal Aid South Africa assisted children in 16,483 matters. 11,651 (71%)of thesewere children in conflictwith law.Weprovided legal aid to children in 3,336 new preliminary inquiry matters. We have a system in place to track children awaiting trial in custody so that these matters are prioritised, and this enabledustoassist605childreninnewmatters,finalised506matters and, as at the end of March 2015, we were assisting 103 children in custody awaiting trial. The number of children in conflict with the law assisted by Legal Aid South Africadecreased by 0,3%, which would be due to the successful diversion of children in terms of the Child Justice Act.

In enhancing the effectiveness of the justice system, we participate in all structures within the Criminal Justice System (CJS) established at local, provincial and national level. This includes theProvincial andNationalEfficiencyEnhancementCommitteesestablishedbytheOfficeoftheChiefJustice.Wecontinued to monitor all Remand Detainees (RDs) who are in custody in excess of two years. Through discussions with other stakeholders in the Criminal Justice System, it became apparent that the tracking system utilised by Legal Aid South Africa was very advanced and was capable of providing information that could be utilised by other court stakeholders to address the situation of long serving RDs. We have since been requested to play the lead role in the tracking and monitoring RDs in the cluster by providing reports that assist with identifying the cause of delays in each individual matter so that the relevant stakeholders can address these delays at local level.

In the year under review, our JCs continued to render outstanding service to our clients in both criminal and civil matters. They dealt with a wide variety of cases, some of which arose from very unique facts or circumstances. A number of these cases attracted the attention of the media. Some of these cases raised interesting questions of law or had the potential to create legal precedent. Yet some cases stand out, because of the sheer determination of our practitioners to give their all in pursuit of the best possible outcome for their clients. In the criminal cases that we deal with, children often feature on either sideofthelaw.Wherechildrenarethemselvesinconflictwiththelaw,ourpractitionershavebecomeproficientatapplyingtheChild Justice Act, and all effort is made to divert the child away from the Criminal Justice System.

Our Durban JC represented a 16-year-old girl, “SN”, who was charged with the possession of a substantial quantity of marijuana. Through careful enquiry, our practitioner was able to establish that the child had run away from home and was

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living on the streets. She was being used to sell drugs by some foreign nationals who rewarded her with drugs; as a result she had become addicted to drugs. She had been arrested on a previous occasion and placed in a Place of Safety, but had escaped. The child alleged that she had no parents or guardian. In the absence of a guardian, she could not be diverted. The practitioner approached social workers at a Place of Safety with a request to prepare a report on the accused. Based on their report, the practitioner was able to successfully apply to have the child declared as a Child in Need of Care in terms of section 50 of the Child Justice Act as a result of which the prosecution against her did not proceed.

In 2014–2015 we provided legal services in 54,023 new civil matters, which was 12% of new legal matters. This amounted to a 5,5% decrease in civil matters, which can be attributed to the number of matters being taken on, being better aligned to the capacity of our civil practitioners, as well as a marginal increase in staff capacity during this period. Children were assisted in 4,831 new civil matters, representing 29% of the children’smatters with which we dealt.

Legal advice was provided through 321,241 consultations, the majority of which were walk-in clients at our JCs and SOs. Our Legal Advice Line call centre provided advice to 42,866 of these matters. The decrease in advice matters links to the demand for advice, as well as the capacity to advertise the services of the Legal Aid Advice Line. Paralegals were involved in consulting with clients at community facilities in rural and peri-urban areas. The provision of civil advice ensured that clients and communities were able to understand their rights and obligations, and were assisted to resolve their issues or referred to institutions that could assist them.

In the matter of Westbrook Residential Development v Sipho Xaxaka and others we received instructions to oppose the eviction of 54 families who had resided in an area known asParson’sVlei forclose toacentury.Our legalpractitionerrequested the municipality provide an impact report regarding the impact on households headed by women, children, the elderly, those suffering with HIV/AIDS, and those with disabilities. We also asked for proposed areas of relocation. Relocation to an area known as Chatty, situated some 30 kilometres away, was proposed but this was not acceptable to our clients. At the hearing, the court found against our clients, but the area of Chatty became unavailable, leaving room for us to negotiate further on behalf of our clients. Eventually, the municipality offered to relocate the families to Malabar, an area that is closer toParson’sVlei.Ourclientsacceptedthisofferbutwerealsoable to negotiate a temporary home with water and electricity foreachfamily,ablutionfacilities,asecurityfence,floodlights,as well as compensation for the added costs of transportation. During February 2015, the families moved into their new homes valuedatR90,000each.Theseunitsaresafeandfireresistant.For most of the families, this represents an improvement on the conditionstheyenjoyedwhentheylivedinParson’sVlei.

In the matter of NC Mafele & Another v The Minister of Police & others our client, who is mentally ill, was arrested for murder on 8 December 2009. The client was never brought before court and on 10 December 2009 the matter was struck off the roll in his absence. The client was however never released and remained in police custody until August 2011 when his family approached Legal Aid South Africa. The client was released immediately. An action for damages was brought on behalf of the client and the Minister of Police conceded merits in our favour and offered R500,000 as a settlement, which was accepted by the client.

Of the 47 matters that were assessed for impact funding, 18 new impact matters were approved in 2014–2015. Eight of theninefinalisedmattersweresuccessfullyconcluded in thefinancialyear,resultinginasuccessrateof89%.Thenatureofthe impact matters ensures that despite the low volumes, the outcomesimpactmorebroadlythanonjustthespecificclientsassisted.Thesemattersensurethatclients’constitutionalrightsare enforced or protected and legal precedents impacting widelyonourclients’rightshavebeenachieved.

One such matter is Lorraine Sophie Botha and Another v Henry Robins Rich NO and others CCT 89/13. In this matter, Sophie Botha managed to survive by operating a laundromat that generated an income of approximately R5,000 a month. On 19 November 2003 Sophie Botha entered into a contract with the JJW Hendricks Trust, in respect of the sale of immoveable property for the sum of R240,000. In terms of the contract Sophie Botha had to pay the monthly sum of R4,000 in respect of the purchase price. On 17 March 2009 the Trust brought an application against Sophie Botha to cancel the contract and evict her from the property from which she ran her small-scale business. The Trust alleged that Ms Botha was in arrears in the amount of R40,000, and thus the contract was breached prompting cancellation. The High Court handed down judgment in favour of the Trust. The SCA was petitioned and leave to appeal was granted to the full bench. The full bench in turn dismissed the application. The matter was thus taken on appeal to the Constitutional Court, because the client had paid almost three quarters of the purchase price and the Trust cancelled the contract because of arrears relating to one missed payment, which occurred in December of the previous year. At the time of the breach, Sophie Botha was not placed in arrears by the Trust. Instead, the breach in payment was only relied upon by the Trust when the full purchase price was almost paid and Sophie Botha asked for transfer of the property into her name as provided for in the contract. It was argued on behalf of Sophie Botha that the Trust could not rely on the breach, demand cancellation of the contract and then retain the property as well as the monies paid in by Sophie Botha.

The Constitutional Court held that Sophie Botha was entitled to transferoftheproperty,astheremedyofspecificperformanceis not excluded by section 27 of the Alienation of Land Act, (the Act) and furthermore that it would be unfair to deprive Sophie Botha of the transfer as she had already paid a large portion of

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the purchase price of the property. The Court, however, went further to state that in order to ensure fairness, Sophie Botha would have to pay the outstanding arrears. This matter thus assisted in testing the provisions of the Alienation of Land Act 68 of 1981 against the values of the constitution, and furthermore ensured that Sophie was able to continue earning a living and not be unfairly deprived of ownership of a property.

In a separate issue, we were pleased with the judgment handed down by the Western Cape High Court in the matter of De Vos NO and Others v the Minister of Justice and Constitutional Development in which we mounted a challenge to the constitutionality of sections 77(6)(a)(i) and (ii) of the Criminal Procedure Act 51 of 1977. Advocate Anna-Marie de Vos was appointed as curatrix-ad-litem to a mentally challenged 14-year-old boy who fatally stabbed a 14-year-old girl, resulting in him being arrested and charged with murder in the Oudtshoorn Magistrate’sCourt.Theaccusedwasassessedbythreedoctors,who were in agreement that he was mentally disabled. It was further agreed that the accused was not able tounderstand court proceedings nor appreciate the wrongfulness of his conduct.

Prior to the matter being heard in the Western Cape High Court, with the Minister of Health cited as a respondent, the Stellenbosch Justice Centre applied for the matter of Pieter Snyders to be heard together with that of De Vos NO. The second matter was in relation to an application brought forward by the Stellenbosch Justice Centre on behalf of a 35-year-old Down syndrome male who was detained at a mental institution on charges of rape. Although no evidence was given linking the accused to the crime, he still had to be detained as a state patient or as an involuntary patient due to his mental disability. It was argued that sections 77(6)(a)(i) and (ii) of the Criminal Procedure Act are inconsistent with the rights enshrined in the Bill of Rights, namely the right to equality before the law, includingtherighttoequalbenefitofthelaw;therighttoequality;the right to human dignity, and the right to freedom and security of the person – including the right not to be detained without trial. The High Court ruled that sections 77(1)(a)(i) and (ii) of the Criminal Procedure Act 51 of 1977 are unconstitutional as apresidingofficerinthesecircumstanceshasnodiscretiontodecide where to place a person found incompetent to stand trial other than at a mental health care facility, and furthermore gave Parliament a time frame in which to address issues of legislation that deal with the fate of mentally disabled persons who have been accused of crimes. The judgment has been referred to the ConstitutionalCourtforconfirmationoftheorderofinvalidity.

The cases cited above illustrate Legal Aid South Africa’ssteadfast commitment to ensuring the realisation of the rights enshrined in the Bill of Rights and that the voices of the most vulnerable members of our society are heard by our courts.

Maintaining a high quality of legal services remains a priority and as such we have in place a number of interventions aimed at ensuring that practitioners render services in compliance with

our quality requirements. Reviews by our independent Legal QualityAssuranceUnithaveconfirmedthatourpractitionersare rendering legal services in compliance with our quality requirements. This is evidenced by the reduction in the number of practitioners failing to achieve our quality targets. This indicates the success of our programmes aimed at maintainingand improvingquality.During this past financialyear we also introduced a system of monitoring the quality of legal services rendered by Judicare practitioners.

The provision of quality legal services is also linked to training programmes. Legal staff attended training at the Justice Centres as well as training arranged by our Legal Development Department. We continued building up our consolidated knowledge management repository, which gives practitioners access to a substantial amount of resources, including e-learning modules, electronic legal libraries and legal research papers. An internal blog with case law discussions and legal newsletters facilitates engagement and promotes ongoing learning. All categories of legal practitioners achieved their quality targets, which is an indication that our quality monitoring and intervention programmes have the desired effect.

Theyearunderreviewwascharacterisedbysoundfinancialplanning and expenditure management. Payments to Judicare practitioners and other creditors met the required targets. We pay serious attention to governance, hence compliance with laws and regulations is tracked and reported on to the Board. Our Internal Audit Department conducted quarterly audits on compliance with the PFMA and Treasury Regulations. Following the external audit of Legal Aid South Africa, the Auditor-Generalexpressedacleanunqualifiedauditopinionfor the financial year 2014–2015. The Bid AdjudicationCommitteefunctionedeffectivelyandLegalAidSouthAfrica’sSupply Chain Management policy and procedures have been developed to ensure that financial activities are conductedin line with the PFMA, National Treasury Regulations, the Preferential Procurement Policy Framework Act and Broad Based Black Empowerment Act. We ensured that all policies and standard operating procedures were reviewed and updated as necessary in order for these to remain relevant and keep up with best practice and legislative amendments.

Our Internal Audit Department continued to provide assurance to management and the Board, and completed their Internal Audit Coverage Plan over and above the required number of audits targeted (9% more than the target).

People Development Programmes were successfully implemented and the success of our reviewed Employment Value Proposition (EVP) can be seen through our high recruitment rates and low turnover rates, as well as the recognition we have received from external human resources rating bodies. The year under review was the third year of our Leadership Development Programme.

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The programme continued through thought-provoking leadership conversations focused on competencies, aimed at leveraging learning amongst our leaders.

During the year under review the IT VPN upgrade roll out, in line with business growth requirements, was completed and a new IT helpdesk system as well as an HR portal were developed. Although our Ad Infinitum legal administrationsystem has been stabilised, it has to be closely monitored while the process of developing a new IT system, which will enhance our IT capabilities, commenced.

As part of our efforts to promote our brand, market our services and establish stakeholder partnerships, we collaborated with numerous government and community structures and NGOs in conducting community outreach initiatives, as well as participating in key human rights events at local and national level. Public education programmes targeting our clients raised awareness around constitutional rights and our community outreach programme exceeded the target. As a result of these initiatives, our brand is recognised as part of the community safety net.

A blog was initiated as part of our internal communications programme and has been successful in keeping our staff up to date and engaged.

The Board and Board Committees held meetings as scheduled andallmeetingswerequorate.TheBoardeffectivelyfulfilledits strategic oversight role, providing guidance and decisions on policy and strategy matters. The Board was involved in the development of the new Strategic Plan 2015–2020 through participation in Board workshops, as well as stakeholder workshops held nationally and provincially.

Some of the challenges experienced during the year under review include a lack of relief staff, which resulted in some courts being unable to function in the absence of our practitioners for any reason, which impacts on access to justice for our clients. The number of Regional Court and High Court matters pending beyond turnaround targets currently exceeds our targets. There are various contributing factors for this and these matters are tracked to ensure that they are finalisedaspromptlyasispossible.Delaysinobtainingcourtrecords posed a challenge at some courts, resulting in the number of backlog appeal matters being high.

Although there was a decrease in the number of new civil matters taken on (when compared with last year), the demand for civil legal aid services at many of our JCs exceeded our internal capacity.

Although we commenced with our new IT legal aid administration system, the project timelines for the development of the new Electronic Legal Aid Administrative System (eLAA) extended beyond the full roll out target period of December 2014.

Looking forward, the constrained financial situation willcontinue to place pressure on resources. National Treasury informed us of reductions to the baseline allocation in the 2015–2016and2016–2017financialyears.Budgetcutswillbe supplemented by cash reserves in the short term, it being noted that the cash reserves are required to meet liabilities andthatmanagingthecurrentassets:currentliabilitiesratiowill allow these to be utilised in the short term. These budget cuts will therefore not impact negatively on any service delivery. Additional posts for the court expansion programme (an additional R18 million in 2015–2016) linked to the appointment of new magistrates will allow Legal Aid South Africa to provide a service at these new courts.

The organisation is geared to deliver on its Strategic Plan 2015–2020 and has an approved Enterprise Risk Management Plan in place tomitigate risks identified andemerging. Legal Aid South Africa is committed to building a sustainable organisation, with a capacity for continuance. The organisation has also developed a Sustainability Strategy, which positions it to ensure that sustainability is embedded into the business practice and to promote sustainable growth through economic, social and environmental value creation. We see our mandate as the delivery of legal aid services to individual clients being key to increasing access to justice for the poor and vulnerable in a sustainable manner, thus contributing to a more equitable society.

I express my appreciation to the Legal Aid South Africa team – to all the employees of Legal Aid South Africa and the management team for their individual and collective contributions, which have ensured that we continue to deliver at the high standards set and maintained over the past years. I would also like to thank the Board of Legal Aid South Africa for their ongoing commitment. We appreciate the knowledge and experience that they make available to the management team. A special word of gratitude is extended to Judge President Mlambo, our Board Chairperson, for his support andsteadfastleadershipduringthispastfinancialyear.

As we celebrate our achievement of our continued high performance, let us maintain our dedication and keep up the good work as we continue to make the constitution and human rights a living reality by impacting on the lives of ordinary people in our country. Legal Aid South Africa commits to continue striving towards the realisation of access to justice for all.

Ms Vidhu VedalankarChiefExecutiveOfficer:LegalAidSouthAfrica

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PARTB:PERFORMANCE INFORMATION


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

TheChiefExecutiveOfficer isresponsibleforthepreparationofLegalAidSouthAfrica’sperformanceinformationandforthejudgements made in this information.

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

Inmyopinion, theperformance information fairly reflects theactualachievementsagainstplannedobjectives, indicatorsandtargetsasperthestrategicandannualperformanceplanofthepublicentityforthefinancialyearended31March2015.

LegalAidSouthAfrica’sperformanceinformationfortheyearended31March2015hasbeenexaminedbytheexternalauditorsand their report is presented on page 105.

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

Ms Vidhu VedalankarChiefExecutiveOfficer:LegalAidSouthAfrica25 July 2015

2. Auditor’s Report: Predetermined ObjectivesThe role of the AGSA/auditor is acknowledged as critical to the sustainability of Legal Aid South Africa, as it provides independent assurance that activities being carried out within Legal Aid South Africa are in accordance with the approved predetermined objectives and mandate.

The audit conclusion on the performance against predetermined objectives is included in the report to management, with material findingsbeingreportedunderthePredetermined Objectives in the Report on Other Legal and Regulatory Requirements.

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

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3. Overview of Legal Aid South Africa’s Performance

3.1. SERVICE DELIVERY ENVIRONMENT

Legal Aid South Africa has a national footprint of 64 Justice Centresand64SatelliteOffices.Thelocationofourofficesis carefully chosen so that they are aligned to the courts and located close to public transport facilities, in order to be accessible to clients. We make use of a cost-effective mixed model delivery method to improve court coverage and service delivery. Our Justice Centre model has made it possible for us to extend the delivery of criminal legal aid services to all courts throughout the country. Furthermore, our use of a practitioner per court model has improved the flow of cases at courts. A research study of all courtrolls that we conducted recently has given us a complete understanding of the demand for criminal legal aid services in every criminal court in the country. In the year under review Legal Aid South Africa continued to provide criminal and civil legal aid services through its national footprint.

In the2014–2015financialyear448,195newmattersweretaken on. This represents a 0,2% growth in new matters over thepreviousfinancialyear.394,172(88%)werenewcriminalmatters and 54,023 (12%) were new civil matters. The vast majority of these new matters (94%) were handled by the JCs. Duringthissameperiod444,630matterswerealsofinalised.

The Justice Centre civil legal aid delivery model utilises practitioners with high experience levels in civil litigation. SOPs have been developed to guide the operations of all civil units and civil sections. Administrative support to civil practitioners has also been improved. Extensive online support systems have also been introduced to assist civil practitioners in carrying out their work. There are, however, some challenges in the recruitment of practitioners in specialist areas such as labour law.

High Courts are covered by experienced High Court Unit (HCU) practitioners. A Central Court roll model was in place for High Court coverage and legal representatives were allocated to all matters that required legal aid. Legal Aid South Africa HC practitioners were allocated matters for an average of 76% of the days on which courts were sitting duringthefinancialyearunderreview.Theorganisationhasa quality management programme and provides extensive support for the preparation of cases.

Legal Aid South Africa received additional funding for the CaseBacklogProject.Inthe2014–2015financialyear,thisfunding was utilised to create 96 new permanent posts. Thirteen of these positions were administrative positions, while 83 were legal positions. This enabled Legal Aid South Africa to increase its capacity to provide legal aid in all Case

Backlog Courts. Backlog courts have now been included as part of our normal court coverage programme.

General legal advice is an integral part of our service delivery programme. General advice is provided by dedicated paralegalswhoarestationedatall128ofouroffices,aswellas at our call centre, namely the Legal Aid Advice Line. A total of 321,241 general advice consultations were conducted duringthefinancialyearunderreview.Thisrepresentsadropof4%overthepreviousfinancialyear.

The Legal Aid Advice Line makes it possible for clients, particularly those in rural areas, to access instant legal advice through a toll free telephone service. The Call Centre logged 42,886 general advice consultations. This represents a decrease of 23% over the previous financial year. Thedecrease in the call centre volumes can be mainly attributed to the limited advertising, particularly broadcast (TV and radio), which directly impacts on call volumes. In addition, the basis for calculating the number of advice calls changed in the period under review in that follow up calls are no longer included in the statistics for new advice matters. The previous system was not able to distinguish follow up calls.

Legal Aid South Africa also greatly improved its management and monitoring of remand detainees and Children Awaiting Trial in custody (CAT). Legal Aid South Africa is currently playing the lead role within the CJS cluster in the monitoring of remand detainees in order to address case backlogs, as well as monitor the length of time that remand detainees spend in custody awaiting trial. During the period under review, Legal Aid South Africa monitored 605 new CATs in custody. We also assisted infinalising506mattersofCATs.At theendof thefinancialyear, therewere103CATs incustody,ofwhich71children were in custody for periods in excess of one month. Each of these children was individually tracked on our CAT web page to ensure that their matters received priority attention.

Legal Aid South Africa provides quality legal services and has a quality management programme in place as well as systems and processes to ensure efficient service delivery.The programme is implemented at all JCs. The Legal Quality Assurance Unit (LQAU), located within the Internal Audit Department provided our Executives and the Board with reportsthatconfirmedandgaveassurancethatqualitylegalservices were delivered by practitioners, both internal and external (Judicare and Co-operation partners). Legal Aid South Africa was an active participant in the Management of Remand Detainees (MRDs) committee until its work was wound up earlier this year. Legal Aid South Africa has now taken the role oftheleadorganisationinensuringthatProvincialEfficiencyEnhancement Committees (PEECs) prioritise the monitoring of remand detainees in custody over two years. A report that details the top 20 longest serving remand detainees per province is tabled at all PEEC meetings attended by Legal Aid South Africa.



Funding continues to pose a major challenge to the provision of legal services by Legal Aid South Africa. As a result of this challenge, we were unable to provide the required level of practitioner capacity at many of our criminal courts. A major challenge in our court coverage programme and one that has attracted a lot of criticism, especially in our coverage of the lower courts, has been the absence of a relief component to substitute for our practitioners when they become unavailable for any reason. This has often led to courts being unable to function effectively whenever one of our practitioners is absent. We are, however, pleased to report that during the latter part of this financial year, our Board approved theimplementation of a limited court relief programme at 33 of our Justice Centres. It is anticipated that this programme will help alleviate some of the pressures occasioned by the unavailability of practitioners and thereby improve the efficientoperationofourcourts.

Legal Aid South Africa continued to contribute to and implement the recommendations of the Criminal Justice System (CJS) Review. During the financial year underreview Legal Aid South Africa attended and contributed to meetings of the CJS Review Committee. Legal Aid South Africa has implemented all recommendations and protocols that affect Legal Aid South Africa. We also monitored and provided input to proposed legislative changes and other relevant proposals.

3.2. ORGANISATIONAL ENVIRONMENT

Strong financial management and governance is anintegral part of the Legal Aid South Africa environment. This has enabled us to continue to deliver to many more South Africans in a sustainable manner. Legal Aid South Africacontinuedtolookforefficiencymeasuresinhandlingits budget expenditure in light of budget cuts implemented by National Treasury. Legal Aid South Africa has also looked to reduce costs associated with ever increasing accommodation costs. In this respect, it continues to look foropportunities topurchaseofficeaccommodation.Thiswill enable the organisation to mitigate increasing rental costs and, most importantly, ensure we maintain access to justice to indigent persons by sourcing locations close to the communities and the courts we serve.

As a dynamic business organisation it is incumbent upon Legal Aid South Africa to ensure that when major catastrophes arise, the organisation is able to either continue working or resume operations in the shortest time possible.Oneofthechallengesinthe2014–2015financialyear has been power outages impacting on business operations. It has since become difficult to know andpredict the times at which Eskom would reduce demand of electricity, by load shedding. These unexpected power interruptions have regrettably had a negative effect

on Legal Aid South Africa’s business operations andproductivity of employees. To counteract the effects of load shedding, Legal Aid South Africa sought to procure UninterruptedPowerSupply(UPS)forregionalofficesandJCs to ensure sustained productivity. The installation of theUPSwillbecompletedinthenewfinancialyear.

The electronic biometric clock in system was procured in the2013–2014financialyearandintheyearunderreview,Legal Aid South Africa began the implementation of the system at all its operations throughout the country. The aim is to improve accountability within offices dispersedacross the country, as well as reduce the challenges with the use of manual attendance registers by staff. Selecting a paperless option also contributes to the reduction of our carbon footprint.

Legal Aid South Africa was lauded for its role in the Small Claims Courts by the Deputy Minister of Justice and ConstitutionalDevelopment,MrJohnJeffery,attheofficiallaunch of the Small Claims Court in Howick on 8 October 2014.

The Small Claims Courts are used to settle minor civil disputes and claims between parties without the use of legal representation in an informal, simple, cost-effective andspeedyprocess.This confirms thatLegalAidSouthAfrica is committed to corporate social responsibility. 161 Legal Aid South Africa lawyers have been appointed as commissioners country-wide.

Our Human Resources programme continues to focus on talent management, employee wellness, organisational culture and leadership, thus developing a competent and motivated workforce able to serve our clients and communities to achieve our vision. Our low turnover rate has created a stable work environment better able to strivetofulfilourmission.Intheyearunderreview,LegalAid South Africa was also voted amongst Top Employers in South Africa for the sixth year in a row.

Legal Aid South Africa was also rated as the best employer of choice by law students in a Universum survey. This was a remarkable achievement for Legal Aid South Africa, an improvement from its performance in 2013–2014, when it was rated second. The Universum Ideal Employers Survey is delivered to students, graduates and professionals. The results of the Universum Talent Survey reveal how students perceive organisations as employers in South Africa.

The research functions as a basis for decision-making when choosing target groups, messages and channels for future employer branding campaigns, and as a control instrument for measuring the appeal an organisation has intheeyesofitsspecifictargetgroups.



3.3. KEY POLICY DEVELOPMENTS AND LEGISLATIVE CHANGES

The promulgation of the Legal Aid South Africa Act 39 of 2014 on 9 December 2014, and the subsequent implementation of said Act on 1 March 2015, has resulted in a Transitional Board that will steer the Board through the next 12 months while a new Board is constituted in accordance with the requirements of the new Act. All the relevant transitional arrangements have been operationalised and all governance structures are still functioning efficiently and effectively. The 2014 LegalAid Guide will remain effective until replaced by the Regulations (Policy) and Legal Aid Manual, within the 24 month period determined by sections 23 and 24 of the new Legal Aid South Africa Act.

In addition, the Legal Practice Act was assented to on 22 September 2014 and Part 1 and 2 of Chapter 10 has been brought into operation on 1 February 2014. Legal Aid South Africa is represented on the Interim Legal Practice Council, which has been tasked with attending to the necessary preparation to bring the Legal Practice Council into existence. Legal Aid South Africa looks forward to contributing to the development of an independent and unified legal profession that understands the need forpoor and indigent persons to be able to access justice as contemplated in our Constitution.

In December 2012, the United Nations General Assembly adoptedthefirstinternationallegalaidinstrument:theUNPrinciples and Guidelines on access to legal aid in criminal matters. This has paved the way for the development of

legal aid systems and increased access to justice by indigent persons in all member countries.

Legal Aid South Africa, in conjunction with the Department of Justice and Correctional Services, hosted an International Conference, which resulted in the Johannesburg Declaration calling upon all member states to take practical measures to implement legal aid systems. This has taken legal aid to the forefront of the international agenda.

3.4. STRATEGIC OUTCOME ORIENTED GOALS

The strategic outcome oriented goals of Legal Aid South Africa, as per the Strategic Plan 2012–2017, are stated in Part A, Section 3.4 of this Annual Report, and progress made towards achievement of the Objectives, Strategies and Programmes is reported on in Section 4, Performance Information by Programme below.

4. Performance Information by Programme

On the 20th of March 2014 the Minister of Justice and Correctional Services approved Legal Aid South Africa’sAnnualPerformancePlanforthe2014–2015financialyear.

The following are the delivery statistics for the organisation nationally and per province for the 2014–2015 financialyear and the detailed performance information against the approved 2014–2015 Annual Performance Plan.

Protecting and defending the rights of women and children.


Table 03: Legal Aid South Africa Corporate Dashboard

NO

IND

ICAT

OR

PER

FOR

MA

NC

E 20

14–2

015

PER

FOR

MA

NC

E 20

14–2

015

PER

FOR

MA

NC

E PR

IOR

YEA

RS

VAR

IAN

CE

AN

NU

AL

TAR

GET

2014

–201

520

13–2

014

2012

–201

320

14–2

015

OVE

R

2013

–201

4

NU

MB

ER%

NU

MB

ER%

PER

FOR

MA

NC

E A

GA

INST

TA

RG

ETN

UM

BER

/%N

UM

BER

/%N

UM

BER

/%

OVE

RA

LL P

ERFO

RM

AN

CE

Del

iver

y of

Bus

ines

s Pl

an

1C

lient

Com

mun

ity

Ach

ieve

d A

chie

ved

Ach

ieve

d

2Fi

nanc

ial S

usta

inab

ility

Ach

ieve

d A

chie

ved

Ach

ieve

d

3B

usin

ess

Proc

esse

s

Ach

ieve

d A

chie

ved

Ach

ieve

d

4Em

ploy

ee &

Org

anis

atio

nal C

apac

ity A

chie

ved

Ach

ieve

d A

chie

ved

ExEC

UTI

VE A

UTH

OR

ITY

AC

CO

UN

TAB

ILIT

Y

5Q

uart

erly

/Ann

ual R

epor

t/s 5

5

A

chie

ved

5

3

6Pa

rliam

enta

ry B

riefin

gs 2

2

1

CLI

ENT

CO

MM

UN

ITY

7N

ew L

egal

Del

iver

y M

atte

rs/In

stru

ctio

ns (i

.e.

num

ber o

f ins

truc

tions

to le

gal p

ract

ition

ers)

(E

xcl.

Pro

Bon

o)

448

195

447

301

438

844

0%

% in

YTD

Col

umn

repr

esen

ts s

plit

acro

ss

deliv

ery

syst

ems

7.1

Just

ice

Cen

tres

– N

ew M

atte

rs 3

90 0

18

421

527

94%

8%

bet

ter t

han

targ

et 4

24 6

79 4

20 7

08-1

%

7.2

Judi

care

– N

ew M

atte

rs 2

0 67

4 5%

16

035

14

225

29%

7.3

Co-

oper

atio

n P

artn

ers

– N

ew M

atte

rs 4

777

1%

5 5

46

3 2

06

-14%

7.4

Age

ncy

Agr

eem

ents

1 1

99

0% 1

041

7

05

15%

7.5

Impa

ct L

itiga

tion

18

0%0%

7.6

Pro

Bon

o 1

56

0%0%

8Fi

nalis

ed D

eliv

ery

Mat

ters

/Inst

ruct

ions

(E

xcl.

Pro

Bon

o)

444

630

433

532

432

002

2,6%

% in

YTD

Col

umn

repr

esen

ts s

plit

acro

ss

deliv

ery

syst

ems

8.1

Just

ice

Cen

tres

– Fi

nalis

ed M

atte

rs 3

90 0

18

425

199

96

%9%

bet

ter t

han

targ

et 4

17 1

37 4

17 5

90 1

,9%

8.2

Judi

care

– F

inal

ised

Mat

ters

13

300

3% 1

0 71

8 1

0 30

5 2

4%



NO

IND

ICAT

OR

PER

FOR

MA

NC

E 20

14–2

015

PER

FOR

MA

NC

E 20

14–2

015

PER

FOR

MA

NC

E PR

IOR

YEA

RS

VAR

IAN

CE

AN

NU

AL

TAR

GET

2014

–201

520

13–2

014

2012

–201

320

14–2

015

OVE

R

2013

–201

4

NU

MB

ER%

NU

MB

ER%

PER

FOR

MA

NC

E A

GA

INST

TA

RG

ETN

UM

BER

/%N

UM

BER

/%N

UM

BER

/%

8.3

Co-

oper

atio

n P

artn

ers

– Fi

nalis

ed M

atte

rs 5

065

1%

4 8

67 3

250

4%

8.4

Age

ncy

Agr

eem

ents

1 0

57

0% 8

10 8

57 3

0%

8.5

Impa

ct L

itiga

tion

9 0

%0%

8.6

Pro

Bon

o7

0%

0%

%

in Y

TD C

olum

n re

pres

ents

spl

it be

twee

n cr

imin

al/c

ivil

9.1

Crim

inal

Tot

al N

ew M

atte

rs 3

94 1

72

88%

390

118

3

83 5

67

1%

9.2

Civ

il To

tal N

ew M

atte

rs 5

4 02

3 12

% 5

7 18

3 5

5 27

7 -6

%

10G

ener

al A

dvic

e 3

21 2

41

328

979

297

835

-2%

10.1

JusticeCentres&SatelliteOffices

255

725

2

46 9

02

3%

low

er th

an

targ

et

243

548

2

27 5

61

1%

10.2

Cal

l Cen

tre 5

8 40

4 4

2 88

6 2

7% lo

wer

than

ta

rget

5

5 62

3 4

4 24

7 -2

3%

10.3

ATP

– P

aral

egal

s 3

1 29

8 3

1 45

3 O

n ta

rget

2

9 80

8 2

6 02

7 6%

11C

hild

ren

Aw

aitin

g Tr

ial (

> 1

mon

th in

cus

tody

)

11.1

New

605

3

53

282

71

%

11.2

Fina

lised

506

3

30

347

53

%

11.3

Pen

ding

103

6

2 5

2 66

%

% in

YTD

Col

umn

repr

esen

ts s

plit

betw

een

crim

inal

/civ

il

12C

hild

ren

– To

tal m

atte

rs 1

6 48

2 1

6 85

8 2

6 10

5 -2

%

12.1

Chi

ldre

n –

New

Crim

inal

Mat

ters

1

1 65

1 70

,7%

11

689

19

840

0%

12.2

Chi

ldre

n –

New

Civ

il M

atte

rs 4

831

29

,3%

5 1

69

6 2

65

-7%

13Pe

ndin

g M

atte

rs

13.1

.1P

endi

ng M

atte

rs –

JC

174

725

1

83 7

84

177

286

-5

%

13.1

.2To

tal B

ackl

og M

atte

rs (J

C)

31

144

18%

32

525

30

501

-4%

13.2

.1P

endi

ng D

C –

Tot

al (J

C)

87

760

9

0 13

0 8

8 36

2-3

%

13.2

.2D

C M

atte

rs >

6 m

onth

s 2

0%

7 2

62

8% 1

2% b

ette

r tha

n ta

rget

8

362

10

211

-13%

13.3

.1P

endi

ng R

C –

Tot

al (J

C)

28

901

3

1 50

8 3

1 26

0 -8

%

13.3

.2R

C M

atte

rs >

9 m

onth

s25

% 8

081

28

% 3

% lo

wer

than

ta

rget

8

425

8 7

97 -4

%

13.4

.1P

endi

ng H

C –

Tot

al (J

C)

3 8

20

3 2

54 2

378

17%



NO

IND

ICAT

OR

PER

FOR

MA

NC

E 20

14–2

015

PER

FOR

MA

NC

E 20

14–2

015

PER

FOR

MA

NC

E PR

IOR

YEA

RS

VAR

IAN

CE

AN

NU

AL

TAR

GET

2014

–201

520

13–2

014

2012

–201

320

14–2

015

OVE

R

2013

–201

4

NU

MB

ER%

NU

MB

ER%

PER

FOR

MA

NC

E A

GA

INST

TA

RG

ETN

UM

BER

/%N

UM

BER

/%N

UM

BER

/%

13.4

.2P

endi

ng H

C –

Exc

l. A

ppea

l Mat

ters

687

6

400%

13.4

.3H

C M

atte

rs >

12 m

onth

s (E

xcl.

App

eal M

atte

rs)

30%

241

35

% 5

% lo

wer

than

ta

rget

2

14 1

226

13.5

.1P

endi

ng C

ivil

– To

tal (

JC)

54

244

58

892

55

286

-8%

13.5

.2C

ivil

Mat

ters

>18

mon

ths

30%

15

560

29%

1%

hig

her t

han

targ

et

15

524

10

267

0%

14Le

gal s

ervi

ces

deliv

ery

– Q

ualit

y M

onito

ring

14.1

.1C

As

– IA

(LQ

AU

) File

Aud

it sc

ore

8

0%

87%

7%

hig

her t

han

targ

et

88%

86%

-1%

14.1

.2C

As

– IA

(LQ

AU

) Cou

rt O

bser

vatio

n S

core

8

0%

90%

10%

hig

her t

han

targ

et

90%

88%

0%

14.2

.1PA

s –

IA(L

QA

U) F

ile A

udit

scor

e

85%

90

% 5

% h

ighe

r tha

n ta

rget

90

%89

%0%

14.2

.2PA

s –

IA(L

QA

U) C

ourt

Obs

erva

tion

Sco

re

85%

93

% 8

% h

ighe

r tha

n ta

rget

93%

93%

0%

14.3

.1H

CU

PA

s –

IA(L

QA

U) F

ile A

udit

scor

e

90%

94

% 4

% h

ighe

r tha

n ta

rget

95

%93

%-1

%

14.3

.2H

CU

PA

s –

IA(L

QA

U) C

ourt

Obs

erva

tion

Sco

re

90%

97

% 7

% h

ighe

r tha

n ta

rget

95

%96

%2%

14.4

.1PA

– C

ivil

– IA

(LQ

AU

) File

Aud

it sc

ore

8

5%

90%

5%

hig

her t

han

targ

et

89%

88%

1%

14.4

.2PA

– C

ivil

– IA

(LQ

AU

) Cou

rt O

bser

vatio

n S

core

8

5%

-96

%92

%-

15C

omm

unity

Out

reac

h Pr

ogra

mm

es

15.1

Pris

on C

ells

(tot

al 2

40) B

rand

ing

240

10

0% 3

82

159%

Hig

her t

han

targ

et

393

3

79

-3%

15.2

Pol

ice

Cel

ls (t

otal

911

) Bra

ndin

g 5

46

60%

869

14

1% H

ighe

r tha

n ta

rget

8

37

915

4%

15.3

Cou

rt (to

tal 6

71) B

rand

ing

671

10

0% 8

26

123%

Hig

her t

han

targ

et

763

7

39

8%

15.4

Com

mun

ity E

vent

s at

Gov

ernm

ent K

ey P

oint

s 2

56

100%

594

23

1% H

ighe

r tha

n ta

rget

3

74

725

59

%

FIN

AN

CIA

L SU

STA

INA

BIL

ITY

16B

udge

t 1

638

622

972

1

468

047

424

1

413

745

376

12

%

16.1

MTE

F A

lloca

tion

1 5

04 7

08 0

00

1 3

75 4

42 0

00

1 2

59 7

63 0

99

9%

16.2

Exp

endi

ture

(% o

f bud

get)

98%

1

596

124

628

98

,1%

0,1

% h

ighe

r tha

n ta

rget

1

456

520

928

1

388

368

322

9,

6%



NO

IND

ICAT

OR

PER

FOR

MA

NC

E 20

14–2

015

PER

FOR

MA

NC

E 20

14–2

015

PER

FOR

MA

NC

E PR

IOR

YEA

RS

VAR

IAN

CE

AN

NU

AL

TAR

GET

2014

–201

520

13–2

014

2012

–201

320

14–2

015

OVE

R

2013

–201

4

NU

MB

ER%

NU

MB

ER%

PER

FOR

MA

NC

E A

GA

INST

TA

RG

ETN

UM

BER

/%N

UM

BER

/%N

UM

BER

/%

16.3

Pay

men

ts (%

) with

in 3

0 da

ys

16.3

.1Ju

dica

re 1

00%

99

,9%

On

targ

et

99,1

%99

%1%

16.3

.2C

redi

tors

100

%

99%

1%

low

er th

an

targ

et

97,2

%99

%2%

17A

FS re

port

ing

issu

es

17.1

Frau

d D

etec

ted/

Rep

orte

d 6

17.2

Una

utho

rised

, Irr

egul

ar, F

ruitl

ess,

Was

tefu

l E

xpen

ditu

re38

26 1

7 46

%

17.3

Fina

ncia

l Mis

cond

uct

4226

17

62%

18Su

pply

Cha

in M

anag

emen

t

18.1

BA

C M

eetin

gs 1

2 or

as

requ

ired

10

On

track

1

0 1

20%

18.2

Bus

ines

s C

ontin

uity

/Cris

is C

ontin

genc

y P

lan

in P

lace

1

On

track

1

19B

oard

19.1

Mee

tings

4

4 O

n tra

ck

4

4

0%

19.2

Trai

ning

2

2 O

n tra

ck

2

2

0%

19.3

Boa

rd P

ositi

ons

Fille

d 1

8 16

On

track

1

4 1

8 14

%

20A

udito

r-G

ener

al R

epor

t

20.1

AG

Ove

rall

Rep

ort (

2013

–201

4)Unqualified

Unqualified

Targ

et a

chie

ved

Unqualified

Unqualified

20.2

AG

Mat

ters

of E

mph

asis

/Men

tion

(201

3–20

14)

- -

Targ

et a

chie

ved

- 1

21In

tern

al A

udit

Rep

orts

21.1

IA C

over

age

– C

ompl

eted

Rep

orts

150

1

64

109%

9%

hig

her t

han

targ

et

120

116

37%

BU

SIN

ESS

PRO

CES

SES

22Sy

stem

Ava

ilabi

lity

(%)

95%

99

,7%

5% h

ighe

r tha

n ta

rget

98

,5%

100%

1%

23U

ser S

uppo

rt (%

Cal

ls W

ithin

Agr

eed

Tim

e)90

%96

% 6

% h

ighe

r tha

n ta

rget

95

%95

%1,

6%



NO

IND

ICAT

OR

PER

FOR

MA

NC

E 20

14–2

015

PER

FOR

MA

NC

E 20

14–2

015

PER

FOR

MA

NC

E PR

IOR

YEA

RS

VAR

IAN

CE

AN

NU

AL

TAR

GET

2014

–201

520

13–2

014

2012

–201

320

14–2

015

OVE

R

2013

–201

4

NU

MB

ER%

NU

MB

ER%

PER

FOR

MA

NC

E A

GA

INST

TA

RG

ETN

UM

BER

/%N

UM

BER

/%N

UM

BER

/%

23.1

ITSecurity–virusesblockedatfirewall

99%

99

% O

n ta

rget

10

0%10

0%-1

%

23.2

Bus

ines

s In

telli

genc

e –

avai

labl

e 9

5%

100%

5%

hig

her t

han

targ

et

100%

100%

23.3

Dis

aste

r Rec

over

y –

test

ed s

ucce

ssfu

lly 1

00%

10

0% O

n ta

rget

10

0%10

0%

EMPL

OYE

E &

OR

GA

NIS

ATIO

NA

L C

APA

CIT

Y

24In

fras

truc

ture

24.1

Just

ice

Cen

tres

(JC

) 6

4 6

4 M

aint

aine

d 6

4 6

4

24.2

SatelliteOffices(SO)

64

64

Mai

ntai

ned

64

64

25Le

gal S

taffi

ng –

Bud

gete

d Po

sts

(Onl

y JC

s)

25.1

PAs

(100

% =

104

7 PA

s)96

% 9

57

91,4

%4,

6% lo

wer

than

ta

rget

922

9

17

4%

25.2

CA

s (1

00%

= 5

90 C

As)

96%

581

98

,5%

2,5%

hig

her t

han

targ

et 6

10

612

-4

,8%

25.3

Lega

l Man

ager

s (1

00%

= 34

2 po

sts)

96%

324

94

,7%

1,3%

low

er th

an

targ

et 2

90

282

12

%

25.4

Par

aleg

als

(100

% =

172

pos

ts)

96%

164

95

,3%

0,7%

low

er th

an

targ

et

26St

affin

g

26.1

Est

ablis

hmen

t (bu

dget

ed p

osts

) 2

797

2

707

2

694

3%

26.2

Num

ber o

f Sta

ff (r

ecru

ited)

> 96

% 2

619

93

,6%

2,4%

low

er th

an

targ

et

2 5

86

2 5

76

1%

26.3

Num

ber o

f Leg

al S

taff

(incl

. par

aleg

als)

(bud

gete

d) 2

210

2

132

2

114

26.4

Num

ber o

f Leg

al S

taff

(incl

. par

aleg

als)

(rec

ruite

d) 2

071

93

,7%

2 0

39

2 0

29

2%

26.5

Turn

over

exc

ludi

ng C

As

& T

empo

rary

/Con

tract

Sta

ff8,

5%6,

06%

Hig

her t

han

targ

et

6,07

%6%

-0,2

%

27Em

ploy

ee R

elat

ions

27.1

Grie

vanc

es 5

1 2

% o

f tot

al

staf

f 2

0 0,

8%Fe

wer

grie

vanc

es

than

targ

et

11

18

82%

27.2

Dis

cipl

inar

y H

earin

gs 6

4 2

,5%

of t

otal

st

aff

25

1,0%

Few

er d

isci

plin

ary

hear

ings

than

targ

et

21

16

19%

27.3

Dis

cipl

inar

y M

atte

rs 6

4 2

,5%

of t

otal

st

aff

35

1,3%

Few

er d

isci

plin

ary

mat

ters

than

targ

et

38

95

-8%



NO

IND

ICAT

OR

PER

FOR

MA

NC

E 20

14–2

015

PER

FOR

MA

NC

E 20

14–2

015

PER

FOR

MA

NC

E PR

IOR

YEA

RS

VAR

IAN

CE

AN

NU

AL

TAR

GET

2014

–201

520

13–2

014

2012

–201

320

14–2

015

OVE

R

2013

–201

4

NU

MB

ER%

NU

MB

ER%

PER

FOR

MA

NC

E A

GA

INST

TA

RG

ETN

UM

BER

/%N

UM

BER

/%N

UM

BER

/%

27.4

New

Lab

our D

ispu

tes

26

1%

of t

otal

st

aff

21

0,8%

On

track

1

0 2

0 11

0%

28St

aff T

rain

ing

28.1

Lega

l Dev

elop

men

t (tra

inin

g ho

urs)

Hou

rs

– le

gal s

taff

(15

hour

s pe

r leg

al S

taff

– ex

cl C

As)

20

792

11

308

54%

Low

er th

an ta

rget

2

0 64

0 2

8 08

3-4

5%

29Le

gal S

taff

(JC

trai

ning

hou

rs)

29.1

CA

(36

hour

s pe

r CA

) 1

8 61

9 4

1 61

9 22

4% H

ighe

r tha

n ta

rget

4

5 41

6 4

4 90

7 -8

%

29.2

PA (2

4 ho

urs

per P

A)

13

174

20

694

157%

Hig

her t

han

targ

et

33

732

36

799

-39%

30H

ealth

& S

afet

y

30.1

Inju

ry o

n D

uty

26

1%

of t

otal

st

aff

16

0,6%

Hig

her t

han

targ

et

19

14

-16%

30.2

HIV

/AID

S –

Vol

unta

ry C

ouns

ellin

g an

d Te

stin

g (%

st

aff t

este

d)30

%37

% 7

% h

ighe

r tha

n ta

rget

3

85

28%

0%

31Em

ploy

men

t Equ

ity

31.1

Ove

rall

tota

l sta

ff (in

clud

es c

ontra

ct a

nd te

mpo

rary

st

aff)

31.1

.1B

lack

s88

% 2

374

87

,7%

0,3%

low

er th

an

targ

et87

,8%

87,7

%-0

,1%

31.1

.2A

frica

ns74

% 1

892

69

,9%

4,4%

low

er th

an

targ

et69

,1%

68,6

%0,

8%

31.1

.3W

omen

45%

1 3

84

51,2

%6,

1% h

ighe

r tha

n ta

rget

50,9

%50

,6%

0,6%

31.1

.4P

eopl

e w

ith d

isab

ilitie

s2%

47

1,7%

0,3%

low

er th

an

targ

et1,

7%1,

6%4,

2%

31.2

Sen

ior M

anag

emen

t

31.2

.1B

lack

s88

% 8

8 80

,0%

8% lo

wer

than

ta

rget

78,4

%75

,9%

2,1%

31.2

.2A

frica

ns74

% 6

4 58

,2%

15,8

% lo

wer

than

ta

rget

57,7

%54

,6%

0,9%

31.2

.3W

omen

45%

40

36,4

%8,

6% lo

wer

than

ta

rget

35,1

%34

,3%

3,5%



Table 04: Legal Aid South Africa Corporate Dashboard 2013–2014 Provincial Split

NO

IND

ICAT

OR

PER

FOR

MA

NC

E 20

14–2

015

AN

NU

AL

TAR

GET

EAST

ERN

C

APE

FREE

ST

ATE

GA

UTE

NG

KW

AZU

LU-

NAT

AL

LIM

POPO

MPU

MA

-LA

NG

AN

OR

TH

WES

TN

OR

THER

N

CA

PEW

ESTE

RN

C

APE

FULL

YEA

R

NU

MB

ER%

NU

MB

ERN

UM

BER

NU

MB

ERN

UM

BER

NU

MB

ERN

UM

BER

NU

MB

ERN

UM

BER

NU

MB

ERN

UM

BER

JC P

ERFO

RM

AN

CE

MO

NIT

OR

1JC

PM N

atio

nal

Aver

age

90%

98

%97

%98

%95

%97

%91

%93

%97

%96

%97

%

CLI

ENT

CO

MM

UN

ITY

2N

ew L

egal

D

eliv

ery

Mat

ters

/ In

stru

ctio

ns

(i.e.

num

ber o

f in

stru

ctio

ns to

le

gal p

ract

ition

ers)

63

126

32

919

80

669

72

996

21

454

28

051

28

376

19

817

100

769

4

48 1

95

2.1

Just

ice

Cen

tres

– To

tal N

ew M

atte

rs 3

90 0

18 5

9 59

6 2

9 91

1 7

5 12

8 6

9 43

8 2

0 75

9 2

6 98

4 2

6 53

8 1

8 13

9 9

5 03

4 4

21 5

27

2.2

Judi

care

– T

otal

New

M

atte

rs 2

594

2

562

3

891

3

287

5

45

912

1

775

1

385

3

723

2

0 67

4

2.3

Co-

oper

atio

n P

artn

ers

– To

tal N

ew

Mat

ters

936

-

1 6

50

271

-

155

6

3 -

1 7

02

4 7

77

2.4

Age

ncy

Agr

eem

ents

–

Tota

l New

Mat

ters

- 4

46

- -

150

-

- 2

93

310

1

199

2.5

Impa

ct L

itiga

tion

- -

- -

- -

- -

- 1

8

2.6

Pro

Bon

o 4

6 1

3 1

8 4

2 3

1

2

8 2

3

1

56

2.7

Just

ice

Cen

tres

– N

ew C

rimin

al

Mat

ters

51

740

25

157

67

086

60

898

17

923

23

951

23

352

16

102

87

770

373

979

2.8

Judi

care

– N

ew

Crim

inal

Mat

ters

2 1

60

1 8

25

3 0

80

3 1

93

456

8

56

1 4

56

1 3

57

3 6

92

18

075

2.9

Co-

oper

atio

n P

artn

ers

– N

ew

Crim

inal

Mat

ters

3

910

9

13

2.10

Age

ncy

Agr

eem

ents

–

New

Crim

inal

M

atte

rs

446

1

50

293

3

10

1 1

99

2.11

Impa

ct L

itiga

tion

– N

ew C

rimin

al

Mat

ters

6

2.12

Pro

Bon

o –

New

C

rimin

al M

atte

rs 2

3 2

7

2

8 2

1

5 1

7

8



NO

IND

ICAT

OR

PER

FOR

MA

NC

E 20

14–2

015

AN

NU

AL

TAR

GET

EAST

ERN

C

APE

FREE

ST

ATE

GA

UTE

NG

KW

AZU

LU-

NAT

AL

LIM

POPO

MPU

MA

-LA

NG

AN

OR

TH

WES

TN

OR

THER

N

CA

PEW

ESTE

RN

C

APE

FULL

YEA

R

NU

MB

ER%

NU

MB

ERN

UM

BER

NU

MB

ERN

UM

BER

NU

MB

ERN

UM

BER

NU

MB

ERN

UM

BER

NU

MB

ERN

UM

BER

2.13

Just

ice

Cen

tres

– N

ew C

ivil

Mat

ters

7 8

56

4 7

54

8 0

42

8 5

40

2 8

36

3 0

33

3 1

86

2 0

37

7 2

64

47

548

2.14

Judi

care

– N

ew C

ivil

Mat

ters

434

7

37

811

9

4 8

9 5

6 3

19

28

31

2 5

99

2.15

Co-

oper

atio

n P

artn

ers

– N

ew C

ivil

Mat

ters

933

1

650

2

71

155

6

3 7

92

3 8

64

2.16

Age

ncy

Agr

eem

ents

–

New

Civ

il M

atte

rs -

2.17

Impa

ct L

itiga

tion

– N

ew C

ivil

Mat

ters

1

2

2.18

Pro

Bon

o 2

3 1

1 1

1 1

4 1

1

1

3 2

2

7

8

3Fi

nalis

ed

Del

iver

y M

atte

rs/

Inst

ruct

ions

63

441

32

249

80

936

71

364

22

577

27

007

27

856

19

340

99

851

444

630

3.1

Just

ice

Cen

tres

– Fi

nalis

ed M

atte

rs 3

90 0

18 1

00%

of

new

mat

ters

60

670

29

889

77

696

68

767

21

930

25

996

26

768

18

314

95

169

425

199

3.2

Judi

care

– F

inal

ised

M

atte

rs 1

538

1

907

1

769

2

352

5

66

743

1

088

7

71

2 5

66

13

300

3.3

Co-

oper

atio

n P

artn

ers

– Fi

nalis

ed

Mat

ters

1 2

33

59

1 4

71

245

2

68

1 7

89

5 0

65

3.4

Age

ncy

Agr

eem

ents

394

8

1 2

55

327

1

057

3.5

Impa

ct L

itiga

tion

9

3.6

Pro

Bon

o

5

1

1

7

4.1

Crim

inal

New

Mat

ters

53

903

27

428

70

166

64

091

18

529

24

807

24

808

17

752

92

682

394

172

4.2

Civ

il N

ew M

atte

rs 9

223

5

491

1

0 50

3 8

905

2

925

3

244

3

568

2

065

8

087

5

4 02

3

5C

hild

ren

– To

tal

Mat

ters

2 4

67

1 4

18

2 2

29

3 0

37

476

6

85

779

6

34

4 7

57

16

482

5.1

Chi

ldre

n –

New

C

rimin

al M

atte

rs

1 9

14

677

1

259

1

734

4

03

406

6

72

485

4

101

1

1 65

1

5.2

Chi

ldre

n –

New

Civ

il M

atte

rs 5

53

741

9

70

1 3

03

73

279

1

07

149

6

56

4 8

31

6Pe

ndin

g M

atte

rs

Pen

ding

Mat

ters

–

JC 2

5 53

6 1

4 90

6 2

8 40

0 2

8 75

6 8

954

1

3 17

7 1

3 30

7 7

138

3

4 55

1 1

74 7

25



NO

IND

ICAT

OR

PER

FOR

MA

NC

E 20

14–2

015

AN

NU

AL

TAR

GET

EAST

ERN

C

APE

FREE

ST

ATE

GA

UTE

NG

KW

AZU

LU-

NAT

AL

LIM

POPO

MPU

MA

-LA

NG

AN

OR

TH

WES

TN

OR

THER

N

CA

PEW

ESTE

RN

C

APE

FULL

YEA

R

NU

MB

ER%

NU

MB

ERN

UM

BER

NU

MB

ERN

UM

BER

NU

MB

ERN

UM

BER

NU

MB

ERN

UM

BER

NU

MB

ERN

UM

BER

EMPL

OYE

E &

OR

GA

NIS

ATIO

NA

L C

APA

CIT

Y

7In

fras

truc

ture

7.1

Just

ice

Cen

tres

(JC

) 6

4 1

0 6

1

0 1

0 5

4

7

3

9

6

4

7.2

SatelliteOffices(SO)

64

11

3

4

11

7

10

3

6

9

64

7.3

Nat

iona

l Fot

prin

t E

xpan

sion

– N

ew

JCs

- -

- -

- -

- -

- -

7.4

Nat

iona

l Fot

prin

t E

xpan

sion

– N

ew

SO

s

- -

- -

- -

- -

- -

8Le

gal S

taffi

ng

(Onl

y JC

s,

excl

udes

Nat

iona

l O

ffice

)

8.1

PAs

(100

% =

104

7 PA

s)96

% 1

70

74

173

1

64

66

68

63

41

138

9

57

8.2

CA

s (1

00%

= 5

90

CA

s)96

% 8

5 4

3 1

20

107

3

6 3

5 5

0 1

7 8

8 5

81

8.3

Lega

l Man

ager

s (1

00%

= 34

2 po

sts)

96%

54

26

58

52

24

24

26

14

46

324

9St

affin

g (O

nly

JCs,

ex

clud

es N

atio

nal

Offi

ce)

9.1

Est

ablis

hmen

t (b

udge

ted

post

s) 2

537

4

10

202

4

78

423

1

72

172

1

98

111

3

71

2 5

37

9.2

Num

ber o

f sta

ff (r

ecru

ited)

2 3

87

96%

394

1

88

449

4

06

164

1

63

181

9

7 3

45

2 3

87

10B

udge

t per

pr

ovin

ce (T

otal

Ex

clud

es th

e N

atio

nal O

ffice

)

21

2 45

5 70

0 9

8 82

6 30

7 25

4 04

0 39

2 21

5 93

4 17

8 7

6 35

7 21

0 9

0 22

8 42

5 9

9 33

0 59

0 6

2 97

0 06

7 18

9 82

4 19

5 1

299

967

064



Table 05: Legal Aid South Africa Annual Performance Report

CLIENT, COMMUNITY, STAKEHOLDER AND SHAREHOLDER PROGRAMMES PER STRATEGY

2014 ANNUAL PERFORMANCE REPORT 2014–2015

Projects KPIs Delivery Reason for Variance

Measures Targets Outputs

Quality Quantity

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

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

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

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

P1-1 Criminal Court Coverage

Access to justice to indigent in criminal matters

Practitioners in lower courts to be allocated court work a maximum of four days per week

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

All criminal courts covered

JC court coverage plans were prepared to ensure coverage of all criminal courts. A practitioner per court model was used in the district courts. Our district court coverage at the end of the FY was 87%.

Theefficientuseofouravailablestaffingcapacity has enabled us to provide coverage to DC higher than our target of 85%.

A practitioner per court model was used in the regional court. As at the end of the FY, our regional court coverage was 96%.

Some JCs have decreased their court coverage to better align to demand. This was in keeping with the recommendations arising from our court roll research study. The capacity made available from this exercise was used to implement our court relief programme.

A central court roll model was in place for high court coverage and representation was provided in all matters that required Legal Aid. Legal Aid South Africa HCU practitioners were allocated matters for an average of 76% of the court days during the FY.

During this FY, 448 195 new matters were taken on of which 394 172 (88%) were criminal matters.

During this FY, 444 630 matterswerefinalisedof which 388 344 (87%) were criminal matters.

P1-2 Children Awaiting Trial (CAT)

CAT in custody > 1 month monitored

All CAT requiring legal aid > 1 month represented & individually tracked monthly

CAT programme implemented

Legal Aid South Africa monitored 605 new children awaiting trial in custody during FY 2014–2015. We also assistedinfinalising506 matters of children awaiting trial. At the end of the FY, there were 103 children in custody awaiting trial of which 71 children were in custody for periods in excess of one month. Each of these children was individually tracked on our CAT web page to ensure that their matters received priority attention.







Quality Quantity

P1-3 Reducing Case Backlogs

Cases in all court types exceeding targeted turnaround times monitored.

Case turnaround times:< 20% DC cases > 6 months;< 25% RC cases > 12 months;< 30% HC cases > 18 months (excluding appeals matters)

All pending matters exceeding target turnaround times monitored

The percentage of matters exceeding the target turnaround times at the end of the FY wereasfollows:DC matters – 8% (within target)RC matters – 28% (3% more than the target)HC matters – 35% (5% more than the target).

We are below target for RC and HC matters. We are not able to pinpoint the exact reasons for the poor performance of these courts but, various reasons contributed to delays in criminal cases including congested court rolls, delays in investigations and repeated requests by the state for postponements.

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

P2-1 Preliminary Courts Coverage

All preliminary courts covered by Legal Aid South Africa practitioners to facilitate diversion of childrens cases out of the CJS

All preliminary courts covered by Legal Aid South Africa practitioners

Legal Aid capacity provided to preliminary inquiry courts as required to facilitate diversion of childrens cases out of the CJS

Legal Aid South Africa provides representation at preliminary inquiries onlywhenspecificallyrequested to do so by thepresidingofficer,as the Child Justice Act does not make legal representation mandatory at these inquiries. However, where dedicated preliminary inquiry courts have been established, we ensured that practitioner capacity was made available to cover these courts.

3 336 new preliminary inquiry matters were taken on by our JCs and 3 302 matters were finalised.

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

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

P3-1 Access toCivil Legal Aid

Civil legal aid delivery

100% of practitioner case target

Civil clients assisted within available capacity

47 548 new civil matters were taken on by JCs in the 2014–2015 FY. This was 4% more than the civil capacity target.

Practitioners on average exceeded their capacity targets thereby taking on more civil matters than the available civil capacity.

During this FY, 448 195 new matters were taken on of which 54 023 (12%) were civil matters. This represents a 5,5% decrease in civil matters over the previous financialyear.Thecivilpractitioner case load target of 45 725 was exceeded by 4% as 47 548 new matters were taken on by JC civil practitioners.

The intake of new matters by Justice Centres still exceeds the available capacity despite the reduction in the number of new matters taken on by JCs. There was also a decrease in the number of new civil matters taken on by Co-op Partners although the reason for this cannot be pinpointed but it would most likely link to the available capacity.







Quality Quantity

STRATEGY III: DELIVERING CLIENT-FOCUSED PRIMARY LEGAL ADVICE SERVICES

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

P4-1 Legal Advice Capacity

General advice service available at all Legal Aid South Africa offices

Growth in legal advice matters:5%within available capacity

Increase general advice service provided at all offices

A total of 321 241 general advice consultations were conducted during this FY. This represents 93% of the annual target of 345 428. This represent a decrease of 2.4% over thepreviousfinancialyear.

The majority of these consultations (246 902) were walk-in clients at the JCs and SOs. This was an increase of 1,4% over the previousfinancialyear.Paralegals were also required to conduct advice services at various community facilities in rural areas to increase access to justice.

The call centre logged 42 886 general advice consultations. This represents a decrease of 23% over the previousfinancialyear.

The target is subject to the actual demand for advice services and thus due to the limited demand at some JCs and SOs the 5% growth in civil advice matters was not achieved. No client seeking advice was refused assistance due to a lack of capacity to provide such advice services.

The decrease in the call centre volumes is due to the limited TV advertising which directly impacts on call volumes. In addition, the basis for calculating the number of advice calls changed after Q1 in that returning advice client calls are no longer included in the statistics for new advice matters. The previous system was not able to distinguish returning advice client calls.

STRATEGY IV: DELIVERING CLIENT FOCUSED IMPACT LEGAL AID SERVICES

Programme (10) 5: To increase access to justice through impact litigation – which is able to address Constitutional rights and socio-economic rights and develop jurisprudence on these matters

P5-1 Legal Action through the ImpactLitigation Unit, Class Actions, etc.

Effective Strategic Plan for the ILU Aligned to the Organisational Strategic Plan

Effective One Implement ILU Strategic Plan

The ILU Strategic Plan and Agenda for 2015 to 2020wasfinalisedandapproved by the Board on 28 February 2015.

Impact Litigation Services provided by the Impact Litigation Unit

Assistance to class of persons and/or setting precedents and/or giving content to constitutional rights

90% success Number of new and pending matters handled by impact litigation unit as approved by the CCMC/ CLE & NOE within the approved budget

Legal representation provided in Impact matters

In total 18 new Impact matters were approved in2014–2015financialyear out of a total of 47 matters that were assessed for acceptance as Impact Litigation matters by CCMC. Eight of the nine finalisedmattersweresuccessfully concluded inthefinancialyearresulting in a success rate of 89%, which is approximately 90% as per the target.







Quality Quantity

STRATEGY V: DEVELOPING NEW AND ALTERNATIVE METHODS OF INCREASING ACCESS TO JUSTICE; (developing new methods will have to be reviewed depending on budget)

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

P6-1 Alternative Dispute Resolution

New and alternative methods of increasing access to justice investigated and implemented

All recom-mendations considered and feasible recom-mendations implemented

Consider recommenda-tions of pilot project and feasible recom-mendations implemented

The Board approved that mediation will be retained as a part of overall service delivery but that civil principal attorneys will have the discretion to decide on appropriate cases to be resolved by mediation.Recommendations of pilot project on ADR have been implemented and 15% of the 29528mattersfinalisedwith an outcome were settled using ADR methodologies.

Court Annexed Mediation was launched in December 2014 by the Department of Justice. The pilot commenced on 16 February 2015 and it is currently limited to the North West Province and Gauteng. Legal Aid South Africa is participating in the project but there will be limited impact as the pilotisconfinedtotheDCs. The project would have a greater impact in the Regional Civil Courts especially in family disputes/divorces.

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

P7-1 Contribute to and Implement Criminal Justice System (CJS) Review

An improved criminal justice system

Interests of Legal Aid South Africa clients monitored and advanced

All recommen-dations affect-ing Legal Aid South Africa implemented

Implementa-tion of Criminal Justice System review recom-mendations

DuringthefinancialyearLegal Aid South Africa attended and contributed to meetings of the CJS Review Committee. Legal Aid South Africa has implemented all recommendations regarding protocols that affect Legal Aid South Africa as well as monitored seven legislative and 15 other proposals.







Quality Quantity

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

P8-1 Case Backlog Project

Participation in project to reduce case backlog

All DC and RC backlog courts

Participation in project to reduce case backlog

Legal Aid South Africa provided capacity to 22 DC and 26 RC backlog courts. Backlog courts have been included as part of our normal court coverage programme. Our coverage of backlog DC was at 97% (12% above our target for DC) and RCs were at 97% (1% below the average for RC).

Our current IT system does not allow us to report on the performance of individual court rooms. The DoJ provides periodic reports on the performance of all backlog courts, including backlog court statistics.

The high level of coverage for backlog DC is attributable to the fact that dedicated practitioners were recruited for these courts. There have been challenges with court stakeholders at a local level terminating, relocating or starting a backlog court without consultation with the nationalofficeoftheDoJ. This can explain some disruptions in our coverage of backlog courts.

P8-2 Remand Detainees (RDs)

Participation in justice cluster team to manage problems of awaiting trial detainees

Participate in all MRD meetings as per meeting schedule

Participation in MRDs meetings

Legal Aid South Africa was an active participant in the MRD (Management of RD) committee until its work was wound up early in the FY. Legal Aid South Africa has now taken a lead role as part of the CJS Review Committee to compile reports for discussion by PEECs. A report including the details of the top 20 longest serving RDs per province is compiled for discussion at PEEC meetings.

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

STRATEGY VII: IMPLEMENTING COMMUNITY EDUCATION/OUTREACH PROGRAMMES

Programme (15) 9: Improve awareness, inform and educate communities on Constitutional rights and responsibilities

P9-1 Community Outreach on the Constitution and Rights

Increased awareness by communities on rights and Constitution

1 Outreach event per JC/SO at government key service delivery

One per quarter per JC/SO

Local community structures

Marketing services of Legal Aid South Africa were carried out through outreach programmes at local structures and at government key service delivery areas. 594 community outreach events were held at local structures. 427 poster were displayed at government service points and 456 events were held at key government service points in the reporting period.

All deliverables exceeded targets with outreach community events by 128%, poster display by 64% and outreach at key government service points by 75%. The excess deliverables were as a result of increased efforts Legal Aid South Africa put to reach communities and potential clients during the 2014–2015.







Quality Quantity

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

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

P10-1 Stakeholder Relationship Management at Local Level

Engagement with all identifiedprimary and secondary stakeholders

Stakeholder engagement programme implemented as planned annually

Stakeholder engagement programme implemented as planned annually

Stakeholder Management Matrix webpage was revised to include the impact assessment/ analysis in terms of the content discussed and maturity level of the relationships. 306 roundtable discussion meetings and 186 partnerships with civil society achieved in the reporting period.

Legal Aid South Africa stakeholders increased their co-operation in this period and this resulted in stakeholder relations performance exceeding set targets. The stakeholder Newsletter-Umlingisi distribution exceeded by 25% due to introduction of online website distribution access by stakeholders.

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

P11-1 Implement a programme to support the advancement of legal aid in developing countries

Knowledge and information shared with delegations/ countries and at ATJ conferences/ workshops

Co-operation with legal aid in developing countries fostered

Four interventions per annum (subject to requests by outside delegations)

Support provided and knowledge shared with countries with developing legal aid systems

Legal Aid South Africa in conjunction with the Minister of Justice and Correctional Services hosted a very successful international conference on the Implementation of the UN Principles and Guidelines on Legal Aid in Criminal Matters. This gave rise to the Johannesburg Declaration that called on all member states to ensure the effective implementation of the Principles and Guidelines.

Executives or the Chairperson of Legal Aid South Africa attended conferences/workshops hosted by UNODC and other organisations in Mali (SAHEL region), Georgia (relating to Iraq), Morocco and China to share the Legal Aid South Africa experience for consideration by other countries, as well as to promote the UN Principles and Guidelines on Access to Legal Aid in Criminal Justice Systems.

Seven delegations from Ethiopia, Sri Lanka, Myanmar, Nigeria, Kenya,TanzaniaandUganda were hosted in thisfinancialyear.







Quality Quantity

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

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

Programme (19) 12: To account and provide assurance to DoJ and parliament on performance and governance

P12-1 Reporting and Accountability to Shareholder/Executive Authority

Reporting and accountability to the Executive Authority and statutory compliance maintained and improved

Timeous and accurate

Reporting and accountability to the Executive Authority and statutory compliance maintained at 100%

1. Four quarterly performance reports

2. 1 Annual Report

3. Reporting to andbriefingof Parlia-mentary Committees

4. Responses to questions from Parlia-ment

During the 2014–2015 financialyear:1. Four Quarterly

Reports were submitted to the Executive Authority.

2. The Legal Aid South Africa Annual Report 2013–2014 was submitted to Parliament, the Executive Authority, National Treasury and the Auditor-General on 31 August 2014.

3. Parliamentary Portfolio Committee Briefingswereheldin Quarter 2 of 2014–2015, on 3 July 2014 (Legal Aid South Africa Strategic Plan 2012–2017 Review 2014–2015; Annual Performance Plan 2014–2015; Budget 2014–2015) as well as in Quarter 3 for the Annual Report 2013–2014 on 17 October 2014.

4. Responses to all Parliamentary Questions were provided timeously.

5. The Annual Performance Plan 2015–2016 was submitted to the Executive Authority in Quarter4:2014–2015.

FINANCE AND SUSTAINABILITY PROGRAMMES PER STRATEGY




Quality Quantity

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

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

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

P13-1 Strategic Budgeting

Prepare balanced and sustainable budget (as per government grant allocation)

MTEF informed by the approved Strategic Plan

Approved MTEF and budget

Approved balanced MTEF and budget

MTEF 2015/2016 – 2017/2018 was approved by the Board at the July 2014 meeting and submitted to the Department of Justice and National Treasury.

LegalAidSouthAfrica’s2015–2016 budget allocation was reduced by R62 million.







Quality Quantity

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

P14-1 Financial Reporting

Level of financialreporting compliant with best practice annually

Financial reporting compliant with best practices

Annual and Mid year Financial Statements

Compliant financialreports delivered annually

Audited Annual Financial Statements were approved by the Board at the July 2014 meeting and submitted to the Auditor-General. Anunqualifiedauditreport with no matters of emphasis was issued by the Auditor-General.

STRATEGY xI: INCREASING SUSTAINABLE (NON-FINANCIAL) PERFORMANCE

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

P15-1 Continuous Learning and Improvement through Risk Management

Risks managed at optimum maturity level (continuous learning and improvement)

Revise Risk Management Policy and Strategy based on best practices

One revised Risk Management Policy and Strategy Document

Revised Strategic Risks and Organisational Risk Universe

Annual Review of Risk Management Strategy

Annual Review of Materiality Framework, Risk Portfolio, Appetite and tolerance limits

Risk management assessment

The Materiality Framework was approved by the Board on 28 November 2014.

The Revised Enterprise Risk Management Strategy was approved at the February Board Meeting. The Strategic Risks were approved by the Board in November 2014 and were submitted as part of the Strategic Plan 2015–2020 in January 2015 and approved by the Minister of Justice and Correctional Services in March 2015.

Risk registers were compiled for the top 10 strategic risks and for the top 10 risks per sector, i.e. Legal, Finance, Human Resources and IT, and submitted to the Board. In Risk Registers risks wereidentifiedandassessed and mitigating controls were listed.

Programme (28) 16: Maintain Fraud Management Practices

P16-1 Fraud Management Plan

Zero tolerance on fraud

Revision of Fraud Policy and Plan based on best practices and actual incidents of fraud within the organisation and other public entities

One annual Fraud Prevention Strategy and Annual Fraud Prevention Plan

Annual review of Fraud Prevention Strategy and annual review of Fraud Prevention Plan

The Fraud Prevention Strategy and Plan was included in the Enterprise Risk Management Strategy and Plan approved by the Board in February 2015.

The Legal Aid South Africa Fraud Management Policy (Fraud and Corruption Management Policy) was approved by the Board at its meeting held on 31 May 2014.







Quality Quantity

Objective 7: Good governance practices enabling high performance and accountability

STRATEGY xII: MAINTAINING AND ENHANCING GOOD GOVERNANCE

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

P17-1 Ensure Best Governance Practice, King III Guidelines, Compliance with PFMA and other Statutory Requirements

100% compliance with statutory requirements including Legal Aid Act and PFMA

Reviews conducted in accordance with IIA Standards

Four quarterly PFMA and Statutory Compliance Reports

Quarterly PFMA and Statutory Compliance Reports

Four quarterly PFMA Reports were completed for the 2014–2015 FY and 100% compliance to PFMA were reported.There was 100% compliance in quarters 1, 2 and 3. One incident of non compliance was discovered by Internal Audit in quarter 4.

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

P18-1 An Effective and Strategic Board

Skilled and properly constituted Board and Board Committees that function effectively

As per Succession Plan

One 1. Board Succession Plan implemented

During the 2014–2015 FY the Board of Legal Aid South Africa was not fully constituted as per the Legal Aid Act, 1969 (Act 22 of 1969). The Board had only 16 members as opposed to the required 18. There were two vacancies that werenotfilled,becausethe Board had resolved to retain the positions in view of the impact of the new Legal Aid South Africa Act 39 of 2014.

Seven Board members were re-appointed to the board during the Financial Year and one new Board member was appointed during this period.

The Legal Aid South Africa Act (39 of 2014)wasgazettedinDecember 2014. This replaced the old Legal Aid Act, 1969 (Act 22 of 1969). In terms of the new Act, the meeting of the Board on 28 February 2015 was the last meeting of the Board that was appointed in terms of the Legal Aid Act (1969). Also, all members of the Board of Legal Aid South Africa who were full members at the end of March 2014 were automatically appointed into the Transitional Board from effective date of the Legal Aid South Africa Act (2014), which was 1 March 2015. The term will terminate on 29 February 2016.

One vacancy was only renewed by the Minister in February 2015. As a result the Board member missed three meetings in 2014–2015.

The Board had resolved to retain two vacancies in view of the impact of the Legal Aid South Africa Act which would result in a reduction in thesizeoftheBoard.







Quality Quantity

Efficientandprofessional

Four Board and four Committee Meetings. All meetings are quorate

3. Board Meeting attendance

In the 2014–2015 FY four (4) Board meetings and sixteen (16) Board Committee meetings were held.

All meetings were quorate.

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

P19-1 Independent Monitoring and Oversight Unit Providing Combined Assurance

Internal Audit coverage of Audit Universe to increase by 2% per annum

Development of coverage plan in accordance with IIA standards, takes into account all components of the risk universe, i.e. IT, Fraud, Compliance and operational controls

One Audit Coverage plan indicating % (84%) of universe covered. 1 Revised Coverage Plan during mid- year, indicating additional areas of audit

Implementation of rolling Audit Coverage Plan

The 2014–2015 Annual Coverage was approved in February 2014. The plan was later revised and the revision thereof approved in November 2014.

As at the end of Q4 2014–2015, 146 out of 150 projects or 97% of the approved revised Coverage Plan were completed. 18 Projects were completed additional to the Coverage Plan; the overall completed projects totaled 164, or 109%.

Two ad hoc projects were planned for, only one was completed.Four departmental audits were planned for, only three were completed.

The Audit Coverage Plan for 2015–2016 was approved by the Board in February 2015.

Adhocprojects:onlyonemanagement request was received.DepartmentalAudits:the HR Departmental Audit was cancelled as internal audit schedule clashedwiththeAG’s.It was replaced by JC audit focusing on the same areas as it was planned for HR.LQAU Performance Audits:Thetwoperformance audits required special skills and training. The training was only procured in February 2015, which leftinsufficienttimetoplan and execute the four performance audits, hence only two were done.

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

STRATEGY xIII: STRENGTHENING AND GROWING A SUSTAINABLE RECOGNISED BRAND

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

P20-1 Brand and Marketing Programmes

The level of branding at JC points increased

Accurate and relevant

One per quarter per JC/SO

Branding at JC points (including holding cells) implemented

Legal Aid South Africa branded 382 prisons, over 800 police receptions and cells, and over 800 court cellsandofficesinthereporting period.

In response to concerns raised on available branding of Legal Aid South Africa at JC points, an assessment resulted in branding of prison cells in excess by 59% and court branding of 23%.

P20-2 Print Advertising

Increased knowledge of Legal Aid South Africa services

Informative and relevant

During national commemorative months, i.e Child Protection Week,Women’sMonth, 16 Days of Activism, Human Rights Month

Local, regional and national print campaign with key messaging

Legal Aid South Africa print advertising was maintained across the country with over 50 print adverts placed in key national and regional newspapers in the reporting period.

Print campaign was increased by 109% during 2014–2015 as an attempt to intensify awareness of Legal Aid SouthAfrica’sservices,especially with focus on vulnerable groups, including children and women.



INTERNAL BUSINESS PROCESSES PER STRATEGY




Quality Quantity

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

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

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

P21-1 Mixed-model Service DeliveryModel:Legal

Access to justice to indigent using mixed model delivery systems

New matter split per delivery system – JC (95%) Judicare (4%) & Co-ops and Agency (1%)

Mixed-model delivery system implemented

448 195 new matters were recorded on our system during this quarter. 421 527 (94%) of these were taken in by JCs. Judicare accounted for 5%. Impact Litigation, Co-operation Partners and Agency Agreements dealt with 1% of our total new matters.

JC delivery was 1% lower than target whilst Judicare delivery was 1% higher than target. Due to uncertainty around budget cuts, a number of vacant posts werenotfilledandsalary savings arising from these vacancies were used to increase delivery via Judicare.

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

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

P22-1 Matrix Management:Legal

Improved Matrix Management:National Operations

JCEs spend >80% of time on legal services delivery issues

Improved focus by JCEs on legal services delivery issues

A JC management survey that was conducted during Q4 of FY 2014–2015 confirmedthat63(98%)of our JCEs spend more than 80% of their time on legal service delivery matters.

The one JCE who reported devoting a lesser amount of time to legal service delivery indicated that the reason for this was because her Admin Manager was currently on suspension and she had to oversee the admin component at the JC.

STRATEGY xVI: MAINTAINING A REGULATORY FRAMEWORK INCORPORATING BEST PRACTICES

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

P23-1 Legal Aid Act The enactment of a revised Legal Aid Act to ensure better access to justice to indigent people of SA

In keeping with current needs

New enacted Legal Aid Act

Ensure that steps are taken to ensure that the new Legal Aid Act is promulgated and operationalised

The Legal Aid South Africa Act 39 of 2014wasgazettedin December 2014 and was brought into operation on 1 March 2015. The transitional arrangements have been implemented to ensure the continuance ofeffectiveandefficientgovernance structures and operations.

P23-2 Legal Aid Guide

Update Legal Aid Guide (LAG) and circulars that align to operational and client needs

Relevant to client needs

2014 Legal Aid Guide and circulars as approved by the Board implemented (as required)

Parliament approval of 2014 LAG facilitated

Circulars updating Legal Aid Guide

The 2014 LAG, as ratifiedbyParliamentand implemented in thepreviousfinancialyear, was amended as per Circular 1 of 2015 in accordance with the amendments as approved by the Board. The Legal Aid Guide 2014 will remain valid for a period of two years from 1 March 2015 while the Regulations and Manual are being prepared in conjunction with the Department of Justice and Constitutional Developments Legislative Drafting Unit.



INTERNAL BUSINESS PROCESSES PER STRATEGY




Quality Quantity

The 2014 LAG can no longer be amended in terms of Section 3B of the repealed Legal Aid Act. It must be replaced by the regulations and manual as prescribed by the new Legal Aid South Africa Act.

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

P24-1 Policies, Procedures andSOPs:Legal

Update Legal SOPs that align to operational needs

Relevant to operational needs

2014–2015 Legal SOPs as approved by LSTC

Revised Legal and IT system SOPs to ensure they align with current policies and procedures

Legal SOPs are updated regularly to keep up with changes in the business environment. A formal review of the legal SOPs was undertaken in Quarter 1 of the 2014–2015 FY, which was approved by both LSTC and Management EXCO.

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

P25-1 Supply Chain Management

SCM to be relevant, effective and compliant with PFMA

Compliance with PFMA and SCM Policy of National Treasury

BAC meetings held at least once a month

Functional and effective SCM committees

BAC decisions implemented

BAC provided support and advice to business on all SCM issues and ensured that the organisation complies with relevant legislation. Functional SCM committees were in place throughout the period under review.

There were 10 BAC meetings held during thefinancialyear2014–2015.Number of resolutions were 42 and 36 thereof were implemented. The six that were not implemented arose from delaysinfinalisingleasecontracts because of expired tax clearance certificatesaftertheaward but before signature of contracts andthesecertificatesrequired renewals.

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

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

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

P26-1 National OperationsManagement Information

Updated integrated management information available quarterly

Accurate and complete

Monthly Legal Services Delivery – MIS

Monthly reports on service delivery information wereproduced and published to a central location on our intranet. This was available to all JC managers. Selectedreports were also submitted to LSTC.



EMPLOYEE AND ORGANISATIONAL CAPACITY AND INNOVATION AND LEARNING PROGRAMMES PER STRATEGY




Quality Quantity

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

STRATEGY xIx: MAINTAININGTHE NATIONAL FOOTPRINT

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

P27-1 National Footprint – Expansion/Maintenance

National footprint of Legal Aid South Africa extended/maintained

Number of JCs and SOs increased (dependent on funding)

Expansion/maintenance of the national footprint

The national footprint of Legal Aid South Africa currently comprises 64 JCs, 64SatelliteOffices, 13 HCUs and 13 civil units.

There were no changes made to the national footprint during this FY.Allourofficeswerehowever well maintained during this period.

Our motivation to secure additional MTEF funding to increase our national footprint was not successful.

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

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

P28-1 Quality Assessment Reviews

Quality targets Qualitytargets:CAs:=80%PAs:=85%HCUPAs: = 90%Legal Management:= 90%Paralegals: = 85%Legal Aid Advice Line Agents:Paralegals: = 85%PAs:=90%

Quarterly (unless other time periods specifiedinsupervision differentiation model as part of our support requirements assessment programme)X– ref P46-1

Quality assessment reviews conducted both by JCs as well as LQAU

All regions achieved their quality targets for CAs. The average quality score by our Legal Quality Assurance Unit (LQAU) and Justice Centres(JC)forfilereviews was 87% and 86% respectively. The JC score for court observations averaged 88%. The LQAU conducted court observation audits in all regions and an average of 90% was achieved. Eight CAs representing 2% of the total reviewed, failed to meet the quality target.

Our quality monitoring and intervention programmes has contributed positively in ensuring improved performance by CAs with regards to meeting our legal quality requirements.

All regions achieved their quality targets for PAs. The average quality score by our LQAU and Justice Centresforfilereviewswas 90%. The JC and LQAU score for court observation was 92% and 93% respectively. Eight PAs or 2% of the sample reviewed did not meet their quality target.

Our quality monitoring and intervention programmes has contributed positively in ensuring improved performance by PAs with regards to meeting our legal quality requirements.







Quality Quantity

All regions achieved their quality targets for HCU PAs.The average quality score by our Legal Quality Assurance Unit and Justice Centres for filereviewswas94%and 93% respectively. Only four regions performed court quality reviews and the average score achieved was 93%. One HCU PA failed to meet the quality target.

Our quality monitoring and intervention programmes has contributed positively in ensuring improved performance by PA HCUs with regards to meeting our legal quality requirements.

All but one civil PA reviewed achieved their quality targets.The average quality score by our LQAU andJCsforfilereviewswas 90% and 89% respectively. The average score for court quality as assessed by JC Management was 94%.

Our quality monitoring and intervention programmes has contributed positively in ensuring improved performance by PA Civil with regards to meeting our legal quality requirements.

All regions achieved their quality targets for legal managers. The average quality score by both our LQAU and JCs forfilereviewswas92%.The average score for court quality was 94% and 96% respectively. 12 legal managers (14%) failed to reach the quality target.

Our quality monitoring and intervention programmes has contributed positively in ensuring improved performance by JC Management with regards to meeting our legal quality requirements.

All Call Centre agents achieved their quality targets. The average score for paralegals was 89% while that of Call Centre PAs was 90%.

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

P29-1 Legal Training Legal training targets

Legal Training Targets:CA:36hoursPA:subjecttosupport needs profile

Legal training targets achieved

CAs attended 41 619 hours training which is 124% higher than the target training hours of 18 619 hours.

The CA training statistics also includes CA beginner training sessions, as well as Saturday Board exam training sessions. Because of our focus on improving CA performance, including their performance in attorney admission examinations, CAs are required to attend all sessions irrespective if their targets have been attained.







Quality Quantity

PAs attended 20 694 hours training which is 57% higher than the target training hours of 13 174 hours.

There is a tendency amongst practitioners to attend all training sessions that are arranged at our JCs, notwithstanding the fact that in terms of their support needs requirements, they do not have to attend all sessions.

PA HCUs attended 2 496 hours training, which is 92% higher than the target training hours of 1 299.

LDD training is covered in P31-1.

There is a tendency amongst practitioners to attend all training sessions that are arranged at our JCs, notwithstanding the fact that in terms of their support needs requirements, they do not have to attend all sessions.

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

P30-1 Legal Quality Assurance (LQA)

Independent assurance on quality of legal practitioners and paralegals (JC, Judicare, Impact, Corporate and Advice Line)

LQA Audit coverage to review all practitioners on a two-year cycle

% of universe coverage

Defineandstratify population, across various categories of legal professionals which will enable meaningful interpretation of results, at JC, regional and national level.

Annually 1. Annual Audit Coverage Plan implemented

2. Individual Practitioner Reports

3. Quarterly Reports on LQA that graphically illustrate trends and risks

The LQAU Coverage Plan for 2014–2015 was approved by the Board in February 2014. The LQAU Coverage plan for 2015–2016 was approved by the Board in February 2015.

Four quarterly LQAU reports were compiled and tabled at the Board.

Individual practitioners reports were generated for each practitioners assessed. The reports were sent to the individual practitioners and their respective managers.

In the Financial Year under review the unit targeted 64 JCs for fileassessments.880internal practitioners, 167 court observations, 81 JC paralegal observations, nine call centre agents and 63 Judicare practitioners were assessed during thefinancialyearresulting in 97% of the annual coverage plan being completed as at the end of March 2015.

96% of the practitioners assessed met the minimum target set.

The target coverage of 100% not beingattained can be attributedtofivetheLegal Quality Auditors being asked to extend their leave in January 2015 to comply with HR Policy for employees not to have leave days in excess of 10 days by the end of March 2015. There was also aninsufficientsampleof Judicare trial matters being available to assess; miscalculations in respect of JC paralegals, which willberectifiedinthenew FY by assessing an additional four JC paralegals.







Quality Quantity

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

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

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

P31-1 Competency and Skills DevelopmentLegal

Practitioners competencies match their deployment

Assessed skills improved appropriately

Legal (Legal Development) Training hours target of 15 hours per admitted legal practitioner and 10 hours per paralegal calculated at a 96% recruitment rate

Skills audit conducted

The Criminal and Civil management teams wereidentifiedforthelegal skills audit in this financialyear.Theaudit was deferred to the 2015–2016 financialyearastheLegal Competency Framework required development before a proper skills audit could be conducted.

The Legal Competency Framework is in development as a joint HR and LDD project. The legal competency framework for these management positions is critical in developing a relevant skills audit for these management positions.

The Legal Training Unit held 30 training coursesinthefinancialyear 2014–2015, which were attended by 634 legal managers and practitioners and 62 paralegals. The actual training hours achieved were 11 308 hours, which was 54% of the annual legal training hours target.

The increasing cost of training courses as well as associated travel and accommodation costs have impacted on the face to face training hours. In addition the focus on four core training courses reduced the total number of courses that was previously presented. The full training budget was utilised but the LDD training hours target was not attainable at this level of funding. The focus has therefore moved to e-learning and self learning courses/modules to supplement the face to face legal development training hours.

Training curriculum

The current legal training curricula for DC PAs, RC PAs and Civil PAs remain relevant and no revisions were effected. A Legal Competency Framework is in progress and once completed will require the legal practitioner training curriculum to be reviewed and revised to align thereto.







Quality Quantity

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

STRATEGY xxII: LEVERAGING INSTITUTIONAL KNOWLEDGE TO REMAIN SMART AND EFFECTIVE

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

P32-1 Knowledge Management Strategy

Knowledge management improved

Effective knowledge management mechanisms

Six Share Point ForaSingle Document Precedent Bank maintained

Develop a learning organisation

There is a single Consolidated Knowledge Repository onthe Intranet (AI), which consistsof:1. Seven SharePoint

Discussion Forums for Criminal, Civil, Children Civil, Labour, Land and Administration of Estates

2. Jutastat and LexisNexis Electronic Library

3. Website links for SAFLI, Law Societies, SCA and Constitutional Court

4. CA Exam Papers and Model Answers

5. Legal Newsletters6. Legal Support

Programme Information

7. Legal Research Papers

8. Self Learning Modules

9. E-Learning Modules10. Standard Operating

ProceduresLegal document Precedents and Forms are available onLexisNexis/Jutastat in Amlers Precedents of Pleadings, Becks Theory and Principles of Pleadings in Civil Actions, etc. A single document precedent bank has also been maintained.Legal newsletters and case law discussions are placed on an internal blog to ensure greater engagement byall legal practitioners in ongoing learning.







Quality Quantity

Objective 15: An organisation based on a people centred culture

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

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

Programme (53) 33: Employer brand

P33-1 Internal Communica-tions

Communi-cations strategy and programme reviewed annually

Informative and relevant

Once per annum

A reviewed internal com-munications plan linked to brand employer

Internal Communications plan, with brand internalisations programmes were implemented. An internal BLOG (interactive and informative) was implemented. There were 41 social media posts. Improvements were made relating to theintranetandprofilingof brand ambassadors including senior lawyers in the reporting period. Thirteen Internal communications to staff in relation to the eLAA project provided information on critical issues and updates. Legal Aid Talk continued to be used as a tool to relay performance internally atJCs,regionalofficeandNationalOfficelevel. About 23 SMS messages were sent out for promotion of awareness of Legal Aid SouthAfrica’sservicesand also on key national programmes related to human rights. Payslips were used to distribute 10 varying messages to staff.

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

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

P34-1 Remuneration and Reward System

Review/ benchmark legal/support salaries

Appropriate competitive salaries

Salary benchmark was conducted in the prior financialyear.Giventheeconomic outlook, no further salary benchmark was undertaken in the currentfinancialyear.

Financial constraints.







Quality Quantity

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

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

Programme (56) 35: Develop and maintain a value-based leadership pipeline

P35-1 Value-based Leadership pipeline

Updated Leadership Programme implementation

Values-based Leadership programme aimed at developing authentic leadership

One Leadership programme

Programme developing and stimulating authentic leadership in action implemented

During Q1, the Leadership Development Programme focused on the competencies relating to Collaboration, InfluencingandNetworking. Leadership conversations were held using research material provided regarding these aspects.

During Q2 the Leadership Development Three Year Programme focused on training for the SPA leadership group. This was supported by psychometric assessments on Emotional Intelligence and Leadership Styles for the group which assisted in identifying developmental gaps. Performance Management and building high performance teams using performance management tools training was rolled out for the SPA leadership group.

During Q3, a coaching readiness assessment was conducted for all SPAs and other leadership groups. Basedonthefindingssupport resources and material was developed. Each leader was then personally engaged with regards to their unique support pack and to initiate the coaching programme with subordinates. Each SPA signed Memoranda of Understanding with their sub-ordinates.

During Q4, the Leadership Development Programme focused on the competencies relating to self renewal, resilience and corporate social responsibility. Leadership conversations were held using research material provided regarding these aspects.







Quality Quantity

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

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

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

P36-1 IT Network Stable and Reliable Wide Area Network (VPN)

Improved and stable wide area network

All sites connect to the VPN WAN. 95% VPN WAN Availability.

Improved user satisfaction with system performance

VPN WAN availability for FY 2014–2015 was 95,7%, which is 0,7% above the 95% target.

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

P37-1 IT Governance IT governance reviewed annually to best practice

Up-to-date IT Governance practice

Review all policies and procedures

ICT programmes delivered as per reviewed IT governance framework

IS Polices were reviewed and approved by Board in November 2014. IS Procedures were approved by Management Exco in the period under review.

ICT programmes were all delivered in line with the reviewed IT governance framework.


Taking legal services to people’s doorsteps.


5. Summary of Financial Information

Table 06: Summary of Financial Information

Revenue collections

2014–2015 2013–2014Estimate Actual

amount collected

Over/(under) collection

Estimate Actual amount

collected

Over/(under) collection

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

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

Commission and legal fees received/recovered

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

Profitondisposalofassets

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

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

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

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

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

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

2. The R9,4 million under Interest is additional interest received from the Reserve Bank – Corporation for Public Deposits (CPD) on funds invested with them. This is due to higher interest received by CPD than estimates thereof.

3.TheR2,1millionisprofitrealisedfromsaleofoldandfullydepreciatedassetsdisposedduringthe2014–2015financialyear.

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



Programme expenditure

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

2014–2015 2013–2014Budget Actual

expenditure(Over)/under Expenditure

Budget Actual expenditure

(Over)/under Expenditure

Programme nameClient, community, stakeholders and shareholders

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

Finance and sustainability

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

Business processes (internal)

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

Employee and organisational capacity and innovation and learning

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

Additional programmes

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

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

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

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

Note:The R130 million under expenditure is due to Commitments of R64.8 million for which rollover has been requested, surplus of R33.8 million comprising of R7.1 million from vacant posts and/or late implementation of improvements in conditions of service, additional R9.4 million due to over recovery on interest received from Corporation for Public Deposits, R1.8 million from sale of old assets, R9.2 million savings from annual leave provision, R6.1 million savings from operations and depreciation of R23 million, R15 million from audit adjustment on the judicare.




Capital investment, maintenance and asset management plan

2014–2015 2013–2014Budget Actual

expenditure(Over)/under Expenditure

Budget Actual expenditure

(Over)/under Expenditure

Infrastructure projects/capital assetsBuilding improvements 1,187,051 1,187,051 - 651,780 594,456 57,324

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

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

Furniture and equipment

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

Leasehold improvements

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

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

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

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

Note:1. The under expenditure in computer hardware and computer software is due to commitments relating to procurement of computersandeLAAsystemsdevelopmentprojectsbutnotfinalisedand/ornotdeliveredatyearend.Theamountshavebeen requested for rollover.

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

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



PARTC:GOVERNANCE


1. IntroductionLegal Aid South Africa remains committed to the implementation of sound corporate governance practices and ensures that these are reviewed on an ongoing basis in order to comply with the legal obligation to use funds in aneconomic,efficientandeffectivemanner.Processesareunderpinned by the principles of openness, integrity and accountability and an inclusive approach that recognises the importance of all stakeholders with respect to the viability and sustainability of Legal Aid South Africa.

2. Portfolio CommitteesLegal Aid South Africa briefed the Portfolio Committee on Justice and Constitutional Development twice during the period under review. The briefings focused on presentingthe Legal Aid South Africa Strategic Plan 2012–2017, Annual Performance Plan 2014–2015 and the Budget 2014–2015 on 3 July 2014, and the Legal Aid South Africa Annual Report 2013–2014 on 17 October 2014. The Portfolio Committee commended the organisation on its excellent performance.

3. Executive AuthorityLegal Aid South Africa submitted four quarterly performance reports to provide progress updates on the implementation of the Annual Performance Plan 2014–2015 to the Executive Authority, in compliance with the Framework for Strategic and Annual Performance Plans. The Legal Aid South Africa Annual Report 2013–2014 was submitted to the Executive Authority, Parliament, National Treasury and the Auditor-General in accordance with section 55(1)(d) of the PFMA. Four quarterly PFMA and statutory compliance reports were submitted to the Executive Authority.

4. The Accounting Authority (Board)

4.1. THE BOARD OF DIRECTORS

The composition of the Board of Legal Aid South Africa is determined by the Legal Aid Act (Act No 22 of 1969 as amended), which provides for the appointment of 18 board members from various constituencies by the Minister of Justice and Correctional Services and the President of the Republic of South Africa. On 1 March 2015 a new Legal Aid South Africa Act 39 of 2014 came into effect.

The Board is the accounting authority of Legal Aid South Africa in accordance with section 49 of the Public Finance Management Act (PFMA), and is charged with the responsibilities referred to in section 51 of that Act. The key responsibilities of the Board are to provide ethical leadership, including setting the strategic direction and

approving the strategic plan and business plans and monitoring the operational performance of the organisation. The Board needs to make timely strategic decisions to ensure operations are in line with Strategy it approved, to ensure that the right people with the appropriate skills mix areappointed,toensuretheintegrityoffinancialinformationand the robustness of financial and other controls andto oversee the management of risk and review of the risk management policies and the effectiveness of the risk management processes. The Board acts as the focal point for, and custodian of, corporate governance and provides ethical leadership characterised by the principles of fairness, accountability, responsibility and transparency and ensures that it manages its relationship with management and stakeholders along sound corporate governance principles. The Board also determines and approves policies, ensuring compliance with laws, rules, codes and standards as well as governance of Risk Information and Technology. Non-executive directors are expected to provide an effective monitoring role and to provide help and advice on critical matters affecting the Legal Aid South Africa business.

Meetings of the Board and its Committees are convened quarterly. At these meetings management reports on compliance with policy and its achievements against objectives, and strategic and policy decisions are made by the Board. A structured approach is followed for delegation, reporting and accountability, which includes reliance on various Board Committees. The Board held four meetings and each of the four Board Committees held four meetings prior to the Board meetings, in accordance with the corporate governance schedule.

The Board functions in accordance with the approved Board Charter that is reviewed on an annual basis. The Board complied with its responsibilities as set out in the Legal Aid South Africa Board Charter. The Board assessed its own performance, through a Board self-evaluation in quarter four of the year under review. The Charter details Board succession, the selection of Board members and their induction as well as the evaluation of the Board.

The term of office of the non-executive directors is threeyears. Since the composition of the Board is determined by the Legal Aid Act, this function is dependent on the Minister of Justice and Constitutional Development, and Parliament for anychanges.Asattheendofthefinancialyear2014–2015the Board of Legal Aid South Africa was not fully constituted as per the Legal Aid Act, 1969 (Act 22 of 1969) (the Board had only 16 members as opposed to the required 18).

There were two vacancies that were not filled, becausethe Board had resolved to retain the positions in view of the impact of the new Legal Aid South Africa Act, Act 39 of 2014. Seven Board members were re-appointed to the Board during thefinancial yearandonenewBoardmemberwasappointed during this period.

GOVERNANCE


The termof officeof theBoard, in termsof LegalAidAct,1969 ended on the 28 February 2015. On 1 March 2015 the new Legal Aid South Africa Act, 2014 came into effect and with it the entire Board was appointed as the Transitional Board,whose termofofficewillendon28February2016.

The CEO also joined the Board as an executive director and three executive directors, who are still to be appointed by the Minister of Justice and Correctional Services, will also become executive directors of the Board. The composition of the Board is detailed below.

Designation Date Appointed Date Resigned

Qualifications Area of Expertise

Number of Meetings Attended

Judge President Dunstan Mlambo

Director:Board Chairperson

1 March 2015 re-appointed into Transitional Board

- BProc (University of the North) Law 4

Judge Edwin Molahlehi (Deputy Chairperson)

Director:Deputy Chairperson

14 February 2012 (re-appointed)

31 May 2014

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

Law 1

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

Director 1 March 2015 re-appointed into Transitional Board

- BCom LLB (University of the Free State)

Law 4

Ms Nonhlanhla Mgadza(Chairperson of Audit Committee)


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

FinanceInternal Auditing

4

Prof. Yousuf Vawda(Chairperson of Legal Services Committee)


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

Law 4

Adv. Pieter A du Rand

Director Ex-officiore-appointed into Transitional Board

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

Law 4

MsNontuthuzeloMemka


- BProc (University of Durban-Westville)

Law 4

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

GOVERNANCE

Mr Jan Maree

From left: Mr Nkosana Mvundlela, Ms Berlina Mxakwe, Ms Renuka Subban, Professor Yousuf Vawda, Ms Nontuthuzelo Memka, Advocate Kameshni Pillay, Judge President Dunstan Mlambo, Mr Willie Scholtz, Ms Marcella Naidoo, Advocate Pieter Du Rand, Ms Mavis Monama, Mr Mvuzo Notyesi, Ms Nonhlanhla Mgadza, Ms Thulisile Mhlungu and Ms Vidhu Vedalankar.

Ms Aneline Rhoda


Designation Date Appointed Date Resigned

Qualifications Area of Expertise

Number of Meetings Attended

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

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

Law 3

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

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

Finance 4

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

- BSocSci (University of Cape Town) Social WorkHuman Rights

4

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

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

Law 3

MrMvuzoNotyesi Director 1 March 2015 re-appointed into Transitional Board

- BProc, LLB (University of Transkei) Law 2

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

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

Psychol-ogyHuman Resource Manage-ment

1

MrWillieScholtz Director 1 March 2015 re-appointed into Transitional Board

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

Technol-ogyBusiness Manage-ment

4

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

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

Law 3

Mr Tshifhatuwo Tshivhase

Director 20 June 2012Ex-officio

30 June 2014

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

Law 1

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

- LLB (University of the North) Law 2

Mr Nkosana Mvundlela


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

Law 2

Adv. Rudolph Jansen Director(Alternate)


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

Law 1

Mr Johan Janse van Rensburg

Director(Alternate)


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

Law 1

GOVERNANCE


4.2. BOARD COMMITTEES

The Board of Legal Aid South Africa has four Committees, which assist the Board to discharge its responsibilities and are accountable to the Board. Each Committee has a Charter that details its responsibilities and duties and the Board has reviewed and approved the terms of reference of each Committee during the period under review.

The membership of the Committees comprises non-executive directors. In addition to non-executive directors, the Audit Committee and the Remuneration, Social and Ethics Committee have members that are not members of the Board, but that serve as independent members of the Committees. The Board appoints them and determines their termofoffice.

Like the rest of the Board members, they are remunerated in terms of the schedule released each year by the Minister of Justice and Correctional Services.

4.2.1. Board Executive CommitteeThe primary purpose of the Board Executive Committee is to serveasthestrategicandfinancecommitteeoftheBoard,toguide and control the overall direction of the business of Legal Aid South Africa and act as a medium of communication and co-ordination between the Board and Management, as well astoassisttheBoardinfulfillingitsresponsibilitybymakingdecisions on behalf of the Board when the Board is not in session. The Board takes regular cognisance of authorities delegated to the Board Executive Committee by means of resolutions.

The responsibility for the risk management and oversight function is delegated to the Board Executive Committee, and in performing this role the Committee oversees the development and annual review of a policy and plan for enterprise risk management. Board Executive Committee monitors implementation of the policy and plan for risk management.

4.2.2. Audit CommitteeThe primary purpose and composition of the Audit Committee is discussed on page 70.

4.2.3. Remuneration Social and Ethics CommitteeThe primary purpose of the Remuneration Social and Ethics CommitteeistoassisttheBoardinfulfillingitsresponsibilityto:a) Ensure that executive, management and Legal

Aid South Africa staff in general are appropriately rewarded for their work in a manner that will ensure, as far as possible, the recruitment, retention and motivation of people with the skills that the organisation needs.

b) Oversee the implementation of a competitive Human Resources Strategy, sound Labour Relations Strategy, Employment Equity Plans, Skills Development Plans, the Leadership Programme, which is able to attract, retain and develop the best talent to support higher organisational performance.

c) Ensure organisational conformance with fair labour practice and national legislation regulating the rights and obligations applicable between employers and employees.

d) MonitorLegalAidSouthAfrica’sactivitiesandreportto the Board in respect of prevailing codes of best practices on social and ethical responsibilities.

e) Oversee the design, implementation and monitoring of employment equity plans.

4.2.4. Legal Services CommitteeThe Committee maintains oversight of the legal aid services provided by Legal Aid South Africa. The primary purpose of the Legal Services Committee is to assist the Board in fulfillingitsresponsibilityto:a) Ensure that the legal aid scheme is lawful, sustainable

and responsive to the needs of the people in South Africa in line with the Constitutional mandate;

b) Ensure that the legal aid scheme is administered in a manner that ensures that it is accessible and client sensitive;

c) Ensure a continuous improvement in the quality of the legal service offering;

d) Ensure adequate national coverage by the legal aid scheme in relation to the demand for legal aid services; and

e) Foster productive relationships with the relevant legal professional bodies and other stakeholders.

The composition of the Board Committee membership is indicated in the following table.

GOVERNANCE


The remuneration level of Board members is determined by the Minister of Justice and Constitutional Development in consultation with the Minister of Finance. Non-executive directors receive fees for their contribution to the Board and the Committees that they are members of with the exception of those non-executive who are in the full time employ of the state.

FordetailsonBoardmembers’andExecutiveManagementmembers’ emoluments for the financial year ending 31 March 2015 refer to the notes to the Annual Financial Statements on pages 140 to 141.

5. Risk Management

Legal Aid South Africa is committed to effective risk management and acknowledges that managing risk is key to our organisational maturity and sustainability. The Enterprise Risk Management Strategy and Plan incorporating fraud management is approved by the Board annually. The objective is to integrate and align the various risk management strategies, plans and actions across functional areas and operational units to ensure an integrated response as well as to ensure that the existing value of the

organisation is preserved and new value is created through increased accessibility of services for criminal, civil and advice matters. The Enterprise Risk Management Strategy is aligned to the requirements of the PFMA, King III and the Public Sector Risk Management Framework published by National Treasury. It is also aligned to Legal Aid South Africa Strategic Plan 2015–2020. The Enterprise Risk Management Strategy ensures a holistic approach to risk management and focuses on risks that are inherent in our strategy, operations and business.

To ensure good risk governance within Legal Aid South Africa, which includes effective risk governance, structures and policies overseeing risk management, the roles and responsibilities of the governance structures in the organisation, including the Board and its Committees, the OfficeoftheCEO,theManagementExecutiveCommittee,Executives, the Chief Risk Officer, the Internal AuditDepartment and other key role players in the organisation, are documented.

In order to build a risk-aware and risk-intelligent culture in the organisation, meetings were held with Executives and Justice Centre Executives. Risk registers were prepared focusing on strategic, operational, ethical and fraud risks.

Table 08: Board Committee Membership

Committee Number of meetings held

Number of members Names of members

Board Executive Committee

4 6 1. Judge President D Mlambo (Chairperson)2. Judge E Molahlehi (resigned 31 May 2014)3. Mr J Maree4.MsNMgadza5. Ms A Rhoda6. Prof. Y Vawda

Legal Services Committee

4 8 1. Prof. Y Vawda (Chairperson)2. Ms T Mhlungu3. Adv. P du Rand4. Ms Memka5. Ms M Naidoo6. Adv. K Pillay7. Mr Notyesi8. Ms R Subban

Remuneration, Social and Ethics Committee

4 8 1. Mr J Maree (Chairperson)2. Mr Mvundlela3. Ms Naidoo4. Ms A Rhoda5. Mr M Leseilane6. Mr T Tshivhase (term ended July 2014)7. Ms T Monama8. Ms Subban

Audit Committee 4 6 1.MsNMgadza(Chairperson)2. Mr J Maree3. Ms B Mxakwe4.MrWScholtz5. Ms J Luthuli6. Mr E Moolla

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Risk Control Self-Assessment surveys were conducted quarterly with JCs, regional offices and national officedepartments. This process was managed by the Chief Risk Officer and reports were prepared and submitted toManagement.

Legal Aid South Africa is required to comply with various laws such as the Legal Aid South Africa Act, 2014, and the Public Finance Management Act, 1999. Compliance with statutory provisions is signed off monthly by each executive.

A Statutory Deadlines Schedule is in place, which sets out requirements for compliance with applicable legislation wherewe are required tomake specific submissions.Theresponsibility for these submissions is allocated to the relevant executives.

The Internal Audit Executive provides quarterly reports to the Board on compliance with the Public Finance Management Act No. 1 of 1999 (PFMA) and Treasury Regulations as amended, Preferential Procurement Policy Framework Act No. 5 of 2000 (PPPFA) and regulations, Supply Chain

Management Policy and Practice Notes, King III and the extent of compliance of the Annual Report to Global Reporting Initiative Framework (GRI). As at the end of the 2014–2015 financial year the Internal Audit Departmentreported that Legal Aid South Africa was materially compliant with the PFMA and Treasury Regulations, the PPPFA and Regulations, King III, and the Supply Management Policy and Practice Notes.

Legal Aid South Africa is a service organisation that does not generate its own income and is dependent on state funding. A materiality framework that prescribes parameters for the presentation of the annual financial statement andperformance information is in place. For administrative purposes, levels of authority for the condonement of losses incurred at Legal Aid South Africa have been determined.

The table on the following page lists the top 10 risks identified for the 2014–2015 financial year as identifiedduring the organisation’s strategic planning process. Thetable also indicate the risk mitigating controls as well as risk opportunities.

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

No Risk Description Mitigating Controls Opportunities derived1 Challenges to the Rule of Law

(Criminal).•CourtCoverageProgrammefor

criminal matters.•CivilLegalAidDeliveryProgramme.

•Assistancetoclientsandcommunities with the funding of impact litigation matters.•Expansionofcivillegalaid.

2 Capacity to meet community demand for civil legal aid – lack of funding for civil legal aid.Access to civil Legal Aid Services Clients prejudiced by not getting access to civil legal aid, resulting in unfairness in civil actions and infringement on the clients constitutional rights.Legal Aid South Africa will suffer reputationa/branding damage

•Reportsonmattersexceedingturnaround times.

•LegalAidforcivilmattersonlygranted where there is a reasonable prospect of success.

•Linkageswithcommunityadviceoffices/traditionalstructures/government departments, including theMastersOfficeforestatesmatters.

•Cooperationspartneragreementsand Judicare programmes.

•LegalAdviceCapacity–AdviceLineand paralegals in all centres.

•Communityoutreach/civilcourtsoutreach programme.

•Expansionofcivillegalaidservicesacross all JCs including SOs.

•Growthofciviladviceservicestoclients at JCs, SO and Advice Line.

•Provisionofself-helpinformationmodules on our website.

3 Quality of legal services offered by Legal Aid South Africa (including Judicare quality).Quality of legal services offered by Legal Aid South Africa. Clients will be prejudiced with poor quality resulting in unfair legal proceedings and poor legal action/advice infringing upon civil/constitutional rights. Legal Aid South Africa will suffer reputational/brand damage.

•Qualityinterventionprogrammes.•Qualitymonitoring,assessmentand

programmes. •CompetencyDevelopment/Training

of legal staff. •CAReadiness/PractitionerSupport

needs assessment.•Professionalindemnity/negligence

insurance cover. •Recruitingcompetentpractitioners.•Judicarepractitioneraccreditationbriefingprogram.

•IndependentLegalQualityassessment by the LQAU.

•Improvedcompetenciesandskillsofall practitioners.

•Increasedawarenessoftherequiredquality standards by Judicare practitioners.

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No Risk Description Mitigating Controls Opportunities derived4 Legal Aid South Africa image/

reputation risk.Reputation of Legal Aid South Africa will prejudice the standing of the organisation amongst internal and external stakeholders and to clients thus impacting negatively on it being able to deliver on its mandate.

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

governance.

Greater awareness of the Legal Aid South Africa brand and the quality of service provided to the vulnerable communities.

5 Lack of confidence in the justice system. Inefficiencies of the justice system negatively impact on image and credibility of all entities within the justice system.Functioning of the justice system. Inefficientjusticesystemresultingininabilitytoprovideefficientandeffective access to justice thereby impacting on the rule of law.

•Monitoringcaseturnaroundtimesofall matters.

•Backlogcourtproject–reductionincase backlogs.

•CriminalJusticeSystemReview.•JusticeSectorStakeholder

relationship programme.•AttendingNEECandPEECmeetings

to address systemic challenges and delays.

Legal Aid South Africa playing proactive role in ensuring that inefficiencieswithinthejusticesystemare minimised.

6 Government’s ability to maintain baseline level of funding. Impact of recession or other government priorities resulting in budget cuts, which will result in reduction of services.

•PrudentbalancedbudgetandlobbyNational Treasury for additional budget.

•Useownreserveswhilemaintainingminimumcurrentratioof1.5:1.

•Monitorcashflowcloselyensuringthat MTEF and Annual budget are focused on essential and priority spending.

•Monitorexpenditureensuringthatitis within budget.

Legal Aid South Africa ensuring budget is aligned to Strategic Plan and Business Plan.

7 Sustainable performance and sustainable practice (SP2012). Organisational strategies, plans, policies and procedures resulting in unsustainable execution and performance impacting on ability to deliver mandate.

•StrategicPlancoveringmediumterm.

•Expenditureplansmonitoringimpacton ability to perform in medium term.

Business plan projects aligned to budget and organisational resources.

8 Attraction and retention of expertise and specialist skills (SP2012).An unattractive Employment Value Proposition that is unable to attract, retain and engage talent or deliver on the employment partnership promise.

•Responsiveandcontemporarytermsand conditions of employment and HR policies.

•Meaningfulworkexperienceandaninspiring work environment.

•Anaggressivelearninganddevelopment programme. •Arealisticcareerpathandcareer

planning. •Loyaltyofemployees.•Recruitmentandretentionstrategy.

Legal Aid South Africa is being marketed as an employer of choice to potential employees, positively impacting on the strategic positioning of the Legal Aid South Africa Brand.

9 IT Governance and IT Platform and capacity responsiveness to business need.ITgovernance:•Nonimplementationofbestpractices.•Lackoffundingtomaintainandgrow

the IT system in keeping pace with information demands by users.

•ITStrategicplanasasubsetoforganisational strategy.

•ITArchitectureplatformreviewedandaligned to organisational strategy.

•ConsistentITpolicy.•ITgovernancestructure.•InternalauditITreview.

•RelevantandapplicableITbestpractices applied across the IT environment.

•LifespanofITequipmentreviewedinline with capex budget.

10 IT Governance, IT Platform and capacity responsiveness to business need.ITinvestmentplatform:PoorITnetwork, hardware, middleware and software, and application investments resulting in poor IT systems to meet business demands.

•ITServiceCharter.•ITCARP(ITinfrastructure

elements recorded, monitored and maintained).

•InvestmentinVPNtomeetbusinessrequirements.

•Latest/recentsoftwareversions.

Development of new systems for the administration of the granting of legal aid, case management and business intelligence.

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6. IT GovernanceThe Board of Legal Aid South Africa is responsible for oversight on information technology (IT) governance in accordance with chapter 5 of the King Code and elements of international best practice.

In discharging its responsibilities the Board has established an IT strategy that is integrated with the performance and sustainability objectives of Legal Aid South Africa. Management in implementing Legal Aid South Africa’s ITStrategy and strengthening the IT Governance during the 2014–2015financialyearimplementedITprojectsintendedfor growing the IT system and improving IT infrastructure performance.

ElectronicLegalAidAdministration (eLAA)SystemProject:A new electronic Legal Aid Administration System (eLAA) is being developed to replace the current IT core system, Ad-Infinitum. The eLAA system will be developed onmodern application software covering legal administration functionalities intended to respond to business requirements. Legal Aid South Africa’s business continues to grow inbusiness process management and the adaptation of new innovative technologies.Amore efficient and capabletechnology to increasing business demand is thus important. Integration of the eLAA system with other business applications is critical for effective and reliable information management. The eLAA system is planned for completion in the2015–2016financialyear.

ModernisationoftheITsystem:TheITStrategicPlan2012–2017identifiesmodernisationoftheITplatformasimportanttobuildacost-effectiveandefficientbusinessoperationforLegal Aid South Africa. To keep up with the industry trends and best practices additional investments were done on the IT infrastructure platform. IT server virtualisation was embarked on to optimise dynamic resource sharing, minimisation in cost downtime and to boost efficiencies in automatedrestorations of system components. A Virtual Private Network (VPN), which is enterprise-wide, was upgraded and is now supportedbytheinstallationofawirelessplatforminallofficesof the organisation. An Access Point Name (APN) network was installed to support continuous business operations of management and court-based legal practitioners.

The Board of Legal Aid thus continues to monitor and evaluate IT investments and its maturity, which are necessary for improved performance of the organisation. The IT Steering Committee remains responsible for technical and operational IT risks ensuring sustainability of effective IT operations. UsersoftheITsystemareincreasinglyreceivingbenefitsofa modern technology with improved service.

7. Internal Control UnitLegal Aid South Africa does not have an internal control unit. Executive management is responsible for transversal functions and a system of matrix management is in place. Thisprovidesmanagementwithsufficientoversightoverallthe activities in the organisation.

The Board has ultimate responsibility for establishing a framework for internal controls, including an appropriate procurement and provisioning system. During the period under review, the Board approved the Internal Control Framework,whichisaimedatensuringamongotherthings:• thereliabilityandintegrityoffinancialandoperational

information• theeffectivenessofoperations• safeguardingofassets• compliancewithlaws,regulationsandcontrols.

The controls throughout Legal Aid South Africa focus on those criticalriskareasidentifiedbyoperationalriskmanagement,confirmed by executive management and assessed bythe auditors. The controls are designed and provide cost effective assurance that assets are safeguarded and that liabilitiesandworkingcapitalareefficientlymanaged.

Organisational policies, procedures, structures and approval frameworks provide direction, accountability and division of responsibilities and contain self-monitoring mechanisms.

Both management and Internal Audit closely monitor the controls,andactionsaretakentocorrectdeficienciesastheyareidentified.

The Internal Audit function provides written assessments on the effectiveness of financial and internal controls. The Chairperson of the Audit Committee provides reports on assurance of risk and internal control effectiveness to the Board.

8. Internal Audit Function

8.1. INTERNAL AUDIT FUNCTION

Internal Audit at Legal Aid South Africa is an independent appraisal function, established to evaluate the legal aid activities to provide reasonable assurance that effective risk management processes and internal controls and governance processes are in place. The key responsibility of Internal Audit is to assist the Board and its Committees in the discharge of its governance responsibilities including but notlimitedto:i. systematically analysing and evaluating the legal aid

business processes and associated controls

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ii. performance of an objective assessment of the risk management processes and internal frameworks

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

iv. providing reliable information regarding fraudulent activity, corruption, unethical behaviour and irregularities.

Internal Audit performs its activities in compliance with the PFMA and Treasury regulations, the King III Report on Corporate Governance and the International Standards for professional practice of internal auditing. Accordingly, Internal Audit performs independent, objective appraisal and evaluation of the risk management, internal controls and governance processes, as well as identifying corrective actions and suggested enhancements to the controls and processes, using a risk-based approach. A risk-based audit plan is prepared and approved by the AuditCommittee.TheauditplanisflexibleandresponsivetoLegalAidSouthAfrica’sriskprofile.

The Internal Audit Department has full and unrestricted access to all organisational activities, records, property and personnel and has the support of the Board and the Audit Committee.

The Internal Audit Department completed 97% of its approved Audit Coverage Plan. The variance was due the fact that only one out of two management requests for Annual Performance Information review was received; the Human Resources Departmental Audit was cancelled as itsinternalauditscheduleclashedwiththeAG’sanditwasreplacedbytheJCs’auditfocusingonthesameareas,asit was planned for HR. The effective coverage was 107%, taking into account the additional BAC/bids reviews and preparedness audits carried out.

8.2. LEGAL QUALITY ASSURANCE

The Legal Quality Assurance Unit, which reports to the Internal Audit Executive, is tasked with the responsibility of independently and objectively assessing the quality of legal practitioners including civil, criminal, paralegals and call centre agents within Legal Aid South Africa and judicare practitioners that are accredited with Legal Aid South Africa and are representing clients in both civil and criminal matters. The Unit completed 97% of audits planned for the financial year. The target coverage of100%notbeingattainedcanbeattributedtoaninsufficientsample of judicare trial matters being available to assess miscalculations in respect of JC paralegals, which will be rectified in the new financial year by assessing anadditional four JC paralegals.

9. Compliance with Laws and Regulations

Legal Aid South Africa complies with the requirements of its legal universe, which comprises approximately 80 pieces of legislation, including the Legal Aid South Africa Act, 2014, Public Finance Management Act, and Act 1 of 1999 (PFMA) and National Treasury Regulations, which provides guidelines that must be upheld and implemented for the realisation of good governance. The Public Finance Management Act regulates financial management in allspheres and levels of government to ensure that all revenue, expenditure, assets and liabilities are managed efficiently,effectively and economically. Furthermore, the Public Finance Management Act provides management with guidelines that must be upheld and implemented for the realisation of good governance.

Asat theendof the2014–2015financial year the levelofcompliance was 100% for all codes or legislation listed for the sections applicable to Legal Aid South Africa for quarters 1, 2, and 3. There was one incident of noncompliance with thePFMA,fourincidentsoffinancialmisconductandsevensuppliers who performed the refurbishment at the Justice Centres that did not provide letters of good standing to confirm that they were registered with the Department ofLabour as an employer and that their compensation fund assessments are in order to cover any eventualities and/or claims resulting from injuries on duty in quarter 4.

Legal Aid South Africa has, in the year under review, endeavoured to apply the principles set out in the King III Report on Corporate Governance, where applicable, and to explain when any principles are not applied. King III sets out the guidelines with regard to, inter alia, compositions, roles and functions of Boards, risk management, internal audits and integrated sustainability reporting.

Legal Aid South Africa applies principle 8.5 of chapter eight (8) of the King III Report, which recommends organisations to consider disclosing in the integrated report, the number and reasons for refusals of requests for information that were lodged with the organisation in terms of the Promotion of Access to Information Act (PAIA), 2000.

During the 2014–2015 financial year, the organisationreceived ten (10) requests in terms of the Promotion of Access to Information Act, 2 of 2000. Three (3) requests were fully granted, one (1) request was partially granted and one (1) request was still pending as it was received at the end of March 2015. Four (4) requests were refused for failure by the requester to pay the search fees. One (1) request was not pursued after a letter seeking the requester to comply with the requirements was sent to the requester. Note that six (6) requests were submitted from one requester and relates to

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a labour litigation claim proceeding, which was dismissed at the Labour Appeal Court in favour of Legal Aid South Africa.

10. Fraud and CorruptionThe Legal Aid South Africa Fraud Management Plan and Fraud Management policy were approved by the Board in May 2014 as part of the part of the ERM Strategy and Plan. These documents outline specific measures on themanagement of fraud. The Fraud Management Policy includes the implementation of a Fraud and Ethics Hotline, which is managed by an external independent party that reports directly to the Internal Audit Executive. Incidents reported to the Fraud and Ethics Hotline are reported to the Board in the Internal Audit Quarterly Report and are disclosed in the Annual Financial Statements. There were six (6) incidents of fraud that were reported during the financialyearunderreview.Infiveoftheincidentsreported,it is alleged that employees accepted payments from clients for services rendered. In one instance, the employee misrepresentedher educational qualifications.Three (3) ofthe employees involved in these instances were disciplined and subsequently dismissed. The remaining three (3) employeeslefttheorganisationbeforethefinalisationofthedisciplinary processes.

11. Minimising Conflict of Interest

A conflict of interest is a situation in which a person ororganisation is involved in multiple interests (financial,emotional, or otherwise), which could possibly corrupt the motivation of the individual or organisation. Legal Aid South Africa has measures in place to ensure that the integrity of officialdecision-makingisnotcompromisedbyanemployee’sprivateinterests.Conflictofinterestisnotonlydetectedbutdealtwithdecisively.Inordertominimiseconflictofinterestin supply chain management processes, the organisation has in place policies and procedures that guide the conduct of employees involved in procurement. These policies and procedures are reviewed annually and whenever necessary to ensure compliance to best practice.

Each official who participates in the procurement processcompletes a declaration of conflict of interest form, whichdiscloses conflict of interest and that no supplier will bepurposefully favoured or prejudiced. Should a conflict ofinterestbeidentified,theofficialwithdrawsfromparticipatingin any manner in the process relating to that procurement.

Suppliers are also required to complete a declaration of conflictof interestform(SBDform)witheveryprocurementthat isabovethethresholdofR30000.Whereaconflictofinterestisidentified,thenecessaryapprovaltoparticipateinthe procurement is required.

Legal Aid South Africa Codes of Conduct and Ethics help to minimise problems with conflicts of interests. It offersdirection and guidance to employees on the extent to which suchconflictsshouldbeavoided,andwhat theemployeesshoulddowheresuchconflictsarepermittedbyacodeofethics (disclosure, etc.).

Thus, employees, especially professionals, cannot claim that they were unaware that their improper behavior was unethical. In the period under review the declaration was done twice in August 2014 and in March 2015.

As importantly, the likelihood of disciplinary procedures also being instituted (for example, a lawyer being disbarred) helps tominimiseunacceptableconflictsorimproperactswhenaconflictisunavoidable.

12. Code of ConductThe Legal Aid South Africa Code of Ethics and Conduct Policy was reviewed and approved by the Board in May 2014. The policy applies equally to all employees and compliance with the code is mandatory. The purpose of the Code of Ethics and Conduct Policy is to promote and enforce ethical business practices and standards within Legal Aid South Africa. This Code represents the highest ethical standards applicable in the environment in which Legal Aid South Africa operates and strongly emphasises integrity and objectivity on the part of all employees, all managers and Executives.

A contravention of the code must be reported to a line manager, the Human Resources Executive or Internal Audit Executive. The matter will be investigated and dealt with according to the Legal Aid South Africa Disciplinary Code of Conduct.

13. Health, Safety and Environmental Issues

The Legal Aid South Africa Health and Safety policy and the Occupational Health and Safety Act, 85 of 1993 provide guidingprinciplesfor theachievementof theorganisation’shealth and safety programmes. Health and safety representatives and Committees are in place.

Any serious injuries, notifiable diseases or dangerousoccurrences taking place at work must be reported to the Human Resources Department. Sixteen (16) incidents of Injury on Duty were reported.Throughitsoperations,theorganisation’sactivitiesimpactontheenvironmentthrough:i. Printing of documentsii. Travel by car and airiii. Waste generated through activitiesiv. Electricity and water usage

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The Environmental Policy was developed and approved by the Board and is reviewed annually. An implementation plan setting out the programmes and projects to achieve the objectives of the policy have been developed. The implementation plan covers, amongst others, reduction of carbon footprint, carbon emission, recycling of waste, and reduction of energy and water consumption.

14. Board SecretaryThe Legal Aid South Africa Board has access to the advice and services of the Board Secretary. Board members are also entitled to obtain independent professional advice, at Legal Aid South Africa’s expense, should they deem thisnecessary.TheBoardSecretary:i. provides guidance to the Board on the duties of the

directors and good governanceii. assists with the induction and training programmes

for Board membersiii. ensures Board and Committee Charters are up to

dateiv. ensures that contents of agendas of meetings are

agreed with the Chairperson, and that agendas and documents are distributed timeously to Board members and attendees

v. ensures that minutes of Board and Committee meetings are recorded and agreed by members of the Board, and does all other things necessary to ensure that meetings are held as scheduled

vi. assists with the evaluation of the Board, Committees and individual directors.

15. Report of the Audit Committee 15.1. THE AUDIT COMMITTEE

RESPONSIBILITIES

The purpose of the Legal Aid South Africa Audit Committee is toassist theBoard in fulfilling itsoversight responsibilityfor the integrated reporting process, the system of internal control, the audit process, External and Internal audits and LegalAidSouthAfrica’sprocessformonitoringcompliancewith laws, regulations, voluntary codes, best practices and the code of conduct.

15.2. TERMS OF REFERENCEThe Audit Committee adopted formal terms of reference, approved by the board of directors of Legal Aid South Africa. TheAuditCommitteeconfirmsthatitcarriedoutitsdutiesinaccordance with the approved terms of reference during this financial year. Furthermore theAudit Committee compliedwith the PFMA, Treasury regulations 3.1.13 and the King III requirements.

15.3. COMPOSITION

Details of the Audit Committee members and their attendance of meetings is provided in the table below.

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

Name Qualifications Internal or external Date appointed Date resigned

No of meetings attended

MsNonhlanhlaMgadza(Chairperson)

MBA External (Non-executive Director) 1 March 2015 re-appointed into Transitional Board

- 3

Mr Ebi Moolla BJuris External (Independent Committee Member)

1 August 2013 (re-appointed)

- 4

Ms Marcella Naidoo B Social Science

External (Associated Committee Member)


- 4

Mr Jan Maree BCom LLB External (Non-executive Director) 1 March 2015 re-appointed into Transitional Board

- 4

Ms Berlina Mxakwe CA(SA) External (Non-executive Director) 1 March 2015 re-appointed into Transitional Board

- 4

MrWillieScholtz Technology and Business Leadership

External (Non-executive Director) 1 March 2015 re-appointed into Transitional Board

- 4

Mr I Ramdas CA(SA) External (Independent Committee Member)

3 June 2011 (re-appointed)

16 May 2014

Ms Jabu Luthuli CA(SA) External (Associated Committee Member)

1 November 2014 (re-appointed)

- 4

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The Chief Executive Officer, Chief Operations Officer,National Operations Executive, Chief Legal Executive, Chief Financial Officer and representatives from theInternal and External Auditors attend the Audit Committee meetings by invitation. The Audit Committee has held separate meetings with The External and Internal Auditors before every Audit Committee meeting. Both the Internal and External Auditors have unrestricted access to the Audit Committee Chair person and the members.

The effectiveness of the Audit Committee is assessed on an annual basis.

15.4. STATUTORY DUTIES

InexecutionofitsstatutorydutiestheAuditCommittee:Made the following submissions to the board on matters concerning the Legal Aid South Africa’s accountingpolicies,financialcontrol,recordsandreporting:• Materialityframework,BACpolicy,Internalcontrol

framework, Investment policy, Fraud policy and related accounting policies;

• Writtenassessmentontheinternalcontrols;• Recommended annual financial statements for

approval by the Board; and• Recommended the financial statement for

submissiontotheofficeoftheAG31May2015.

15.5. DELEGATED DUTIES

The Audit Committee received reasonable assurance that the processes and procedures followed through the risk management processes at Legal Aid are adequate and effective to ensure that financial risks are identified andmonitored appropriately.

TheCommittee is specifically satisfied that the followingareashavebeenappropriatelyaddressed:• Fraudriskpertainingtofinancialreporting;• Financialreportingrisk;• Internalfinancialcontrol;• ITriskpertainingtofinancialreporting;and• Reviewed tax and technology risks, in particular,

how these are managed.

15.6. THE EFFECTIVENESS OF INTERNAL CONTROL

TheCommitteehas:• Reviewed the effectiveness of the company’s

system of internal financial controls includingreceiving assurance from Management, Internal Audit and External Audit;

• Reviewedthepoliciesandproceduresimplementedto prevent and detect fraud, bribery and corruption;

• Reviewedsignificant issues raisedby the internaland external audit process, including the manner in which they were resolved;

Based on the set processes followed and assurances provided we believe that significant internal financialcontrols are in place and are effective.

Regulatory complianceThe Audit Committee has complied with all its applicable legal and regulatory responsibilities.

Internal AuditThe Audit Committee has during the course of the year FY2014–2015:• Reviewed and recommended the Internal Audit

charter for approval by the board;• Evaluated the independence, effectiveness and

performance of the internal audit function, in relation to its mandate;

• SatisfieditselfthatInternalAudithasthenecessaryresources, budget , standing and authority within the company to enable it to discharge its functions;

• WaspartoftherecruitmentprocessoftheIAEandassessedtheincumbent’sperformancethroughitsChair person;

• ApprovedtheInternalAuditplan;and• Encouragedtheco-operationbetweenInternaland

external audit.

The Internal Audit function is subject to independent quality revieweveryfiveyearsorasandwhen theauditcommittee deems appropriate. The function was last externallyreviewedinbySizweNtsalubainFY2013–2014and attained a GC result.

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15.7. IN-YEAR MANAGEMENT AND MONTHLY/QUARTERLY REPORT

The Legal Aid South Africa has submitted monthly and quarterly reports to the Executive Authority.

15.8. EVALUATION OF FINANCIAL STATEMENTS

We reviewed the Annual Financial Statements prepared by Legal Aid South Africa, which are prepared and presented in accordance with the South African Standards of Generally Recognised Accounting Practice (SA Standards of GRAP) and requirements of the Public Finance Management Act of South Africa, 1999 (Act1 of 1999)(PFMA) and the Treasury Rules and Regulations.

15.9. AUDITOR’S REPORT

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

We therefore concur and accept the conclusions of the externalauditor(AuditorGeneral)ontheannualfinancialstatements (AFS) that they present fairly, in all material respects, the financial position of the Legal Aid SouthAfrica as at 31 March 2015. The audited AFS should be accepted and read together with the report of the Auditor provided.

Integrated ReportingBased on the processes in place and the assurance provided by Internal Audit, we recommend the integrated report to the Board for approval.

Ms Nonhlanhla MgadzaChairperson of the Audit Committee Legal Aid South Africa25 July 2015

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PARTD:SUSTAINABILITY REPORT


1. Sustainability Strategic Plan During the year under review, Legal Aid South Africa developed a Sustainability Strategic Plan, linked to the organisational Strategic Plan 2015–2020. The strategic risks and the environmental context highlighted sustainability issues and therefore informed the sustainability focus areas.

The approach taken to sustainability by Legal Aid South Africaisabout:i. Thesustainabilityimpactoftheorganisation: The impact of the organisation’s work on the

economy, society and the environment in the short, medium and long term; and

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

that it operates at optimal levels and can continue to be a going concern in delivery terms as well as financialterms.

The Legal Aid South Africa Sustainability Strategy has set out a broader SUSTAINABILITY VISIONasfollows:

To make the Constitution a living document for the poor and vulnerable, be a partner to communities and stakeholders and, be a preferred employer of legal professionals. Thus increasing access to justice, widening the social safety net of communities, building trust in the rule of law and building viable institutions (courts and public entity) of a democratic state to positively impact the current and future quality of life of clients and communities.

The Legal Aid South Africa Sustainability Vision incorporates the following aspirational elements:i. to promote a human rights approach to access to

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

net enabling poor and vulnerable persons to access justice, which positively improves the quality of their life in the short and long term

iii. to contribute to an efficient and effective justice system, which builds trust in the rule of law and confidence in the effective functioning of a public institution (that is, courts) of a democratic state

iv. to partner with communities and stakeholders to inform the delivery of legal aid services and increase access to justice

v. to be the best and preferred employer of legal professionals

vi. to develop a segment of a clean, accountable, efficient and effective government/state.

The sustainability goals and the strategic intent of each goalare:

Sustainability Goal 1: Improved access to justice impacting on current and future quality of life of clients Strategic intent (of Goal 1): (social & economic)Access to justice widens the safety net of poor and vulnerable persons. Outcomes of justiciable matters impacts on quality of life and economic conditions of clients. Developingasegmentofaneffectiveandefficientgovernment/state able to deliver public goods (legal aid services).

Sustainability Goal 2: Improved effectiveness and confidence in the justice system Strategic intent (of Goal 2): (social & economic)Building the public institutions (i.e. justice system including courts) of a democratic society. Anefficientandeffectivejusticesystemimpactspositivelyonthefunctioning of the economic systems at local and national level. Engaging stakeholders for their inputs to inform services offered to increase access to justice and improving functioning of the justice system. Sustainability Goal 3: Good governance practice and a strong governance reputationStrategic intent (of Goal 3): (governance)Developing a segment of a clean and accountable government/ state effectively utilising public funds. Sustainability Goal 4: Improved maturity level of the organisation Strategic intent (of Goal 4): (business performance)Developingasegmentofanefficientandeffectivegovernment/state. Transparent and accountable use of public funds improves probability/support for continued funding. Sustainability Goal 5: Best employer of legal professionals (and related management and support staff)Strategic intent (of Goal 5): (social)Employer of choice. Sustainability Goal 6: Reduced carbon footprint (of organisation) Strategic intent (of Goal 6): (environment)Reduce global carbon footprint to give effect to these goals LegalAidSouthAfricahasidentifiedsix sustainability focus areas:I. Access to JusticeII. Justice SystemIII. Good GovernanceIV. Maturity LevelsV. Employer of Choice VI. Carbon Footprint

SUSTAINABILITY REPORT


Each focus area is further detailed into sub-focus areas that add greater depth to the focus areas. These sub-focus areas are detailed as part of the performance report on sustainability for 2014–2015. Sustainability risks associated with each of the strategic focus areaswere identified anda sustainability risk register was developed. These risks are managed and reported on to the Board.

2. Report on Sustainability Performance

Following isa reportonperformanceagainst the identifiedsustainability goals. Note that statistics on performance are covered elsewhere in the Annual Report.

GOAL 1:

Improved access to justice impacting on current and future quality of life of clients

Focus area I – access to justice

Sub-focus areas: i. access of legal services and adviceii. quality of legal services and adviceiii. community outreach and education

A number of interventions were in place to ensure access of legal services and legal advice,including:• Courtcoverageisalignedtodemand• The practitioner per court model, which was

implemented, ensured that all criminal courts were covered and therefore the likelihood of clients being unrepresented is minimal

• Legalrepresentationwasavailableinallcivilmattersthat are covered by the Legal Aid Guide (LAG) and where both the clients and their matters meet the qualifying criteria as set in the LAG

• Aprogrammewasinplacetoensurethatallchildrenare represented

• Legal assistance was available to all clients inspecialist courts, including child justice courts, sexual offences courts and commercial crimes courts. Legal representation was also provided in specialist matters to vulnerable clients such as asylum seekers and mental healthcare patients

• Throughlinkageswithadviceoffices,legalaidclinicsandtheMastersOfficeclientswereabletolinktocivillegal aid services at contact points other than our JusticeCentresandSatelliteOffices,thusincreasingclients’physicalaccesstoourservices

• The paralegal community outreach programmeensured that legal advice services were accessible to communities and particularly rural communities

• Clients,especiallythoseinruralareasorthosewhohave limited mobility were able to access telephonic legal advice through the Legal Aid Advice Line

• Aself-helpwebsitewith11modulesallowedaccessto justice where legal aid is not available to clients due to their matters being excluded from legal aid assistance or where they do not meet the necessary criteria for legal aid assistance

• Impact litigation matters ensure that the outcomesimpactmorebroadlythanonjustthespecificclientsassisted and the careful selection of matters to be funded as impact matters have resulted in successful outcomes whereby the strategic intent of the litigation has been achieved and thereby ensuring that clients constitutional rights are enforced or protected and legal precedents impacting widely on our clients rights have been achieved

• LeavetoAppealmattersweremonitored• Clients’constitutionalrighttolibertywasprotectedby

ensuring that bail applications were considered• Allremanddetaineesaswellaschildrenawaitingtrial

in custody were monitored• Awaiting trial prisoners’ paralegal programme was

implemented• Stakeholders were made aware of legal aid and

encouraged to refer potential clients

To ensure quality legal services is rendered and competent practitioners are able to render quality legal services to clients,thefollowingareinplace:• Legalqualityreviewswereconductedandconfirmed

that over 97% of our practitioners are rendering services in compliance with our quality requirements, which includes an assessment on the outcomes achieved by practitioners in the cases reviewed

• Allqualityreviewinstrumentswerereviewed• All legal support programmes, including CA court

readiness and pre-admission programmes have been implemented and monitored

• Legaltraininghasbeenconductedwithallcategoriesof practitioners

• Legalresearch,resultingin,amongstothers,researchreports, legal newsletters and case discussions were undertaken to support quality legal services delivery, policydevelopmentandtoprotectclients’rights

• Legalsupportinterventionsincludingonlineresearch,legal newsletters and research reports, legal discussion forums and a non-legal expert database were available

• Communitystructures



Community outreach and education to increase awareness ofTheConstitutionandBillofRightsresultedin:• 1,050outreacheventsheldatcommunityleveland

at key government service delivery points• Improvedbrandawarenessthroughwordofmouth

from 9% in 2013–2014 to 31% in 2014–2015. This was as a result of community events and meetings held

• Implementation of the advertising and marketingplan was 90% achieved. The National Omnibus Survey results showed an increased awareness of the Legal Aid South Africa brand by 9% but results shows that traditional media is ineffective in the rural areas surveyed. There is a need to focus on community radio, community newspapers and brand packaging advertising.100% completion of branding at key points such as prison cells, police cells and courts. Increased brand awareness by 7%, from 8% in 2013–2014 to 15% in 2014–2015

GOAL 2:

Improvedeffectivenessandconfidenceinthejusticesystem

Focus area II – justice system

Sub-focus areas: i. speedy and fair trial (criminal)ii. speedy and fair resolution of matters (civil)iii. justice governance

In order to reduce the number of trials and ensure speedy and fair resolution of both criminal and civil matters, practitioners consider ADR options to resolve their cases, including restorative justice, and formal/informal plea bargaining.

The improvements in the CJS contributed positively to faster turnaround times of cases, especially in the district courts, however there were delays in RC and HC matters.

All recommendations and approved protocols from the CJS review committee have been implemented by Legal AidSouthAfrica.The introduction of Provincial EfficiencyEnhancement Committees (PEECs), chaired by the Judge President of each province, has had a positive effect in holding all court stakeholders to account on their performance, which has had a positive influence on theperformance of the justice system.

Animportantobjectiveofall localcaseflowcommitteesisto improve the throughput of cases. Our representatives are active participants in all such committees. All backlog courts are covered by legal aid practitioners. Legal Aid South Africa is properly represented and are active participants in all justice cluster forums that have been set up and has

played an increasingly proactive role in highlighting areas of weakness in the functioning of the justice system at relevant forums, thereby ensuring that measures to resolve these problems are considered and implemented.

All JCs have implemented the court stakeholder relationship management programme, including the presiding officervisitation programme. Improvements have been noted in theefficiencyofthedistrictcourtsinparticular.

The pro bono programme has been rolled out to all JCs and 156probonomatterswereissuedduringthelastfinancialyear. Clients are rarely refused legal aid in criminal matters, however, if they are, they are advised of their appeal options.

GOAL 3:

Good governance practice and a strong governance reputation

Focus area III – good governance

Sub-focus areas: i. strong governance performanceii. highethicalstandards:zerotoleranceonfraudand

corruption and ethical conduct with clientsiii. an effective and visionary Boardiv. IT Governance

Legal Aid South Africa maintains a high standard of corporate governance, including compliance with the PFMA and King III and other statutory requirements. Quarterly PFMA audits were conducted by the Internal Audit Department and 100% compliance was reported.

In order to maintain high ethical standards and enforce a zerotoleranceapproachtofraudandcorruptionandethicalconduct with clients, a fraud and ethics hotline is in place and all matters reported in the 2014–2015 financial yearwere investigated and finalised, except one, which wasreported in March 2015 and the investigation thereof is still in progress.

Board and Board Committee self-evaluations were conducted, a Board succession plan is implemented and Board decisions were implemented as per the minutes.

The Board is decisive in its strategic role of overseeing policy development and implementation. Organisational annual performance is maintained at >90%.

LegalAid SouthAfrica’s IT governance is well managed, with the IS steering committee overseeing the management of IT performance, IT maturity and IT risks and its subcommittees (SAP, SYSPRO, AI and IT architecture) are functional.



There has been an improved IT system response to business needs and clients. Client survey indicated satisfaction in using IT systems, there were no backlogs in LA1 capturing and all judicare invoices were paid within 30 days.

The Board reviewed and approved IS policies, IT strategy, IT status and IT maturity to ensure IT environment growth and improved IT infrastructure performance was in line with business needs.

GOAL 4:

Improved maturity level of the organisation

Focus area IV – maturity levels

Sub-focus areas: i. to develop maturity level of core business to improve

quality services to clientsii. to develop maturity level of each segment of the

organisation to perform at optimal levels and improve the impact of delivery/outcomes

iii. to embed enterprise risk management into the business approach and culture of the organisation

iv. financialmaturityandcleanauditsv. IT and IT systemsvi. business continuity

In relation to improving the quality of services to clients, whilst the maturity level of four was not changed for this financial year, the implementation of various programmesand projects aimed at improving quality have ensured that we have strengthened in our current maturity level.

The maturity levels for support functions is between levels three and four, with IT lagging behind and HR advancing ahead of all functions.

Legal Aid South Africa implements its approved Enterprise Risk Management Strategy and Plan. Combined risk registers were presented to the Board on a quarterly basis. Risk CSAs were also conducted quarterly and a Combined Assurance Risk Tracking document was maintained and updated on a quarterly basis. The overall high performance of our organisation indicates that risks have been properly identifiedandareappropriatelymanaged.Therisksurveysand interviews conducted with executives also suggest a developing risk intelligent culture within our organisation.

Theorganisationhasazerotolerancestancewithregardtofraud.Therewasnofraudwithintheorganisation’sinternalandfinancialcontrolssystems.

Quarterly financial statements were produced on time and showed consistently good expenditure trends. Financial

statementsindicatedasoundfinancialpositionwithcurrentassets exceeding current liabilities by more than 100%.

Theannualfinancialstatementsof2013–2014wereauditedby theAuditor-General and the result was an unqualifiedaudit with no matters of importance or emphasis raised. The spending trends of Legal Aid South Africa, spending morethan98%of itsbudgetover thepastfinancialyearshave indicated its ability to spend and commit the allocated budget and to deliver on its mandate within the allocation and budget constraints. The Internal Control Framework was developed and aims to enhance governance.

Legal Aid South Africa successfully managed its government funding ensuring prudent cash management, an optimal portfolio of debt obligations as well as promoting and enforcing prudent financialmanagement through financialanalysis and oversight.

The IT system has stabilised and operations effectively managedasaresultof:i. 98% of server infrastructure virtualised to address

modernisation of IT system ii. Upgraded VPN (WAN) network speed ensuring

efficientbusinessoperationsiii. Upgraded disaster recovery which improved time to

recover organisational data from three days to one iv. IT risk register being monitored and the planned actions

timeously mitigated to reduce the impact of the risk

The IT systems were consistently available and accessible at >90%, assisting in uninterrupted work operations necessary for improved productivity.

Business continuity plans are in place. The management of business interruptions have proved to be effective through interventions on continued rehearsals. All testable areas as per requirement by the Board have also been successfully tested and for those not tested there are plans in place to mitigate disruptions to business.

GOAL 5:

Best employer of legal professionals (and related management and support staff)

Focus area V – employer of choice

Sub-focus areas: i. recruitment and retentionii. employee engagement and developmentiii. labour relationsiv. organisational culturev. employee wellnessvi. CSI



High levels of recruitment and retention have been recorded, with recruitment being at 94% (2% lower than the target), and the turnover rate at 6%. This can be attributed to the Legal Aid South Africa Terms and Conditions of Employment and Employment Value Proposition (EVP). Salaries are competitive and benchmarked against government and key service related companies. The team climate monitor has confirmed high levels of employee engagement and satisfaction. Legal Aid South Africa has received external accreditation from the Top Employers and Universum indicating that the organisation is seen as a leading legal employerfirmwithinSouthAfrica, resulting inanenhancedimage and profile.A succession planning programme is inplace and is being successfully implemented.

Training programmes are in place for legal and non-legal staff. The legal training targets were exceeded. The legal training unit held 30 training courses, launched 12 new e-learning modules and 48 self-learning modules were made available. Training targets for support staff have been achieved and exceeded thus enabling improved competency of staff in their areas of responsibilities and organisational growth in the long term. A high level of performance from staff is critical to sustain the level of organisational performance and sustainability.

A stable organisational climate was created with sound and effective management practices and labour relations maintained throughout the reporting period. The implementation of the policy on Flexible Work Arrangement (FWA) is seen as a positive contribution to work performance and more staff are pursuing work performance levels so as to be included in the reviewed FWA.

A values-based organisational wide culture programme was implemented during the financial year with the focus onrejuvenating the organisational culture and recommitment to the values.

Employee Wellness, Health and Safety programmes have beeneffectivethroughoutthefinancialyear.Thehealthrisksof employees have been monitored and are mitigated through health awareness programmes and counselling. Access to officepremisesbypeoplewithdisabilitiesisachallengeatafewofLegalAidSouthAfrica’soffices.

CSI initiatives were achieved through the Organisational Culture Programme as part of the current outreach and public educationprogrammesannualplans:i. Legal Aid South Africa employee support of the 67

minutes of Mandela Day campaignii. OCP programmes at shelters as part of the 16 Days of

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

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

food parcels, clothing and unused furniture

During 2014–2015 161 legal practitioners employed by Legal Aid South Africa, served as Commissioners in Small Claims Courts on a voluntary basis.

GOAL 6:

Reduced carbon footprint (of organisation)

Focus area VI – carbon footprint

Sub-focus areas: i. reduce carbon footprint related to business operations

In order to reduce fuel consumption, an assessment was done for all Justice Centres to identify the transport needs, thatis,thenumberandsizeofvehicles.

The procurement of bigger vehicles for those Justice Centres attending to one court as compared to a number of smaller vehicles, has assisted in the reduction of fuel consumption.

Communication on energy saving is sent to all business units linked to annual governmental programmes. The nationalofficehasenergysavingunits(sensors)installed.

Although the organisation is currently unable to measure its carbon footprint reduction, a carbon footprint reduction template was developed and the national office throughimplementation of carbon footprint programmes has reduced its monthly liability to the municipality on electricity consumption.

Where possible we have endeavoured to align Legal Aid South Africa’s Sustainability Framework to the GlobalSustainability Reporting Initiatives (GRI) framework, which provides comprehensive information to stakeholders on an organisation’s economic, social and environmentalperformance, also referred to as the triple bottom line reporting. We have also incorporated elements of the GRI framework in our annual report.

3. Challenges Experienced with Implementing Sustainability Programmes

The target for turnaround times for Regional Court and High Court matters was exceeded. Congested court rolls and delays in investigations are amongst the reasons that contributed to this. Legal Aid South Africa will monitor the performance of these courts and engage with role players within the criminal justice sector to ensure that access to justice is a priority.




With regards to advertising to increase awareness of Legal Aid South Africa services it was noted that traditional forms of media (television and national radio stations) were not as effective in rural areas that were surveyed and we therefore need to focus on community radio stations and newspapers.

The organisation’s core IT system is outdated and isbeing maintained. We embarked on a process of replacing the current IT system, however, a number of challenges were experienced, which has resulted in a delay in the development of the new system.

The issue of the provision of relief capacity is often raised by stakeholders in the justice cluster but budget constraints restrict the recruitment of sufficient legal practitioners toprovide for relief staff capacity at the courts.

4. Stakeholder EngagementBuilding and maintaining sound stakeholder relationships formsanintegralpartofLegalAidSouthAfrica’scorporatestrategy. This stakeholder inclusive approach is informed by our recognition and appreciation of their important role in making our vision of providing access to justice come alive.

Our stakeholder relationships have over the years helped us to develop a meaningful, cohesive, engaging and sustainable

corporate strategy. Our two-pronged stakeholder engagement approach enables us to seek as wide and diverse participation aspossible,throughthefollowing:• Activeparticipationinlegalandacademicforumsand

committees, which facilitate a knowledge transfer process that would strengthen policy decisions of the justice system.

• Activeengagementofthepublicthroughcommunityinitiatives such as outreach events, public lectures and media (including social media and newsletters).

We are also cognisant of the fact that carefully listening to, understanding of, evaluating, considering and responding to all of our stakeholders views and opinions is crucial to our success. In addition to regular ongoing stakeholder interaction, during the reporting period we had constructive dialogue with our provincial and national stakeholders on the strategic direction of Legal Aid South Africa so that our strategic plan development was a transparent process and inputs from stakeholders were incorporated into the Legal Aid South Africa Strategic Plan 2015.

The table on the following page provides an overview of the stakeholder groups and specific stakeholders we engaged, the type of engagement we had with them, the comments or concerns raised and how we responded to these.

Reaching communities.


Table 11: Engagement with Stakeholders

Gro

upSt

akeh

olde

rEn

gage

men

tR

epor

t on

inpu

t rec

eive

dH

ow is

sues

wer

e re

spon

ded

to

A. L

egal

/Jus

tice

1. C

ourts

(inc

ludi

ng

Judi

ciar

y an

d P

rose

cutio

n)

Stra

tegi

c O

bjec

tive

A) S

hare

d vi

sion

and

com

mitm

ent t

o en

sure

an

effe

ctiv

e ju

stic

e sy

stem

that

uph

olds

Con

stitu

tiona

l rig

hts

B) R

evie

w o

f crim

inal

lega

l aid

acc

ess

and

reco

mm

enda

tions

C) I

mpr

oved

rela

tions

hip

with

just

ice

clus

ter s

take

hold

ers

in

orde

r to

faci

litat

e th

e pr

ovis

ion

of q

ualit

y le

gal s

ervi

ces

D)A

cquiremeaningfulinsightandinputtotheorganisation’s

stra

tegi

c di

rect

ion

Rep

ort o

n Pe

rfor

man

ce

A) C

ivil

Just

ice

Rev

iew

Com

mitt

ees

mus

t stil

l be

cons

titut

ed

but c

urre

ntly

the

Rul

es B

oard

for C

ourts

of L

aw a

re

unde

rtaki

ng a

revi

ew o

f the

Civ

il Ju

stic

e S

yste

m. T

he

CLE

is a

mem

ber o

f the

Rul

es B

oard

whe

re th

e pr

opos

ed

amen

dmen

ts a

re d

iscu

ssed

and

app

rove

dB

) A to

tal o

f eig

ht m

eetin

gs a

nd o

ne in

daba

was

atte

nded

by

the

CLE

C

) The

JC

s pa

rtici

pate

d in

ove

r 7,5

00 m

eetin

gs/in

tera

ctio

ns

withpresidingofficers

D) A

ppro

xim

atel

y 95

0 st

akeh

olde

r int

erac

tions

hel

d w

ith D

oJ

seniorofficials

E) L

egal

Aid

Sou

th A

frica

par

ticip

ated

in a

ll N

EE

C a

nd P

EE

C

mee

tings

F) L

egal

Aid

Sou

th A

frica

par

ticip

ated

in a

ll lo

cal C

ase

Flow

m

eetin

gs

• La

ck o

f rel

ief s

taff

to c

over

cou

rts

whe

n pr

actit

ione

rs a

re a

bsen

t•

Insufficientcapacitytocovercourts

ever

y da

y it

sits

• R

esis

tenc

e to

the

rota

tion

of o

ur

prac

titio

ners

•Tr

aini

ng o

f our

CA

s•

Pos

tpon

emen

t req

uest

s fo

r jun

ior

prac

titio

ners

to c

onsu

lt w

ith th

eir

supe

rvis

ors

on g

uilty

ple

as•

Civ

il le

gal a

id s

ervi

ces/

cons

ulta

tions

sh

ould

be

mad

e av

aila

ble

at re

mot

e co

urts

•

Incr

ease

d le

gal s

ervi

ces

to b

e m

ade

avai

labl

e in

Mai

nten

ance

& D

omes

tic

Viol

ence

Mat

ters

• P

ract

ition

er p

er c

ivil

cour

t mod

el to

co

ver c

ivil

cour

ts ro

lls fo

r per

sons

re

quiri

ng le

gal a

ssis

tanc

e

• Li

mite

d re

lief p

rogr

amm

e im

plem

ente

d at

33

JCs

in

2015

/16.

We

also

hav

e st

anda

rd o

pera

ting

proc

edur

es

(SO

Ps)

for J

Cs

to fo

llow

to e

nsur

e im

prov

e co

mm

unic

atio

n an

d su

ppor

t to

cour

ts w

hen

prac

titio

ners

are

abs

ent

• W

e ha

ve a

ligne

d ou

r sup

ply

of c

apac

ity to

cou

rts to

the

actualdem

andateachcourtroomusingthefindingsfrom

our c

ourt

roll

rese

arch

pro

ject

• A

SO

P is

in p

lace

to e

nsur

e th

at ro

tatio

n of

pra

ctiti

oner

s ar

e pl

anne

d m

onth

s in

adv

ance

and

all

stak

ehol

ders

are

pr

oper

ly in

form

ed o

n ch

ange

s, in

clud

ing

the

man

agem

ent

of p

art h

eard

mat

ters

• A

n ex

tens

ive

cour

t rea

dine

ss p

rogr

amm

e is

in p

lace

to

ensu

re th

at a

ll C

As

are

prop

erly

ski

lled

for c

ourt

wor

k•

We

have

impr

oved

com

mun

icat

ions

with

sta

keho

lder

s on

ou

r qua

lity

man

agem

ent p

rogr

amm

e, in

clud

ing

the

need

to

revi

ew a

ll gu

ilty

plea

s•

Civ

il C

ourt

visi

tatio

n in

clud

ed in

par

a-le

gals

out

reac

h pr

ogra

mm

e as

per

JC

civ

il co

urt c

over

age

• Le

gal A

id G

uide

am

ende

d to

mak

e se

rvic

es a

vaila

ble

to

Eld

erly

per

sons

in D

omes

tics

Viol

ence

and

to a

ssis

t in

Mai

nten

ance

mat

ters

whe

re a

pplic

ant n

ot a

ble

to o

btai

n or

der/e

nsur

e en

forc

emen

t in

12 m

onth

per

iod

• A

dditi

onal

civ

il ca

paci

ty a

lloca

ted

with

in a

vaila

ble

reso

urce

s•

Civ

il C

ourt

roll

anal

ysis

pilo

t pro

ject

und

erta

ken

to

unde

rsta

nd e

xten

t of d

eman

d an

d un

repr

esen

ted

litig

ants

2. L

aw C

linic

s an

d AdviceOffices

Stra

tegi

c O

bjec

tive

A) T

o be

resp

onsi

ve a

nd h

ave

co-o

pera

tive

rela

tions

hips

with

ot

her s

ervi

ce p

rovi

ders

B)A


stra

tegi

c di

rect

ion

Rep

ort o

n Pe

rfor

man

ceA

) All

JCs

with

civ

il un

its h

eld

civi

l leg

al a

id c

linic

s to

ass

ist

clientswithspecificcivilproblemsaswellasoffergeneral

awar

enes

s le

ctur

es o

n th

e ci

vil l

egal

ser

vice

s. A

tota

l of 6

4 cl

inic

s w

ere

held

B)JCsvisitedover1600AdviceOfficestoprovide

assi

stan

ce a

nd b

ack

up le

gal s

ervi

ces.

7 8

41 c

lient

s w

ere

seenand1100new

filesopened

• A

dditi

onal

Fun

ding

requ

ired

to e

xten

d se

rvic

es m

ade

avai

labl

e by

law

cl

inic

s an

d to

incr

ease

the

num

bers

of

Co-

oper

atio

n pa

rtner

s•

NG

O S

ecto

r req

uire

sup

port

to

ensu

re s

usta

inab

ility

• Le

gal r

epre

sent

atio

n su

ppor

t re

quire

d fo

r clie

nts

who

se m

atte

rs

requ

ire li

tigat

ion

• A

call

for p

ropo

sals

for t

he fu

ndin

g of

co-

oper

atio

n pa

rtner

s w

as a

dver

tised

and

pro

posa

ls h

ave

been

rece

ived

from

po

tent

ial s

ervi

ce p

rovi

ders

incl

udin

g La

w C

linic

s•

Add

ition

al F

unds

wer

e ea

rmar

ked

for c

o-op

erat

ion

agre

emen

ts fr

om th

e 20

15–2

016

FY•

Lega

l Aid

Sou

th A

frica

has

sou

ght e

ngag

emen

t with

A

CA

OS

A to

det

erm

ine

wha

t sup

port

can

be p

rovi

ded

to

communityAdviceOfficestoim

provetheiroperationsand

sust

aina

bilit

y. T

his

will

incl

ude

the

poss

ible

allo

catio

n of

fu

lly d

epre

ciat

ed c

ompu

ter e

quip

men

t



SUSTAINABILITY REPORTG

roup

Stak

ehol

der

Enga

gem

ent

Rep

ort o

n in

put r

ecei

ved

How

issu

es w

ere

resp

onde

d to

3. P

rofe

ssio

nal

Lega

l Bod

ies

Stra

tegi

c O

bjec

tive

A) E

ffect

ive

inte

ract

ion

with

pro

fess

iona

l bod

ies

rega

rdin

g pr

ofes

sion

al re

gula

tory

mat

ters

con

cern

ing

lega

l pr

ofes

sion

als

B)A


stra

tegi

c di

rect

ion

C) I

ncre

ase

acce

ss to

just

ice

thro

ugh

pro

bono

agr

eem

ents

w

ith p

rivat

e pr

actit

ione

rs

Rep

ort o

n Pe

rfor

man

ceA

) Leg

al A

id S

outh

Afri

ca k

ept u

p to

dat

e w

ith d

evel

opm

ents

in

the

lega

l pro

fess

ion

B) E

ffect

ive

parti

cipa

tion

of L

egal

Aid

Sou

th A

frica

in th

e Le

gal P

ract

ice

Cou

ncil

C) L

egal

Aid

Sou

th A

frica

was

par

t of 2

6 va

rious

com

mitt

ees

of th

e pr

ovin

cial

Law

Soc

ietie

sD

) Leg

al A

id S

outh

Afri

ca p

artic

ipat

ed in

55

prov

inci

al L

aw

Soc

iety

mee

tings

E) P

ro b

ono

agre

emen

ts c

oncl

uded

with

all

Law

Soc

ietie

s an

d B

ar C

ounc

ilsF)

Inpu

t giv

en o

n th

e Le

gal P

ract

ice

Act

and

the

esta

blis

hmen

t of t

he L

egal

Pra

ctic

e C

ounc

ilG

) Leg

al A

id S

outh

Afri

ca la

wye

rs p

artic

ipat

ed in

all

AG

Ms

and

mee

tings

of t

he L

aw S

ocie

ties,

Bla

ck L

awye

rs

Ass

ocia

tion,

Nad

el, S

AWLA

• R

egis

tratio

n of

com

mun

ity s

ervi

ce fo

r ou

r CA

s•

Qua

lity

mon

itorin

g of

pra

ctiti

oner

s•

Managem

entofconflictofinterestfor

co a

ccus

ed in

crim

inal

mat

tters

•Com

mentsreceivedonLegalAid’s

stra

tegi

c pl

an•

Est

ablis

hmen

t of N

atio

nal F

orum

as

par

t of t

he im

plem

enta

tion

of th

e Le

gal P

ract

ice

Act

• Im

prov

ed p

roce

ssin

g of

doc

umen

tatio

n fo

r reg

istra

tion

of

com

mun

ity s

ervi

ce•

Qua

lity

revi

ew in

stru

men

ts s

hare

d w

ith p

rofe

ssio

n •

Agr

eed

that

whe

re L

egal

Aid

can

not i

dent

ify a

Jud

icar

e pr

actit

ione

r to

take

on

an in

stru

ctio

n fo

r a c

o-ac

cuse

d,

then

the

law

soc

iety

will

be

invi

ted

to p

rovi

de a

pra

ctiti

oner

on

pro

bon

o•

Com

men

ts re

ceiv

ed o

n st

rate

gic

plan

ning

pro

cess

factoredintothedraftingofthefinaldocum

ent

• A

gree

d to

wor

k to

geth

er in

the

best

inte

rest

s of

the

prof

essi

on a

s w

ell a

s ou

r clie

nts

on th

e N

atio

nal F

orum

4. J

ustic

e S

yste

m

Sta

keho

lder

s (C

rimin

al a

nd

Civ

il)

Stra

tegi

c O

bjec

tive

A) A

n im

prov

ed c

rimin

al ju

stic

e sy

stem

B) T

o in

crea

se c

ivil

lega

l aid

C)Jointeffortsaimedatimprovingcaseflow

satcourts

D) I

mpr

oved

acc

ess

to d

etai

nees

E) M

itiga

te th

e se

rvic

e of

ser

ving

civ

il pr

oces

s an

d ex

ecut

ing

cour

t ord

ers

Rep

ort o

n Pe

rfor

man

ceA

) Leg

al A

id S

outh

Afri

ca is

repr

esen

ted

at a

ll Ju

stic

e S

yste

m

Sta

keho

lder

mee

tings

, the

reby

pro

act

ivel

y co

ntrib

utin

g to

im

prov

emen

ts to

the

Just

ice

Sys

tem

. B

) 14

JCs

host

ed 2

0 Ju

stic

e C

lust

er F

orum

s C

) Leg

al A

id S

outh

Afri

ca p

artic

ipat

ed in

ove

r 100

lega

l fra

tern

ity o

rgan

isat

ions

Rev

iew

Com

mitt

ees

in b

oth

the

crim

inal

and

civ

il ju

stic

e sy

stem

D

) Pro

toco

l on

cons

ulta

tions

with

rem

and

deta

inee

s co

nclu

ded

with

Dep

artm

ent o

f Cor

rect

iona

l Ser

vice

sE)P

rotocolswiththeNationalProsecutingAuthorityrefined

F)DiscussionsheldwiththeSheriff’sBoardtolimitthecost

of s

ervi

ce o

f pro

cess

of p

oor c

lient

sG

) Leg

al A

id S

outh

Afri

ca in

vite

d pa

rtici

pate

d in

the

Rul

es

Boa

rd C

ollo

quiu

m o

n A

uctio

neer

s an

d R

eser

ve P

rices

for

Auc

tioni

ng o

f Im

mov

able

Pro

perti

es s

old

in e

xecu

tion

• R

educ

ing

the

num

ber o

f RD

s in

cu

stod

y, e

spec

ially

thos

e in

cus

tody

fo

r gre

ater

than

two

year

s•

Dev

elop

men

t of p

roto

cols

to im

prov

e th

e fu

nctio

ning

of t

he c

rimin

al ju

stic

e sy

stem

•C

apac

itatio

n of

bac

klog

cou

rts•

Impr

ovin

g w

orki

ng re

latio

nshi

ps

betw

een

stak

ehol

ders

to in

crea

se

efficienciesofthejusticesystem

• E

limin

atin

g th

e in

cide

nce

of c

hild

ren

bein

g ke

pt in

DC

S fa

cilit

ies

awai

ting

trial

• P

rovi

ding

ass

ista

nce

to li

tigan

ts

seek

ing

divo

rces

with

the

assi

stan

ce

of R

egio

nal C

ourt

Reg

istra

rs•

Mak

ing

qual

ifyin

g pr

actit

ione

rs

avai

labl

e to

act

as

Com

mis

sion

ers

of

the

Sm

all C

laim

s C

ourts

• Le

gal A

id S

outh

Afri

ca a

gree

d to

pla

y a

lead

role

in

ensuringthatallPEECsfocusonthefinalisationofmatters

of th

e to

p 20

RD

s pe

r pro

vinc

e•

Lega

l Aid

Sou

th A

frica

has

impl

emen

ted

all p

roto

cols

in a

s fa

r as

it af

fect

s ou

rsel

ves

• Le

gal A

id S

outh

Afri

ca h

as re

crui

ted

prac

titio

ners

to c

over

al

l bac

klog

cou

rts•

Lega

l Aid

Sou

th A

frica

ens

ures

par

ticip

atio

n of

sen

ior

managersatalllocalcaseflowmeetings

• E

nhan

ced

our t

rack

ing

and

mon

itorin

g of

chi

ldre

n aw

aitin

g tri

al•

Ass

ist p

erso

ns w

ith d

ivor

ces

who

qua

lify

and

have

cre

ated

a

divo

rce

self-

help

pac

kage

that

is a

vaila

ble

on o

ur

web

site

• 16

1 Le

gal A

id S

outh

Afri

ca P

ract

ition

ers

have

bee

n ap

poin

ted

as C

omm

issi

oner

s of

Sm

all C

laim

s C

ourts



roup

Stak

ehol

der

Enga

gem

ent

Rep

ort o

n in

put r

ecei

ved

How

issu

es w

ere

resp

onde

d to

5.Master’sOffice

Stra

tegi

c O

bjec

tive

A)LinkagewithMaster’sOfficetoattendtoestatematterson

beha

lf of

chi

ldre

n

Rep

ort o

n Pe

rfor

man

ceA

) Mee

tings

with

Chi

ef M

aste

r im

plem

ente

d to

resp

ond

to

oper

atio

nal c

halle

nges

B)Inaccordancewithagreementw

ithMaster’sOffice,1458

new

chi

ldre

n es

tate

s m

atte

rs w

ere

take

n on

C)P

aymentstoapproximately1500beneficiarieswere

effe

cted

in th

e am

ount

of a

ppro

xim

atel

y R

43,5

mill

ion

• C

ompl

ianc

e w

ith A

dmin

istra

tion

of

Est

ates

Act

for E

stat

es e

xcee

ding

R

125

000

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ore

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nd

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fter 2

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Bul

k P

aym

ents

to G

uard

ians

Fun

d w

here

rele

vant

doc

umen

ts n

ot

rece

ived

/unt

race

able

for a

ll th

e beneficiaries

• S

OP

upda

ted

to p

rovi

de fo

r sub

mitt

ing

L &

D A

ccou

nts

in

Est

ates

exc

eedi

ng S

ectio

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imits

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ust A

ccou

nt T

rack

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Sch

edul

e up

date

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trac

k E

stat

es

Exc

eedi

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ectio

n 18

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imits

•Specificfocusontrustaccountresultedinincreased

paym

entstobeneficiariesandpaym

entsofR

43million

madetochildrenbeneficiaries

B. G

over

nmen

t6.

Min

istry

of

Just

ice

and

Cor

rect

iona

l S

ervi

ces

(Exe

cutiv

e A

utho

rity)

and

D

epar

tmen

t of

Jus

tice

and

Con

titut

iona

l D

evel

opm

ent

Stra

tegi

c O

bjec

tive

A) E

nsur

e be

st g

over

nanc

e pr

actic

e, K

ing

III g

uide

lines

, and

co

mpl

ianc

e w

ith P

FMA

and

othe

r sta

tuto

ry re

quire

men

ts

Rep

ort o

n Pe

rfor

man

ce

A) R

epor

ting

and

acco

unta

bilit

y to

Exe

cutiv

e A

utho

rity

and

stat

utor

y co

mpl

ianc

e m

aint

aine

d at

100

%

B) T

he C

hairp

erso

n of

the

Boa

rd c

ontin

ued

to m

eet w

ith th

e M

inis

ter a

s an

d w

hen

requ

ired

• Th

e M

inis

try o

f Jus

tice

ackn

owle

dges

th

e ex

tent

of c

ompl

ianc

e by

Leg

al

Aid

Sou

th A

frica

as

wel

l as

its

perfo

rman

ce

• Le

gal A

id S

outh

Afri

ca c

ontin

ues

to b

e ac

coun

tabl

e to

its

Exe

cutiv

e A

utho

rity

in c

ompl

ianc

e w

ith re

leva

nt le

gisl

atio

n

7. N

atio

nal T

reas

ury

Stra

tegi

c O

bjec

tive

A) E

nsur

e be

st g

over

nanc

e pr

actic

e an

d co

mpl

ianc

e w

ith

PFM

A an

d ot

her s

tatu

tory

requ

irem

ents

Rep

ort o

n Pe

rfor

man

ce

A) L

egal

Aid

Sou

th A

frica

atte

nded

two

(2) M

TEC

Mee

tings

B) L

egal

Aid

Sou

th A

frica

was

par

t of f

our (

4) N

atio

nal

Trea

sury

foru

ms

C) L

egal

Aid

Sou

th A

frica

atte

nded

trai

ning

hos

ted

by

Nat

iona

l Tre

asur

y

• Le

gal A

id S

outh

Afri

ca s

een

as a

pr

ofes

sion

al e

ntity

. The

ir m

eetin

gs

andpresentationsonfinance

mat

ters

are

alw

ays

hand

led

in a

ver

y proficientm

anneratalltim

es•

TrainingconductedonNTfinancial

repo

rting

tem

plat

es a

nd n

ew

acco

untin

g st

anda

rds

• N

atio

nal T

reas

ury

info

rmed

Leg

al A

id

Sou

th A

frica

abo

ut th

e bu

dget

cut

s of

R

62 m

illio

n an

d R

93 m

illio

n in

the

2015–2016and2016–2017financial

year

• Fu

ll co

mpl

ianc

e on

PFM

A an

d ot

her s

tatu

tory

re

quire

men

ts•

Fina

ncia

l rep

ortin

g te

mpl

ates

wer

e up

date

d an

d su

bmitt

ed

to N

T tim

esou

ly. N

ew a

ccou

ntin

g st

anda

rds

wer

e ap

plie

d whenpreparingthequarterlyandannualfinancial

stat

emen

ts.

• Le

gal A

id S

outh

Afri

ca a

bsor

bed

the

budg

et c

uts

of R

62

millioninthe2015–2016financialyear.Servicedelivery

will

not

be

nega

tivel

y im

pact

ed b

y th

e bu

dget

cut

s

8. G

over

nmen

t D

epar

tmen

ts

(oth

er) (

Nat

iona

l, pr

ovin

cial

, loc

al)

Stra

tegi

c O

bjec

tive

A) T

o be

resp

onsi

ve a

nd h

ave

co-o

pera

tive

rela

tions

hips

with

go

vern

men

t dep

artm

ents

B)A


stra

tegi

c di

rect

ion

C) L

inka

ge w

ith D

oH fo

r ass

ista

nce

of m

enta

l hea

lthca

re

patie

nts

Rep

ort o

n Pe

rfor

man

ce

A) A

lmos

t 350

pos

ter d

ispl

ays

and

arou

nd 6

00 o

utre

ach

even

ts c

onve

ned

at k

ey g

over

nmen

t ser

vice

poi

nts

in

partn

ersh

ips

with

gov

ernm

ent d

epar

tmen

ts. T

his

was

ex

ecut

ed b

y th

e C

omm

unic

atio

ns D

epar

tmen

tB

) Atte

ndan

ce o

f Ann

ual M

enta

l Hea

lthca

re s

emin

arC

) Par

ticip

tion

in a

ppro

xim

atel

y 3

000

mee

tings

with

var

ious

go

vern

men

t dep

artm

ents

D) R

efer

ral o

f men

tal h

ealth

care

clie

nts

for l

egal

adv

ice

and

repr

esen

tatio

n w

here

nee

ded

•DeptofC

orrectionalServices:

Impr

ovin

g co

nsul

tatio

n fa

cilit

ies

and

secu

rity

for L

egal

Aid

pra

ctiti

oner

s •

DeptofP

ublicW

orks:P

lanning

requ

irem

ents

for b

uild

ing

of h

igh

cour

ts a

t Lim

popo

and

Mpu

mal

anga

• D

ept o

f Hea

lth. L

egal

repr

esen

tatio

n fo

r men

tal h

ealth

pat

ient

s

• D

evel

oped

con

sulta

tion

prot

ocol

with

DC

S. A

lso

impr

oved

en

gage

men

t bet

wee

n lo

cal J

Cs

and

head

s of

cor

rect

iona

l fa

cilit

ies

• S

enio

r Leg

al A

id re

pres

enta

tives

wer

e de

ploy

ed to

atte

nd

mee

tings

as

arra

nged

by

Dep

artm

ent o

f Pub

lic W

orks

re

latin

g to

the

build

ing

of th

e ne

w h

igh

cour

ts•

AtendedandprovidedinputtotheDOH’smentalhealth

sum

mit.

Als

o co

mm

itted

to p

rovi

de re

pres

enta

tion

for a

ll ca

ses

refe

rred

to u

s



roup

Stak

ehol

der

Enga

gem

ent

Rep

ort o

n in

put r

ecei

ved

How

issu

es w

ere

resp

onde

d to

9. J

udic

ial

Insp

ecto

rate

of

Cor

rect

iona

l S

ervi

ces

Stra

tegi

c O

bjec

tive

A) C

ontin

uous

link

ages

with

DC

S fo

r bet

ter a

cces

s to

de

tain

ees

B) P

artn

ersh

ip w

ith J

ICS

to in

crea

se a

cces

s to

lega

l aid

for

deta

inee

s an

d in

mat

es

C) J

oint

initi

ativ

es w

ith a

ll JC

PS

sta

keho

lder

s to

redu

ce

the

num

ber o

f rem

and

deta

inee

s in

cus

tody

for p

erio

ds

exce

edin

g tw

o ye

ars

Rep

ort o

n Pe

rfor

man

ceA

) On-

goin

g m

eetin

gs w

ith J

ICS

and

inte

ract

ions

with

in

depe

nden

t Cor

rect

iona

l Cen

tre V

isito

rs (I

CC

Vs)

at l

ocal

Ju

stic

e C

entre

leve

lB

) Atte

ndan

ce o

f vis

itatio

n co

mm

ittee

mee

tings

• P

artic

ipat

ion

by L

egal

Aid

at l

ocal

JI

CS

mee

ting

• Le

gal A

id S

outh

Afri

ca e

nsur

es th

at s

enio

r JC

man

ager

s at

tend

s th

e lo

cal J

ICS

mee

tings

as

arra

nged

so

that

all

inm

ate

conc

erns

rega

rdin

g th

e pr

ovis

ion

of le

gal a

id c

an

be a

ddre

ssed

10. S

AP

S a

nd

Dep

artm

ent

of S

ocia

l D

evel

opm

ent

Stra

tegi

c O

bjec

tive

A) E

ffect

ive

enga

gem

ent w

ith S

AP

S a

nd S

ocia

l Dev

elop

men

t to

ens

ure

lega

l rep

rese

ntat

ion

for c

hild

ren

in c

rimin

al

mat

ters

B) I

mpr

oved

link

ages

with

the

SA

PS

sys

tem

for r

efer

ral o

f m

atte

rs re

latin

g to

lega

l aid

Rep

ort o

n Pe

rfor

man

ce

A) L

egal

Aid

Sou

th A

frica

was

par

t of 4

16 C

ase

Flow

M

anag

emen

t Com

mitt

ees

to im

prov

e lin

kage

s w

ith th

e S

AP

S a

nd S

ocia

l Dev

elop

men

t sys

tem

sB)JusticeCentrepersonnelattendedover2000caseflow

com

mitt

ee m

eetin

gsC

) Leg

al A

id S

outh

Afri

ca p

artic

ipat

ed in

all

activ

ities

of t

he

Inte

rsec

tora

l Com

mitt

ee o

n C

hild

Jus

tice

D) R

egio

ns p

artic

ipat

ed in

all

Pro

vinc

ial C

hild

Jus

tice

Fora

E) D

iscu

ssio

ns h

eld

on th

e in

tegr

atio

n of

AI a

nd th

e C

AS

sy

stem

F) L

egal

Aid

Sou

th A

frica

par

tner

ship

ext

ends

to o

ther

are

as

incl

udin

g ou

treac

h pr

ogra

mm

es, s

ocia

l mob

ilisa

tion

and

right

s-ba

sed

awar

enes

s th

roug

h br

andi

ng a

t num

erou

s SAPSofficesnationally

G) I

nfor

mat

ion

rega

rdin

g ch

ildre

n aw

aitin

g tri

al is

co

mm

unic

ated

to o

ur lo

cal J

ustic

e C

entre

sH

) Sol

id re

latio

nshi

ps a

re b

uilt

to e

mpl

oy jo

intly

co-

ordi

nate

d ef

forts

in d

ealin

g w

ith c

hild

just

ice

mat

ters

• C

hild

ren

held

in h

oldi

ng c

ells

at

polic

e st

atio

ns•

ProbationOfficerreportsaswellas

asse

ssm

ents

don

e

on c

hild

ren

• Le

gal A

id v

isits

all

hold

ing

cells

whe

re c

hild

ren

are

held

to

ens

ure

lega

l rep

rese

ntat

ion

is p

rovi

ded;

Leg

al A

id

Sou

th A

frica

als

o tra

cks

all c

hild

ren

held

in c

usto

dy in

co

rrec

tiona

l fac

ilitie

s•

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How

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om E

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yb)

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roup

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taff


PARTE:HUMAN RESOURCES

MANAGEMENT


1. Introduction

1.1. OVERVIEW OF HR MATTERS AT THE PUBLIC ENTITY

In the 2014–2015 financial year, human resourcesmanagement had noteworthy performance in all areas of its performance which was characterised by high recruitment levels, low turnover, the exceeding of training and development targets and ongoing talent management activities.

The main focus for the year was concretising the business partnering initiative by not only bringing and sharing extensive knowledge as business partners but also working with our partners to use human resources programmes to realise and support business strategy.

Having completed the modernisation of high volume transactional processes, the focus shifted to providing greater depth in talent management at the regional level. This ensured that high value strategic talent management activities and business partnering activities were implemented.

1.2. SET HR PRIORITIES FOR THE YEAR UNDER REVIEW AND THE IMPACT OF THESE PRIORITIES

The key priorities set for the Human Resources, over and above maintaining the standard talent management programmes, included aligning the Employee Value Proposition (EVP) to leading practices, evaluating the impact of the Leadership Development Programme and the finalisationof there-organisationof thehumanresourcesfootprint towards improved electronic processes and data management.

1.2.1. Sustaining the Employment Value Proposition (EVP)

The Legal Aid South Africa EVP articulates both the financial and non-financial value in the Legal Aid SouthAfrica employment offering. The EVP establishes the expectation by the employer from the employee in terms of commitment to the Constitution, high performance, the organisational culture, the Legal Aid South Africa brand and approach to providing access to justice to the poor and vulnerable. The EVP details that the employee may expect competitive variable pay and formal recognition opportunities, competitive benefits with contemporarywork–life programmes and learning and development initiatives to ensure performance excellence in the ongoing employment partnership with Legal Aid South Africa. The Legal Aid South Africa EVP thus represents

a partnership between the employee and employer, and shared, mutual responsibility for the provision of a stimulating and meaningful work experience. During the 2014–2015financialyear,theLegalAidSouthAfricaEVPwas best practice aligned against global standards and a differentiated marketing communication strategy was developed for both the external stakeholders and internal employees. The key purpose was to highlight the different value propositions to different audiences. This personalised the most valued aspects to the employment partnership.

1.2.2. Leadership Development ProgrammeThe Legal Aid South Africa Leadership Development Programme was implemented to underpin and support the organisations strategy on sustainability. The programme is premised on the principle that providing meaning and humanity in the workplace results in employee engagement. Engaged employees are motivated, self-managed and brand loyal. Motivated employees will in turn provide empowering and high quality legal services to the client and in so doing contributing to a South Africa in which the rights and responsibilities enshrined in the Constitution are realised to ensure equality, justice and a better life for all. The Legal Aid South Africa Leadership Development Programme has focused on empowering leaders to create meaning and engagement in the workplace in order to motivate employees to integrate with the values and culture of the organisation in a manner that is brand loyal and advances the interests of the client.

During the year under review, the programme focused on developing leadership competence related to Collaboration, InfluencingandNetworking,Resilience,Self-RenewalandSocial Responsibility. At the end of the year an evaluation of the three-year Leadership Programme (2012–2015) impact on individual leadership development was undertaken.

The evaluation indicated positive impacts with useful suggestions for the next three year cycle (2015–2018).

Having achieved the advantage of diversity of approach to leadership development and responsiveness to regional requirements, leadership conversations and cross functional engagements have remained a key feature of the programme. In addition, the Legal Aid South Africa 2014–2015 cohort of nine managers completed an organisation funded Leadership Development Programme run by a local university.

The greatest impact of the programme remains the realisation of the personal responsibility by the organisation’s senior and middle management for self-mastery and the use of the core leadership competencies to lead the culture, brand loyalty and a viable employment value proposition.

HUMAN RESOURCES MANAGEMENT


1.2.3. Employment EquityDuring the period under review, the 2010–2015 employment plan reached the end of its term. In order to develop the plan for the 2015–2020 period, an employment equity audit was conducted by an independent external service provider.

The audit recorded steady improvement in the workplace representivityofLegalAidSouthAfrica.Theworkforceprofilein 2014 for the African race group improved with 69,6% of the employees being African and the under representation to target was reduced to 5,70%, compared to 10,30% in 2009. Similarly for the Coloured race group the overrepresentation of 2,80% in 2009 reduced to 1,90% in 2014, with 12,5% of employees being Coloured in 2014. The Indian race group moved from an over representation of 4,90% in 2009 to 2,30% in 2014, with 5,3% of employees being Indian in 2014. The White race group moved from an overrepresentation of 2,80% in 2009 to 1,80% in 2014, with 12,6% of employees being White in 2014. In terms of employees with disabilities, a positive movement from 22 (0,9%) in 2009 to 47 (1,7%) in 2014 of total workforce was noted.

The general consensus among employees was that good progress has been made with regards to Employment Equity and that Employment Equity is taken seriously at Legal Aid South Africa. Executives view Employment Equity as a business imperative and therefore Employment Equity attracts a high level of commitment. Employment Equity (EE) was seen as positively impacting culture.

A number of participants mentioned the Leadership Development Programme as an excellent initiative contributing to retention and the achievement of EE objectives.

The most prominent area of under-representation relates to African Females at the Top, Senior and Middle Management and Professional Levels. This area will be prioritised in the 2015–2020 Employment Equity Plan.

1.2.4. The Re-organisations of the Human Resources Footprint

During the past financial year, a number of talentmanagement processes were converted from manual to electronic using customised technology applications. These included the HR MIS, Labour Relations Management and Performance Management. In addition, employee fileswere converted frommanual to electronic for all newappointments from 1 April 2015.

1.3. WORKFORCE PLANNING FRAMEWORK AND KEY STRATEGIES TO ATTRACT AND RECRUIT A SKILLED AND CAPABLE WORKFORCE

Legal Aid South Africa bases its workforce planning framework on a practitioner per court model, which is aimed at having dedicated Legal Aid South Africa practitioners based at courts.

In the Magistrate’s Courts (District and Regional) thepractitioner per court model is able to serve the requirements of providing service at scale meeting high volume needs. The advantage of the practitioner per court model is that the same practitioner is able to take on all cases required inaspecificcourtonaspecificday.Thisprovidescertaintyamongst court-based stakeholders as to who the Legal Aid South Africa service provider is and contributes positively to efficientcaseflowmanagement.

LegalAidSouthAfrica’spractitionerpercourtmodelhasatarget of achieving ≥85% coverage of District Courts and98%coverageofRegionalCourts.Inthe2014–2015financialyear, we exceeded our targets with 87% coverage of District Courts but achieved only 96% coverage of Regional Courts due to some JCs having decreased their court coverage to better align to demand. This was in keeping with the recommendations arising from our court roll research study. The capacity made available from this exercise was used to implement our court relief programme. In the High Courts, the central diary system provides the opportunity to match each case with the appropriate levels of practitioner skills and ability.

The organisation remained reasonably well recruited throughout the year under review with a recruitment rate of 94% being recorded as at financial year end againstthe targeted recruitment of >96%.The filling of new postscreatedduringthefinancialyearweredelayedinanticipationofpendingbudgetcutsinthenewfinancialyear.

Insofar as civil legal aid is concerned, workforce planning is undertaken on the basis of demand in a given JC coverage area together with the ability of Legal Aid South Africa’scapacity to efficiently serve this demand.A work study todetermine the civil administration support requirements in relation to the civil practitioner’swork loadwas conductedduringthefinancialyear.

The workforce planning approach of the support platform is one of continuous modernisation, process improvement and best practice alignment. The support services platform continuously refinesanddevelopssupportmodels inorderto improve sustainability, efficiency and effectiveness ofdelivery. Business processes in support departments are reviewedannuallytoensuregreaterefficiency,riskmitigation



and value creation in support of the delivery of quality legal services as per the organisation’s mandate. During theperiod under review, the workforce planning process was documented into the Legal Aid South Africa’s StandardOperating Procedures (SOPs).

The turnover rate of 5.9%, in relation to permanent positionsrecordedforthe2014–2015financialyeariswithinacceptable norms. The key Legal Aid South Africa attraction and retention strategy is the offering of a viable EVP, which is appealing to our knowledge-based workforce both in terms of financial rewards,professional fulfilment,work–lifebalanceand social consciousness in improving the lives of the poor and vulnerable by providing access to justice.

1.4. EMPLOYEE PERFORMANCE MANAGEMENT FRAMEWORK

The Legal Aid South Africa Performance Management Framework has continued to deliver sustainable, holistic and integrated organisational performance. This is because the inclusive Performance Management Policy applies to all permanent employees and because it contains elements of collective performance and individual performance, which must be delivered within budget and in compliance with organisational rules and policies. Stated differently,whilsteachemployee’sindividualperformanceis critical, every employee has to ensure a team approach toperformancesothattheorganisation’sbusinessplanisholistically delivered whilst complying with budgetary and policy frameworks.

The Performance Management Framework also includes aspects aimed at stimulating innovation, exceptional performance beyond agreed deliverables and paradigm changing organisational solutions. In addition, leadership development and performance forms part of the system for all managers. During the period under review, an outcomes-based performance assessment was introduced. In this method, whilst they are accountable for their individual performance, individuals are also made to take collective responsibility for programme related performance and the overall achievement of the stated strategic shifts.

1.5. EMPLOYEE WELLNESS PROGRAMMES

The Employee Wellness Programme took the form of health awareness programmes and an independent counselling service. The employment of an in-house clinical psychologist has continued to reap rewards in terms of assisting legal professionals to deal with vicarious trauma they are often exposed to in the course of their criminal cases. During the year under review, vicarious trauma workshops were

concluded for all high court and district court professional assistants. These workshops have had the impact of creating an awareness and understanding of vicarious trauma symptoms and coping strategies.

1.6. POLICY DEVELOPMENTS: HIGHLIGHTS, CHALLENGES, FUTURE GOALS

Legal Aid South Africa has benchmarked its human resources practices against the Best Employers standard and is pleased that it received Best Employers accreditation for the sixth consecutive year during 2014–2015. Legal Aid South Africa has been rated as the number one organisation by law students across universities in South Africa in the “Ideal Employer” survey (2014) in the legal sector. The survey was conducted by Universum.

In keeping with its commitment to continuous improvement in people management practice, Legal Aid South Africa has continuously benchmarked its Human Resources Policies and practices against the Best Employer standards.

A positive and productive relationship was maintained with the Legal Aid South Africa recognised trade union, the South African Parastatal and Tertiary Institutions Union (SAPTU).

In forecasting the year ahead, the Human Resources talent management investment will be in re-enforcing the EVP to cement the employment partnership and to further integrate this partnership with the Organisational Culture Programme, brand loyalty programme and the leadership development programme.

A key focus in the year ahead will remain business partnering in order to leverage between the centres of excellence and the business units across the country. Strategic workforce planning, Onboarding, Climate and Engagement Monitoring and Talent Analytics emerge as priorities for the immediate future.

Culture Statement “ Proudly Legal Aid South Africa... champion of legal rights, serving our clients with integrity and confidence. Your Voice. For Justice.”

Leadership Statement“ Leading with integrity, inspiring excellence and promoting values and rights enshrined in the Constitution.”




2. Human Resources Oversight StatisticsTable 12: Personnel Costs by Business Unit

Directorate / Business unit Total expenditure

for the entity (R’000)

Personnel expenditure

(R’000)

Personnel exp. as a % of total

exp. (R’000)

No. of employees

Average personnel cost

per employee (R’000)

LEGAL AID SOUTH AFRICA: NATIONAL OFFICE OfficeoftheCEO(includeCOO & BS )

R8,221,548 R7,206,224 87,65% 18 R400,346

Internal Audit R16,346,066 R15,081,494 92,26% 31 R486,500

Human Resources R58,267,314 R8,958,689 15,38% 22 R407,213

Communications R8,262,852 R3,559,356 43,08% 10 R355,936

Finance (Include PPU & CREDITORS)

R34,660,166 R15,970,226 46,08% 42 R380,243

Information Technology R47,503,920 R13,968,874 29,41% 35 R399,111

Corporate Services R27,578,111 R8,625,423 31,28% 27 R319,460

National Operations R11,578,243 R11,308,284 97,67% 36 R314,119

Legal Development Services R39,754,175 R11,620,545 29,23% 32 R363,142

EASTERN CAPE REGION Aliwal North Justice Centre R7,836,694 R6,810,946 86,91% 19 R358,471

Butterworth Justice Centre R11,160,980 R9,723,810 87,12% 36 R270,106

East London Justice Centre R15,386,292 R13,998,656 90,98% 47 R297,844

EasternCapeRegionalOffice R8,995,242 R5,978,599 66,46% 10 R597,860

Graaf-Reinet Justice Centre R10,591,634 R9,185,125 86,72% 22 R417,506

Grahamstown Justice Centre R16,202,436 R13,615,427 84,03% 44 R309,442

King Williams Town Justice Centre R18,337,728 R16,264,077 88,69% 54 R301,187

PortElizabethJusticeCentre R40,301,299 R36,989,216 91,78% 102 R362,639

Queenstown Justice Centre R17,764,010 R15,279,028 86,01% 46 R332,153

Uitenhage Justice Centre R11,922,570 R10,339,776 86,72% 31 R333,541

Mthatha Justice Centre R37,074,273 R30,934,837 83,44% 104 R297,450

FREE STATE / NORTH WEST Bethlehem Justice Centre R10,817,904 R9,670,326 89,39% 29 R333,460

Bloemfontein Justice Centre R31,625,382 R28,677,718 90,68% 77 R372,438

Botshabelo Justice Centre R8,832,489 R7,659,668 86,72% 32 R239,365

Free State and North West RegionalOffice

R14,739,327 R13,301,030 90,24% 51 R260,805

Garankuwa Justice Centre R11,554,415 R10,196,046 88,24% 33 R308,971

Klerksdorp Justice Centre R8,481,765 R7,213,757 85,05% 21 R343,512

Kroonstad Justice Centre R7,763,784 R6,581,594 84,77% 26 R253,138

Lichtenburg Justice Centre R15,683,774 R12,471,666 79,52% 47 R265,355

Mahikeng Justice Centre R11,064,845 R9,423,608 85,17% 33 R285,564

Phuthaditjhaba Justice Centre R12,400,291 R10,743,011 86,64% 35 R306,943

Potchefstroom Justice Centre R8,581,793 R5,257,608 61,26% 9 R584,179

Rustenburg Justice Centre R11,638,739 R10,257,849 88,14% 38 R269,943

Vryburg Justice Centre R6,124,783 R4,385,926 71,61% 20 R219,296

Welkom Justice Centre R17,710,789 R15,645,218 88,34% 56 R279,379





(R’000)


exp. (R’000)

No. of employees



GAUTENG REGION Alexandra Justice Centre R11,440,740 R10,058,119 87,91% 38 R264,687

Benoni Justice Centre R21,577,981 R19,948,123 92,45% 75 R265,975

GautengRegionalOffice R10,892,386 R5,773,549 53,01% 12 R481,129

Germiston Justice Centre R12,367,749 R11,440,073 92,50% 39 R293,335

Johannesburg Justice Centre R46,599,221 R38,852,659 83,38% 110 R353,206

Krugersdorp Justice Cntre R15,907,370 R14,896,160 93,64% 54 R275,855

Pretoria Justice Centre R37,704,767 R33,302,979 88,33% 94 R354,287

Soshanguve Justice Centre R10,386,588 R9,488,589 91,35% 28 R338,878

Soweto Justice Centre R25,310,545 R22,962,724 90,72% 71 R323,419

Tembisa Justice Centre R12,291,413 R9,461,792 76,98% 40 R236,545

Vereeniging Justice Centre R22,475,134 R20,636,719 91,82% 57 R362,048

KWAZULU-NATAL REGION Durban Justice Centre R36,256,176 R32,215,620 88,86% 92 R350,170

Empangeni Justice Centre R20,343,793 R17,266,538 84,87% 70 R246,665

KZNRegionalOffice R8,072,460 R5,727,445 70,95% 10 R572,744

Ladysmith Justice Centre R9,290,432 R7,689,653 82,77% 33 R233,020

Newcastle Justice Centre R11,199,245 R9,669,549 86,34% 39 R247,937

PietermaritzburgJusticeCentre R32,499,190 R28,224,231 86,85% 88 R320,730

Pinetown Justice Centre R13,333,147 R11,289,978 84,68% 48 R235,208

Port Shepstone Justice Centre R17,701,155 R15,154,821 85,61% 51 R297,153

UmlaziJusticeCentre R14,659,059 R12,992,729 88,63% 45 R288,727

Verulam Justice Centre R18,941,167 R16,245,300 85,77% 64 R253,833

Vryheid Justice Centre R12,303,212 R10,057,171 81,74% 37 R271,815

LIMPOPO / MPUMALANGA REGION Ermelo Justice Centre R14,678,420 R12,203,023 83,14% 42 R290,548

LimpopoRegionalOffice R8,533,544 R5,062,837 59,33% 9 R562,537

Makhado Justice Centre R10,450,495 R8,814,621 84,35% 31 R284,343

Middleburg Justice Centre R13,435,558 R11,610,713 86,42% 45 R258,016

Modimolle Justice Centre R9,385,681 R8,078,583 86,07% 25 R323,143

Nelspruit Justice Centre R26,100,922 R22,494,899 86,18% 77 R292,142

Polokwane Justice Centre R27,334,770 R23,471,982 85,87% 76 R308,842

Thohoyandou Justice Centre R10,984,988 R9,683,808 88,15% 30 R322,794

TzaneenJusticeCentre R17,082,439 R15,001,588 87,82% 46 R326,121

Witbank Justice Centre R15,894,271 R13,512,908 85,02% 53 R254,961

WESTERN CAPE / NORTHERN CAPE Athlone Justice Centre R31,697,527 R29,415,623 92,80% 104 R282,843

Bellville Justice Centre R18,678,411 R17,186,107 92,01% 62 R277,195

Caledon Justice Centre R11,393,443 R9,120,818 80,05% 24 R380,034

Cape Town Justice Centre R32,353,039 R28,148,880 87,01% 73 R385,601

Colesburg Justice Centre R9,888,198 R8,199,247 82,92% 24 R341,635

George Justice Centre R24,685,860 R21,974,137 89,02% 57 R385,511

Kimberley Justice Centre R23,507,500 R20,024,686 85,18% 64 R312,886






(R’000)


exp. (R’000)

No. of employees



Malmesbury Justice Centre R9,445,793 R7,985,201 84,54% 27 R295,748

Stellenbosch Justice Centre R20,241,333 R17,417,367 86,05% 66 R263,899

Upington Justice Centre R14,589,690 R11,394,369 78,10% 40 R284,859

Vredendal Justice Centre R10,232,420 R8,586,151 83,91% 26 R330,237

WesternCapeRegionalOffice R9,912,270 R5,416,787 54,65% 9 R601,865

Worcester Justice Centre R10,206,297 R8,957,376 87,76% 31 R288,948

Table 13: Personnel Cost by Salary Band

Level Personnel expenditure

(R’000)

% of personnel exp. to total

personnel cost

No. of employees



Top Management (Level 14–16) R22,744,149 2% 18 R1,263,564

Senior Management (Level 13, CM1) R93,666,795 8% 103 R909,386

Professionalqualified(SU_LV10,11,12–LP3 to LP10, SU1 and SU2)

R764,403,047 69% 1,530 R499,610

Skilled(SU_LV8,9+paralegals+LP1,LP2) R109,232,003 10% 1,189 R91,869

Semi-skilled(SU_LV4,5,6,7)excludingparalegals)

R113,390,929 10% 659 R172,065

Total R1,103,436,924 100% R3,499 R2,936,494

Table 14: Performance Rewards

Salary band Performance rewards


(R’000)

% of performance

rewards to total personnel

cost (R’000)Top Management (Level 14–16) R2,208,938 R22,744,149 9,7%

Senior Management (Level 13, CM1) R5,068,240 R93,666,795 5,4%

Professionalqualified(SU_LV10,11,12–LP3toLP10,SU1andSU2) R27,112,406 R764,403,047 3,5%

Skilled(SU_LV8,9+paralegals+LP1,LP2) R829,240 R109,232,003 0,8%

Semi-skilled(SU_LV4,5,6,7)excludingparalegals) R4,074,550 R113,390,929 3,6%

Total R39,293,372 R1,103,436,924 3,6%



Directorate / Business unit Personnel expenditure

(R’000)

Training expenditure

(R’000)


as a % of personnel cost

No. of employees

trained

Avg training cost per

employee

LEGAL AID SOUTH AFRICA: NATIONAL OFFICE OfficeoftheCEO(includeCOO & BS)

R7,206,224 R1,754 0,02% 5 R351

Internal Audit R15,081,494 R108,761 0,72% 14 R7,769

Human Resources R8,958,689 R611,987 6,83% 332 R1,843

Communications R3,559,356 R7,240 0,20% 4 R1,810

Finance (Include PPU & CREDITORS)

R15,970,226 R49,714 0,31% 40 R1,243

Information Technology R13,968,874 R168,832 1,21% 15 R11,255

Corporate Services R8,625,423 R58,733 0,68% 23 R2,554

National Operations R11,308,284 R4,081 0,04% 3 R1,360

Legal Development Services R11,620,545 R1,816,369 15,63% 1,202 R1,511

EASTERN CAPE REGION Aliwal North Justice Centre R6,810,946 R9,376 0,14% 2 R4,688

Butterworth Justice Centre R9,723,810 R17,883 0,18% 14 R1,277

East London Justice Centre R13,998,656 R23,088 0,16% 14 R1,649

EasternCapeRegionalOffice R5,978,599 R74,656 1,25% 77 R970

Graaf-Reinet Justice Centre R9,185,125 R10,645 0,12% 1 R10,645

Grahamstown Justice Centre R13,615,427 R14,831 0,11% 10 R1,483

King Williams Town Justice Centre

R16,264,077 R15,360 0,09% 11 R1,396

PortElizabethJusticeCentre R36,989,216 R22,883 0,06% 31 R738

Queenstown Justice Centre R15,279,028 R14,421 0,09% 7 R2,060

Uitenhage Justice Centre R10,339,776 R13,906 0,13% 7 R1,987

Mthatha Justice Centre R30,934,837 R27,211 0,09% 27 R1,008

FREE STATE / NORTH WEST Bethlehem Justice Centre R9,670,326 R22,316 0,23% 4 R5,579

Bloemfontein Justice Centre R28,677,718 R78,313 0,27% 16 R4,895

Botshabelo Justice Centre R7,659,668 R31,573 0,41% 7 R4,510

Free State and North West RegionalOffice

R13,301,030 R180,919 1,36% 88 R2,056

Garankuwa Justice Centre R10,196,046 R44,565 0,44% 16 R2,785

Klerksdorp Justice Centre R7,213,757 R50,865 0,71% 7 R7,266

Kroonstad Justice Centre R6,581,594 R23,759 0,36% 6 R3,960

Lichtenburg Justice Centre R12,471,666 R21,615 0,17% 4 R5,404

Mahikeng Justice Centre R9,423,608 R45,355 0,48% 15 R3,024

Phuthaditjhaba Justice Centre R10,743,011 R32,582 0,30% 10 R3,258

Potchefstroom Justice Centre R5,257,608 R19,200 0,37% 12 R1,600

Rustenburg Justice Centre R10,257,849 R26,000 0,25% 10 R2,600

Vryberg Justice Centre R4,385,926 R12,800 0,29% 7 R1,829

Welkom Justice Centre R15,645,218 R61,230 0,39% 21 R2,916

Table 15: Training Costs




(R’000)


(R’000)



No. of employees

trained


employee

GAUTENG REGION Alexandra Justice Centre R10,058,119 R4,480 0,04% 17 R264

Benoni Justice Centre R19,948,123 R18,870 0,09% 31 R609

GautengRegionalOffice R5,773,549 R334,151 5,79% 67 R4,987

Germiston Justice Centre R11,440,073 R3,130 0,03% 14 R224

Johannesburg Justice Centre R38,852,659 R7,395 0,02% 26 R284

Pretoria Justice Centre R14,896,160 R38,214 0,26% 25 R1,529

Krugersdorp Justice Centre R33,302,979 R14,550 0,04% 17 R856

Soweto Justice Centre R9,488,589 R23,056 0,24% 23 R1,002

Vereeniging Justice Centre R22,962,724 R13,283 0,06% 11 R1,208

Soshanguve Justice centre R9,461,792 R2,462 0,03% 11 R224

Tembisa Justice Centre R20,636,719 R13,403 0,06% 12 R1,117

KWAZULU-NATAL REGION Durban Justice Centre R32,215,620 R56,338 0,17% 26 R2,167

Empangeni Justice Centre R17,266,538 R60,977 0,35% 19 R3,209

KZNRegionalOffice R5,727,445 R130,344 2,28% 72 R1,810

Ladysmith Justice Centre R7,689,653 R16,115 0,21% 8 R2 014

Newcastle Justice Centre R9,669,549 R19,550 0,20% 15 R1,303

PietermaritzburgJusticeCentre R28,224,231 R72,988 0,26% 29 R2,517

Pinetown Justice Centre R11,289,978 R16,308 0,14% 18 R906

Port Shepstone Justice Centre R15,154,821 R51,995 0,34% 8 R6,499

UmlaziJusticeCentre R12,992,729 R51,337 0,40% 15 R3,422

Verulam Justice Centre R16,245,300 R44,928 0,28% 21 R2,139

Vryheid Justice Centre R10,057,171 R34,550 0,34% 7 R4,936

LIMPOPO / MPUMALANGA REGION Ermelo Justice Centre R12,203,023 R2,600 0,02% 6 R433

LimpopoRegionOffice R5,062,837 R458,036 9,05% 105 R4,362

Makhado Justice Centre R8,814,621 R0 0,00% 0 R0

Middleburg Justice Centre R11,610,713 R0 0,00% 0 R0

Modimolle Justice Centre R8,078,583 R0 0,00% 0 R0

Nelspruit Justice Centre R22,494,899 R10,650 0,05% 19 R561

Polokwane Justice Centre R23,471,982 R1,895 0,01% 18 R105

Thohoyandou Justice Clinic R9,683,808 R1,300 0,01% 8 R163

TzaneenJusticeCentre R15,001,588 R0 0,00% 0 R0

Witbank Justice Centre R13,512,908 R6,500 0,05% 16 R406

WESTERN CAPE / NORTHERN CAPE Athlone Justice Centre R29,415,623 R19,620 0,07% 29 R677

Bellville Justice Centre R17,186,107 R30,840 0,18% 28 R1,101

Caledon Justice Centre R9,120,818 R4,978 0,05% 5 R996

Cape Town Justice Centre R28,148,880 R31,828 0,11% 20 R1,591

Colesburg Justice Centre R8,199,247 R0 0,00% 0 R0

George Justice Centre R21,974,137 R21,480 0,10% 6 R3,580




(R’000)


(R’000)



No. of employees

trained


employee

Kimberley Justice Centre R20,024,686 R10,677 0,05% 18 R593

Malmesbury Justice Centre R7,985,201 R5,706 0,07% 6 R951

Stellenbosch Justice Centre R17,417,367 R38,119 0,22% 29 R1,314

Upington Justice Centre R11,394,369 R10,083 0,09% 9 R1,120

Vredendal Justice Centre R8,586,151 R13,534 0,16% 5 R2,707

WesternCapeRegionalOffice R5,416,787 R80,791 1,49% 79 R1,023

WorcesteRJustice Centre R8,957,376 R10,857 0,12% 10 R1,086

Table 16: Employment and Vacancies per Region

Regions Number of posts

Number of posts filled

Number of permanent posts filled

Vacancy rate % *Number of posts filled

additional to establishment

NationalOffice 206 190 187 9% 3

Western and Northern Cape Region

491 475 449 9% 26

KwaZulu-Natal Region 432 433 415 4% 18

Eastern Cape Region 419 413 400 5% 13

Gauteng Region 487 472 457 6% 15

Free State and North West Region

409 381 377 8% 4

Limpopo and Mpumalanga Region

353 342 334 5% 8

Total 2,797 2,706 2,619 6% 87

* Includes Candidate Attorneys and Temps

Table 17: Employment Changes

Salary band Employment at beginning of

period

Appointments Terminations Employment at end of the

periodTop Management 16 2 2 15

Senior Management 95 9 4 94

Professionalqualified 1,282 205 92 1,344

Skilled 820 336 382 813

Semi-skilled 372 36 20 353

Total 2,585 588 500 2,619



Table 18: Employment and Vacancies per Critical Occupation

Regions Number of posts

Number of posts filled

Vacancy rate Succession planning

candidates in development programmes

Legal 6 6 0% 16

Finance 1 1 0% 1

Human Resources 1 1 0% 2

Internal Audit 1 1 0% 0

Legal Development 1 1 0% 2

Corporate Services 1 1 0% 1

Information Services 1 1 0% 2

Communications 1 1 0% 2

National Operations 1 1 0% 3

Chief Operations 1 1 0% 2

Chief Executive 1 1 0% 3

Total 16 16 0% 34

Table 19: Reasons for Staff Leaving

Termination type Number % of total terminations

Abscondment 0 0,00%

Death 8 1,60%

Dismissal 10 2,00%

Resignation 167 33,40%

End of contract* 303 60,60%

Retirement 10 2,00%

Medical Boarding 2 0,40%

Dismissal due to operational changes 0 0,00%

Total 500 100,00%

*LegalAidSouthAfricaemploys±600CandidateAttorneyseachyear.Theseappointmentsaremadeonafixedtermcontractbasis. These contracts expire after 24 months.

Table 20: Labour Relations: Misconduct and Disciplinary Action

Nature of disciplinary action Number Verbal Warning 12

Written Warning 15

Final Written warning 5

Dismissal 8

Other 9

Total 49



Table 21: Equity Target and Employment Equity Status

Levels MaleAfrican Coloured Indian White

Current Target Current Target Current Target Current Target Top Management 7 6 0 1 1 0 1 1

Senior Management 39 38 6 6 6 2 10 7

Professionalqualified 530 538 53 81 44 27 141 94

Skilled 98 91 9 14 0 5 1 16

Semi-skilled 66 141 7 21 2 7 1 25

Total 740 814 75 123 53 41 154 143

* Excluding Candidate Attorneys / Temps

Levels FemaleAfrican Coloured Indian White

Current Target Current Target Current Target Current Target Top Management 2 5 2 1 1 0 1 1

Senior Management 16 32 4 5 4 1 10 5

Professionalqualified 310 457 105 67 53 13 108 67

Skilled 96 78 17 11 2 2 5 11

Semi-skilled 194 120 45 18 10 4 27 18

Total 618 692 173 102 70 20 151 102

* Excluding Candidate Attorneys / Temps

Levels Disabled Staff Male Female

Current Target Current Target Top Management 0 0 0 0

Senior Management 2 1 1 1

Professionalqualified 24 15 5 12

Skilled 0 2 3 2

Semi-skilled 2 2 4 6

Total 28 20 13 21

* A 2% target has been set for disabled persons.* Excluding Candidate Attorneys / Temps

The organistion is challeged in meeting its targets for African Females at the Top, Senior and Middle Management level. This is being addressed through the 2015–2020 Employment Equity Plan.



PARTF:FINANCIAL INFORMATION

FINANCIAL INFORMATIONFor the year ended 31 March 2015


1. Statement of ResponsibilityRefer to page 22 for the Statement of Responsibility.

2. Report of the Chief Executive Officer

GENERAL FINANCIAL REVIEW

SoundfinancialmanagementandgoodgovernancepracticecontinuetobekeystrengthsofLegalAidSouthAfrica.LegalAidSouthAfricahascontinuedtostrengthenitsfinancialmanagementcontrolsbackedbystrongfinancialriskmanagementcontrolsand processes. The organisation reviewed its policies and procedures to be in line with best practices in the industry. Legal Aid South Africa achieved its targets within the budget constraints it operates under due to prudent and effective cost management measures.Theorganisation’smainsourceofrevenueisthegovernmentgrant,whichamountedtoR1,504billioninthe2014–2015financialyear,whichis9%morethanthe2013–2014allocation.ThehigherincreasewasduetoadditionalfundsofR19,3million received for Case Backlog Project relating to conversion of temporary appointments to permanent posts, and R19,5 million from IJS for e-Legal Aid Administration (eLAA) System Development Project.

Amongst the key initiatives in the period under review was the development of the Internal Control Framework and the approval thereofbytheBoard.TheInternalControlFrameworkisaimedatensuringamongstothers:• thereliabilityandintegrityoffinancialandoperationalinformation• theeffectivenessofoperations• safeguardingofassets• compliancewithlaws,regulationsandcontrols

ExPENDITURE: TRENDS AND CHALLENGES

Theorganisationcompletedthefinancialyearonapositivenotebyimplementingthe2014–2015approvedbudgetandspendingand committing 98,6% of its budget. This was a continuation of the spending trends that the organisation has shown previously, of spending more than 98% of its budget.

LegalAidSouthAfricafaceschallengeswithregardtoofficeaccommodationastheorganisationoperatesinrentedpremises.Theescalation rates and/or renewal of these leases are usually higher than the macro increases of 5%–6% provided by National Treasury.

High employee costs also bring financial challenges due to higher cost of living increases that are higher than theNationalTreasury macro increases of 5%.Volatile vehicle fuel prices continue to be a challenge as they continue to increase above the inflationrates.

These high costs are absorbed within the baseline allocation by reducing and/or not increasing other operating expenditure items. Althoughthisprudentbudgetinghasworkedinthepastfinancialyears,itisnotsustainableinthelongterm.

ROLLOVER OF FUNDS FROM 2014–2015

Duringthe2014–2015financialyear,LegalAidSouthAfricaembarkedonprojects–mostnotablythedevelopmentofthenewsystem to enhance its IT infrastructure to align to its business operational needs. Due to the complexity of the procurement processesandthesystemdevelopment,thisandotherprojectscouldnotbefinalisedbytheendofthefinancialyearunderreview.Otherprojectssuchasimpactlitigationmatters,runoveralengthyperiodoftime,whichthenextendsintothenewfinancialyear.

Legal Aid South Africa participates National Treasury motor vehicle transversal contract (RT 57 of 2015).

Ordersformotorvehicleswereplacedwiththesuppliertimeously;however,thesupplierselecteddidnothavesufficientstocktodeliver the total orders placed by year end and the balance of the vehicles ordered were delivered subsequent to year end.

Sincemostoftheseprojectswerecompletedinthecurrentfinancialyear,theorganisationappliedtoNationalTreasuryforapprovaltorolloverthesecommittedfundstothefinancialyear2015–2016astheycouldnotbeabsorbedinthe2015–2016budget.



SUPPLY CHAIN MANAGEMENT (SCM)

Legal Aid South Africa submitted its Procurement Plan to National Treasury by 30 April 2014 as required in terms of National Treasury Instruction Note. Legal Aid South Africa also reviewed its SCM policies and procedures to align them to the applicable legislation, National Treasury regulations, practice notes and best practices. The organisation had in place effectively functioning Bid Evaluation and Bid Adjudication Committees. Compliance with SCM policies and procedures was managed by Executive Management and Regional Office and Justice Centre Management, and was monitored and audited by the Internal AuditDepartment.

The organisation was able to implement its approved Procurement Plan within the allocated budget.

Achallengethattheorganisationfacedrelatestoprocurementofofficeaccommodation,especiallyinruralandremoteareas.Inmost of these areas the possible suppliers did not comply with supply chain management policy requirements and as a result the organisationwasnotabletoleaseofficespacefromthem.

Duringthe2013–2014financialyear,theBoardapprovedtheacquisitionofimmovablepropertyinareaswherewearefacingchallenges. We were not able to procure immovable property despite engaging alternative procurement procedures as there were nosuitablebuildingsthatmetLegalAidSouthAfrica’srequirements.Bytheendoffinancialyearunderreview(2014–2015),six(6)buildingswereidentifiedandlandownerswereengagedtopurchasetheproperties.Howeverthesetransactionscouldnotbefinalisedbyyearendduetothecomplexityofthenatureofacquisitionofimmovableproperty.Fundssetasideforthispurposewere included in the rollover request to National Treasury.

99,9% of Judicare creditors were paid within 30 days while 99,3% of trade creditors were paid within 30 days. Systems have been put in place to improve the payment turnaround rate of our creditors.

ASSET MANAGEMENT

In terms of sub-section 51(1)(c) of the Public Finance Management Act as amended, the Accounting Authority for a public entity is responsible for the management, including the safeguarding, of the assets and for the management of the revenue, expenditure and liabilities of the public entity.Inadditiontothenormalday-to-dayadministrationandmanagementofLegalAidSouthAfrica’sassetregister,theorganisationundertookseveralactivitiesincludingthefollowing:• QuarterlyAssetVerification

Thefinanceandadministrationstaffatvariouscostcentrescontinuedtocarryoutandmanagetheassetverificationprocesses.Theinternalprocessbenefitedtheorganisationthroughcostsavings,createdopportunitiesforskillsdevelopmentandprovidedhands-onknowledgeandawarenessonassetmanagementmatters.Overallcoverageforassetverificationinthe2014–2015financialperiodwas100%,animprovementof0,1%comparedtothe99,9%coverageinthe2013–2014financialyear.Focusin2014–2015annualassetverificationwastoensurethattheorganisationdeclareandwithdrawfromserviceanyunusedassetsorassets broken beyond economical repair.

Theorganisationprocurednewfixedassetsscannersduringthefinancialyearunderreviewastheoldoneshadreachedtheiruseful lives.

During the 2014–2015 financial year, the organisation had functional Justice Centres, regional and national office disposalcommittees. These committees approved assets for disposal in terms of the Approved Fixed Assets Policy.

AUDIT 2013–2014

The organisation submit its Annual Financial Statements for 2013–2014 to the Auditor-General and National Treasury timeously. LegalAidSouthAfricareceiveditsthirteenthunqualifiedauditopinionin2013–2014withnomattersemphasisedbytheAuditor-General.

Interimfinancialstatementswereissuedforvariousquartersofthe2014–2015financialyearthatdepictedatrueandfairviewofthefinancialperformance,financialposition,changesinnetassetsandcashflowsoftheorganisationattheendofeachquarter.



IMPACT OF FINANCIAL POSITION ON PERFORMANCE

During the 2014–2015 the organisation received R5 million as additional funding to increase its legal capacity, R19,3 million relating to conversion of temporary case backlog posts to permanent posts and IJS funding for development of the new eLAA system.

The number of new legal matters increased by only a small margin compared to previous year due to lack of additional capacity.

Theorganisationplanstocontinuewiththecurrentactivitiesandstrategiestabledinitsfive-yearstrategicplan(2015–2020)andcontinues to assess and evaluate other cost effective methods of services delivery within our budget constraints.

ECONOMIC VIABILITY

The organisation understands the budget constraints the country is facing. The shedding of jobs will increase the impact on demandforlegalserviceswiththeconsequentimpactonthefiscus,whichisthemainsourceoffundingfortheorganisation.Theorganisation will continue to implement prudent and cost effective measures in striving to achieve its strategies and deliver legal services as well as address the challenge of increasing demands for legal aid services in the context of limited funding.

OUTLOOK/PLAN FOR THE FUTURE TO ADDRESS FINANCIAL CHALLENGES

Over theMTEFperiod,NationalTreasury confirmedadditional funding to increase legal practitioners capacity to service thenew courts expansion programme of R18 million in 2015–2016 with carry-through costs of R20 million and R22 million in 2016–2017and2017–2018respectively.TheNationalTreasuryalsoconfirmedanamountofR21,1millionwithcarry-throughcostsof R22,2 million and R23,3 million in 2016–2017 and 2017–2018 respectively for the Case Backlog Project, i.e. conversion of temporarypoststopermanent.Thesefundsarespecificallymeanttoaddresslegalcapacityissues.

In the year under review the organisation utilised R19,3 million received from National Treasury to convert about 38 case backlog temporary posts to permanent posts.

The organisation completed and submitted its Budget for 2015–2016 to the Executive Authority.

NationalTreasuryinformedLegalAidSouthAfricaaboutbudgetcutsforthe2015–2016financialyearamountingtoR62millionandR93millionfor2016–2017financialyear.Thebudgetcutwillbefundedfromtheorganisation’scashreserves.Itwillthereforehave no adverse impact on service delivery. The organisation will continue to be a going concern in the foreseeable future.

EVENTS AFTER REPORTING DATE

The organisation produced its financial statements for 2014–2015 and submitted them to theAuditor-General and NationalTreasury timeously.

There were no material events that occurred between the reporting date and the date of this report.

Ms V VedalankarChiefExecutiveOfficer–LegalAidSouthAfrica25 July 2015



3. Report of the Auditor-General to Parliament on Legal Aid South Africa

REPORT ON THE FINANCIAL STATEMENTS

Introduction

1. IhaveauditedthefinancialstatementsofLegalAidSouthAfricasetoutonpages108to151,whichcomprisethestatementoffinancialpositionasat31March2015,thestatementoffinancialperformance,statementofchangesinnetassets,cashflowstatementandstatementofcomparisonofbudgetinformationwithactualinformationfortheyearthenended,aswellasthenotes,comprisingasummaryofsignificantaccountingpoliciesandotherexplanatoryinformation.

Accounting authority’s responsibility for the financial statements

2. Theaccountingauthorityisresponsibleforthepreparationandfairpresentationofthesefinancialstatementsinaccordancewith South African Standards of Generally Recognised Accounting Practice (SA Standards of GRAP and the requirements of the Public Finance Management Act of South Africa, 1999 (Act No.1 of 1999)(PFMA), and for such internal control as the accountingauthoritydeterminesisnecessarytoenablethepreparationoffinancialstatementsthatarefreefrommaterialmisstatement, whether due to fraud or error.

Auditor-general’s responsibility

3. My responsibility is to expressanopinionon these financial statements basedonmyaudit. I conductedmyaudit inaccordance with International Standards on Auditing. Those standards require that I comply with ethical requirements, and planandperformtheaudittoobtainreasonableassuranceaboutwhetherthefinancialstatementsarefreefrommaterialmisstatement.

4. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in financialstatements.Theproceduresselecteddependontheauditor’sjudgement,includingtheassessmentoftherisksofmaterialmisstatementofthefinancialstatements,whetherduetofraudorerror.Inmakingthoseriskassessments,theauditorconsiders internalcontrol relevant to theentity’spreparationand fairpresentationof thefinancial statements inorderto design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion ontheeffectivenessoftheentity’sinternalcontrol.Anauditalsoincludesevaluatingtheappropriatenessofaccountingpolicies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentationofthefinancialstatements.

5. IbelievethattheauditevidenceIhaveobtainedissufficientandappropriatetoprovideabasisformyauditopinion.

Opinion

6. Inmyopinion,thefinancialstatementspresentfairly,inallmaterialrespects,thefinancialpositionoftheLegalAidSouthAfricaasat31March2015anditsfinancialperformanceandcashflowsfortheyearthenended,inaccordancewithSAStandards of GRAP and the requirements of the Public Finance Management Act of South Africa, 1999 (Act No.1 of 1999) (PFMA).



REPORT ON OTHER LEGAL AND REGULATORY REQUIREMENTS

7. In accordance with the Public Audit Act of South Africa, 2004 (Act No. 25 of 2004) and the general notice issued in terms thereof,Ihavearesponsibilitytoreportfindingsonthereportedperformanceinformationagainstpredeterminedobjectivesfor selected programmes presented in the annual performance report, non-compliance with legislation and internal control. The objective ofmy tests was to identify reportable findings as described under each subheading but not to gatherevidence to express assurance on these matters. Accordingly, I do not express an opinion or conclusion on these matters.

Predetermined objectives

8. I performed procedures to obtain evidence about the usefulness and reliability of the reported performance information for the following selected programmes presented in the annual performance report of the public entity for the year ended 31 March2015:

• Programme1: Todeliver(increaseaccess)qualitycriminallegalservicesthatareclientfocusedonpages35to36. • Programme2: Toincreaseaccesspoints,includingtovulnerablegroups,tocriminallegalaidservicesonpage36. • Programme3: Todeliver(increaseaccess)qualitycivillegalaidservicesthatareclientfocusedonpage36. • Programme4: Todeliver(increaseaccess)qualitylegaladviceservicesthatareclient-focusedonpage37. • Programme5: To increaseaccess to justice through impact litigation-which isable toaddressConstitutional

rights and socio economic rights and develop jurisprudence on these matters on page 37. • Programme21:To adjust themixedmodel service deliverymodel to improve court coverage and delivery on

pages 45. • Programme27:ExpandandmaintaintheNationalFootprint,includingphysicalandICTservicepoints,toimprove

access, especially in rural areas on page 47.

9. I evaluated the reported performance information against the overall criteria of usefulness and reliability.

10. I evaluated the usefulness of the reported performance information to determine whether it was presented in accordance withtheNationalTreasury’sannualreportingprinciplesandwhetherthereportedperformancewasconsistentwiththeplannedprogrammes.Ifurtherperformedteststodeterminewhetherindicatorsandtargetswerewelldefined,verifiable,specific,measurable,timeboundandrelevant,asrequiredbytheNationalTreasury’sFrameworkformanagingprogrammeperformance information (FMPPI).

11. I assessed the reliability of the reported performance information to determine whether it was valid, accurate and complete.

12. Ididnot identifyanymaterialfindingsontheusefulnessandreliabilityof thereportedperformanceinformationfor thefollowingprogrammes:

• Programme1: Todeliver(increaseaccess)qualitycriminallegalservicesthatareclientfocused. • Programme2: Toincreaseaccesspoints,includingtovulnerablegroups,tocriminallegalaidservices. • Programme3: Todeliver(increaseaccess)qualitycivillegalaidservicesthatareclientfocused. • Programme4: Todeliver(increaseaccess)qualitylegaladviceservicesthatareclient-focused. • Programme5: To increaseaccess to justice through impact litigation-which isable toaddressConstitutional

rights and socio economic rights and develop jurisprudence on these matters. • Programme21:Toadjustthemixedmodelservicedeliverymodeltoimprovecourtcoverageanddelivery. • Programme27:ExpandandmaintaintheNationalFootprint,includingphysicalandICTservicepoints,toimprove

access, especially in rural areas.



Additional matter

13. AlthoughIidentifiednomaterialfindingsontheusefulnessandreliabilityofthereportedperformanceinformationfortheselectedprogrammes,Idrawattentiontothefollowingmatter:

Achievement of planned targets

14. Refer to the annual performance report on pages 25 to 54 for information on the achievement of the planned targets for the year.

Compliance with legislation

15. Iperformedprocedurestoobtainevidencethatthepublicentityhadcompliedwithapplicablelegislationregardingfinancialmatters,financialmanagementandotherrelatedmatters.Ididnotidentifyanyinstancesofmaterialnon-compliancewithspecificmattersinkeylegislation,assetoutinthegeneralnoticeissuedintermsofthePAA.

Internal control16. Iconsideredinternalcontrolrelevanttomyauditofthefinancialstatements,annualperformancereportandcompliance

withlegislation.Ididnotidentifyanysignificantdeficienciesininternalcontrol.

Pretoria31 July 2015



4. Annual Financial StatementsCOUNTRYOFINCORPORATION: South Africa

NATUREOFBUSINESS: Provide legal services to the indigent

MEMBERSOFACCOUNTINGAUTHORITY: Judge President D Mlambo – Chairperson* Judge E Molahlehi – Deputy Chairperson (Resigned 31 May 2014) Mr J Maree* Adv. P du Rand Ms N Memka* MsNMgadza* Prof. Y Vawda* Ms M Naidoo* Adv. K Pillay Ms R Subban Ms T Mhlungu* Ms M Monama (Appointed 1 July 2014) Ms B Mxakwe MrWScholtz Mr M Notyesi* Mr MNF Mvundlela (Appointed 31 October 2014) Ms A Rhoda* Mr JC Janse van Rensburg – Alternate member

(Appointed 1 January 2015) Adv. R Jansen – Alternate member * Term expired and reappointed during the period under review.

REGISTEREDOFFICE: 29 De Beer Street Braamfontein Johannesburg

BUSINESSADDRESS: 29 De Beer Street Braamfontein Johannesburg

POSTALADDRESS: PrivateBagX76 Braamfontein 2017

BANKERS: First National Bank South African Reserve Bank

AUDITORS: Auditor-General South Africa



ThereportsandstatementssetoutbelowcomprisetheAnnualFinancialStatementspresentedtothemembers:

INDEX PAGE

Report of the Auditor-General 105 Report of the Accounting Authority 111Statement of Financial Position 112Statement of Financial Performance 113Statement of Changes in Net Assets 113Cash Flow Statement 114Statement of Comparison of Budget and Actual Amounts 115Notes to the Annual Financial Statements 125



ACCOUNTING AUTHORITY’S RESPONSIBILITY AND APPROVAL

The Public Finance Management Act (No. 1 of 1999) (PFMA), as amended, requires the Accounting Authority to ensure that Legal AidSouthAfricakeepsfullandproperrecordsofitsfinancialaffairs.TheFinancialStatementshavebeenpreparedinaccordancewith the effective Standards of Generally Recognised Accounting Practice (GRAP), including any interpretations and directives issued by the Accounting Standards Board.

TheAnnualFinancialStatementsare the responsibility of theAccountingAuthority.Theexternal auditor’s responsibility is toindependently audit and report on the fair presentation of the Annual Financial Statements in conformity with South African Auditing Standards. The Annual Financial Statements have been prepared in accordance with standards of Generally Recognised Accounting Practices as prescribed by the PFMA.

ToenablethemembersoftheAccountingAuthoritytofulfiltheirresponsibilities,appropriatestandardsaresetandagreedattheirlevel, and require systems of internal control and risk management to be implemented. These are designed to provide reasonable assuranceagainstmaterialmisstatementsanddeficits.LegalAidSouthAfricamaintains internalfinancial controls toprovideassurance regarding the safeguarding of assets against unauthorised use or disposition as well as the maintenance of proper accountingrecordstoprovidereliablefinancialinformationforusewithintheorganisationorforpublication.

Theinternalcontrolscontainself-monitoringmechanisms,andactionsaretakentomitigateriskasidentified.Evenaneffectivesystemofinternal control, no matter how well designed, has inherent limitations, including the possibility of circumvention or the overriding of controls.

Aneffectivesystemofinternalcontrolthereforeaimstoprovidereasonableassurancethatfinancialinformationisaccurate,validandcomplete,toensurethatthefinancialstatementsfairlypresentthefinancialpositionofLegalAidSouthAfrica.

Theeffectivenessofinternalfinancialcontrolsmayvaryovertimeduetothechangesinconditions.

TheAccountingAuthorityhasreviewedLegalAidSouthAfrica’sbudgetsandcashflowforecastsfortheyear.Onthebasisofthisreview,andinviewofthecurrentfinancialposition,theAccountingAuthorityhaseveryreasontobelievethatLegalAidSouthAfrica will be a going concern in the current and year ahead. Accordingly, Annual Financial Statements have been prepared on the goingconcernbasis,sincetheAccountingAuthorityhaseveryreasontobelievethattheorganisationhassufficientresourcestocontinue in operation for the foreseeable future.

In 2015–2016 Legal Aid South Africa will have a budget cut of R62 million, which will be funded from the cash and cash equivalent reserves. This budget cut will not have an impact on the service delivery and the organisation will continue to be a going concern for the foreseeable future.

The Annual Financial Statements that appear on pages 108 to 151 were approved by the Accounting Authority on 25 July 2015 andsignedontheirbehalfby:

Vidhu Vedalankar Judge President Dunstan MlamboChiefExecutiveOfficer ChairpersonLegal Aid South Africa Legal Aid South Africa Johannesburg Johannesburg



REPORT OF THE ACCOUNTING AUTHORITY

The Members of the Accounting Authority present their report for the Annual Financial Statements. 1. IncorporationLegal Aid South Africa was established on 26 March 1969 in terms of Legal Aid Act (No. 22 of 1969). In December 2014 the President of the Republic approved a new Legal Aid South Africa Act (Act No.39 of 2014), which came into effect on the 1st of March 2015.

2. Business and operationsLegalAidSouthAfrica’sbusinessandoperations,andtheresultsthereofareclearlyreflectedintheattachedAnnualFinancialStatements. No material fact or circumstance has occurred between the accounting date and the date of this report. Legal Aid South Africa carries on the business of providing legal services to indigent residents of South Africa utilising state funding. There was no major change in the nature of the business.

3. Financial resultsThe results of Legal Aid South Africa and the state of its affairs are set out in the attached Annual Financial Statements and do not, inouropinion,requirefurthercomments.Thefinancialpositionoftheorganisation,whichissetoutintheStatementofFinancialPosition,showsithasnoborrowings.LegalAidSouthAfrica’ssurplusonordinaryactivitiesfortheyearamountedtoR71193200(March2014:R44174179).

4. Property, plant and equipmentThere have been no major changes in the property, plant and equipment during the period or any changes in the policy relating to their use except the change in accounting estimates. The useful life of computer equipment was revised from its old useful life ofthreeyearstoanewusefullifeoffouryears.Theusefullifeofmotorvehicleswasrevisedfromitsoldusefullifeoffiveyearsto a new useful life of six years.

5. Members of the Accounting AuthorityThe members of the Accounting Authority of Legal Aid South Africa, all of whom are South Africans, during the accounting period anduptothedateofthisreportwereasfollows:Judge President D Mlambo – Chairperson* Judge E Molahlehi – Deputy Chairperson (Resigned on 31 May 2014) Mr J Maree* Adv. P du Rand Ms N Memka* MsNMgadza*Prof. Y Vawda*Ms M Naidoo*Adv. K PillayMs R Subban Ms T Mhlungu*Ms M Monama (Appointed 1 July 2014) Ms B Mxakwe MrWScholtzMr M Notyesi*Mr MNF Mvundlela (Appointed 31 October 2014)Ms A Rhoda* Mr JC Janse van Rensburg – Alternate member (Appointed 1 January 2015)Adv. R Jansen – Alternate member

* Term expired and were reappointed during the period under review.

6. Subsequent eventsNomaterialfactorcircumstancehasoccurredsincethefinancialpositionofthisreport.Johannesburg



Statement of Financial Position

Notes

March2015

R

RestatedMarch

2014R

ASSETS

Non-current assets 156,774,516 127,103,385

Property, plant and equipment 2 148,340,663 118,709,633

Finance lease assets 2,1 4,444,775 4,938,768

Intangible assets 3 3,989,078 3,454,984

Non-current assets held for sale 4 - 23,261

Current assets 472,253,042 431,486,957

Trade and other receivables 5 1,259,080 421,818

Prepayments 6 1,475,879 6,152,554

Client trust funds 7 29,208,068 35,287,091

Deposits 8 1,751,291 1,936,750

Inventories 9 1,392,502 1,321,085

Cash and cash equivalents 10.a 437,166,222 386,367,659

Total assets 629,027,558 558,613,603

NET ASSETS AND LIABILITIES

Accumulated surplus 380,445,424 309,252,224

Non-current liabilitiesNon-currentportionoffinancelease 11 1,624,211 2,126,308

Employeebenefits 12 1,398,000 1,029,000

Current liabilities 245,559,923 246,206,071

Currentportionoffinancelease 11 2,449,617 2,816,596

Provisions 13 130,025,356 127,421,362

Client trust funds 14.a 29,208,068 35,287,091

Trade and other payables 14 83,876,882 80,681,022

Net assets and liabilities 629,027,558 558,613,603



Statement of Financial Performance

Notes

March2015

R

RestatedMarch

2014R

Revenue 1,535,902,556 1,403,301,385

Non-exchange transaction

Grant 15 1,504,708,000 1,375,442,000

SASSETA Grant 16,1 - 1,757,933

Exchange transactions 31,194,556 26,101,452 Interest income 16 26,944,899 21,742,220

Other income 16,1 4,249,657 4,359,232

Expenses (1,464,709,356) (1,359,127,206)Personnel (1,109,425,549) (1,018,391,613)

Administrative 17 (131,379,453) (119,726,606)

Other expenses 17,1 (199,636,112) (200,321,586)

Depreciation and amortisation 10c (23,848,547) (20,133,225)

Finance costs 11,1 (419,695) (554,176)

Surplus for the period 71,193,200 44,174,179

Statement of changes in Net Assets

Notes R

Balance as at 31 March 2013 251,807,558

Net surplus for the year ended 31 March 2014 44,174,179


Prior year adjustment 28 13,270,487

Restated balance as at 31 March 2014 309,252,224

Net surplus for the year ended 31 March 2015 71,193,200




Cash Flow Statement

Notes

March2015

R

RestatedMarch

2014R

CASH FLOW FROM OPERATING ACTIVITIES

Receipts 1,533,767,381 1,399,897,304

Grant 1,504,708,000 1,375,442,000

Interest received 26,944,899 21,742,220

Other receipts 2,114,482 2,713,084

Payments (1,430,738,501) (1,336,931,578)

Employee costs (1,109,425,549) (1,018,391,613)

Suppliers (320,893,257) (317,985,789)

Finance costs (419,695) (554,176)

Net cash flow from operating activities 10.c 103,028,880 62,965,726

CASH FLOWS FROM INVESTING ACTIVITIES

Proceeds on disposals of property, plant and equipment 2 4,319,125 4,240,131

Acquisition of property, plant and equipment 2 (52,224,260) (20,683,199)

Acquisition of Intangible assets 3 (1,302,428) (580,015)

Cash flows from investing activities (49,207,564) (17,023,083)

CASH FLOWS FROM FINANCING ACTIVITIES

Finance Leases (3,022,753) (2,041,613)

Cash flow from financing activities (3,022,753) (2,041,613)

Increase in cash and cash equivalents 50,798,563 43,901,030

Cash and cash equivalents at beginning of the year 386,367,659 342,466,629

Cash and cash equivalents at end of the year 10.a 437,166,222 386,367,659



Statement of Comparison of Budget and Actual Amounts

Approved Budget

R

Final Budget

RActuals

R

Difference between final

budget and Actuals

R

% Difference

Revenue 1,483,408,020 1,591,311,658 1,605,006,214 (13,694,556)

Grant 1,465,908,020 1,504,708,000 1,504,708,000 - 0%

Interest income 17,500,000 17,500,000 26,944,899 (9,444,899) -54%

Other income - - 4,249,657 (4,249,657) -100%

Rollover funding - 69,103,658 69,103,658 -

Reversal of provisions - - - -

Expenses (1,493,491,457) (1,522,115,353) (1,464,709,356) (57,405,997)Personnel (1,132,970,654) (1,114,376,908) (1,109,425,549) (4,951,359) 0%

Administrative (138,904,374) (142,073,319) (131,379,453) (10,693,866) 8%

Other expenses (179,469,218) (223,517,915) (199,636,112) (23,881,803) 11%

Depreciation and amortisation (42,147,211) (42,147,211) (23,848,547) (18,298,664) 43%

Finance Costs - - (419,695) 419,695 100%

Capital Expenditure (32,063,774) (111,343,515) (53,526,688) (57,816,827) 52%

Depreciation–noncashflowitem 42,147,211 42,147,211 23,848,547 18,298,664 43%

Surplus for the period (0) 0 110,618,717 (110,618,717) -100%

The 2014–2015 approved budget was prepared on cash basis and Financial Statements are presented on the accrual basis. The approved budget was for the period 1 April 2014 to 31 March 2015. The variances in line items between the approved budget andfinalbudgetwereduetothefollowing:• Approvedtransferseffectedduringthefinancialyear.• The54%varianceoninterestismainlyduetohigherinterestreceivedthanbudgeted.• The100%varianceonotherincomeismainlyduetoprofitonsaleoffixedassetsandsundryincomewhichwerenot

projected for.• 11%varianceonotherexpensesisduetodelayedprocurementofvehicletrackingdevices,signageandbrandingand

other expense items.• 43%varianceondepreciationismainlyduetofixedassetswhichwerefullydepreciatedinthecurrentyearandthechange

in estimate extending the useful lives of assets.• 100%varianceonfinancecosts is related to thecapitalisationofphotocopiers (finance leases)and the re-evaluation

ofthepostretirementbenefit.• 52%varianceoncapitalexpenditureisduetodelayedprocurementofothercapitalassets.



Accounting Policies

1. BASIS OF PREPARATION

The Annual Financial Statements have been prepared in accordance with the policies stipulated, which have been applied consistently in all material respect, unless otherwise indicated. However, where appropriate and meaningful, additional information has been disclosed to enhance the usefulness of the Annual Financial Statements and to comply with the statutory requirements of the Public Finance Management Act, Act 1 of 1999 (as amended by Act 29 of 1999), the Treasury Regulations for Departments and Constitutional Institutions issued in terms of the Act and the Division of Revenue Act, No.6 of 2011.

The Annual Financial Statements have been prepared in accordance with the effective Standards of Generally Recognised Accounting Practice (GRAP), including any interpretations and directives issued by the Accounting Standards Board. The Annual Financial Statements have been prepared using the accrual basis of accounting.

The Annual Financial Statements have been prepared on the basis of the accounting policies applicable to a going concern. Thisbasisassumesthatfundswillbeavailabletofinancefutureoperationsandthattherealisationofassetsandsettlementofliabilities, contingent liabilities and commitments will occur in the ordinary course of business.

Assets and liabilities, income and expenditure have been reported separately and have not been offset against one another.

The principal accounting policies of the Accounting Authority, except where noted, are consistent in all material respects with those applied in the previous year. The annual Financial Statements have been prepared on the historical cost basis and at fair value where applicable.

ComparativefiguresarereclassifiedhavingregardtothecriteriafortheselectionandapplicationofaccountingpoliciesintheStandard of Generally Recognised Accounting Practice, where necessary.

All amounts have been presented in the currency of South African Rand, which is the functional currency of the Legal Aid South Africa.

Standards, amendments to standards and interpretations issued but not yet effective

The following standards, amendments to standards and interpretations have been issued but are not yet effective and have not been early adopted by the entity. Management has assessed the impact of these standards and interpretations on the operations ofLegalAidSouthAfrica.Theadoptionofthestandardswouldnothavematerialchangesonthepresentationofthefinancialstatementsorprioryearbalance,butwillimprovethepresentationofthefinancialstatements.Thestandardsandinterpretations,where applicable, will be adopted in the year they become effective.

Title Name Nature Date effective Date appliedGRAP 18 Segment reporting Disclosure 1 April 2015 Not applicable to the organisation

GRAP 20 Related party disclosure Disclosure Not yet known On effective date

GRAP 32 Serviceconcessionarrangements:Grantor

Disclosure Not yet known Not applicable to the organisation

GRAP 105 Transfer of functions between entities under common control

Disclosure 1 April 2015 Not applicable to the organisation

GRAP 106 Transfer of functions between entities not under common control

Disclosure 1 April 2015 Not applicable to the organisation

GRAP 107 Mergers Disclosure 1 April 2015 Not applicable to the organisation

GRAP 108 Statutory receivables Disclosure Not yet known Not applicable to the organisation



1.1. Cash flowThecashflowstatementispreparedinaccordancewiththedirectmethod.Specificinformationhasbeenpresentedseparatelyonthestatementoffinancialpositionsuchas:i. Receivables from exchange transactionsii. Trade and other payables from non-exchange transactions

1.2. Budget NoteLegal Aid South Africa prepares its annual budget on a cash basis in terms of the PFMA and National Treasury Medium Term Expenditure Framework guidelines issued yearly. The budget is approved by the Accounting Authority before the commencement ofthenewfinancialyear.Thestatementoffinancialperformanceispreparedonanaccrualbasis.

1.3. Revenue recognitionRevenueisthegrossinflowofeconomicbenefitsorservicepotentialreceivedduringthereportingperiodwhenthoseinflowsresult in an increase in net assets, other than increases relating to contributions from owners.

An exchange transaction is one that the entity receives assets or services or has liabilities extinguished and directly gives approximately equal value to another entity (primarily in the form of goods, services or use of assets) to the other party in exchange.

A non-exchange transaction is one that the entity receives or gives value to another entity without directly providing or receiving an approximate equal value in exchange. Revenueisrecognisedwhenthefollowingcriteriahavebeenmet:• Probableinflowofeconomicbenefitsorservicepotential.• Fairvalueoftheassetcanbemeasuredreliably.

GrantRevenue received from unconditional grants is recognised in the period when received or receivable. The grant Legal Aid South Africa received is unconditional.

Other incomeLegal Aid South Africa receives occasional income by way of a share in awards made to clients in civil matters as well as receiving cost awards, and income from disposed assets sold to staff. Due to the nature of services as well as the prospect of appeals, Legal Aid South Africa only recognises this income as soon as it is awarded to them.

Interest incomeInterest is recognised on a time proportion basis that takes into account, the effective yield on assets.

1.4. Significant judgements and estimatesInpreparingthefinancialstatements,managementmakesestimatesandassumptionsthataffecttheamountspresentedinthefinancialstatementsand relateddisclosures.Useofavailable informationand theapplicationof judgement is inherent in theformation of estimates. Actual results in the future could differ from these estimates, which may be material to Annual Financial Statements.SignificantjudgementsandestimatesincludeJudicareprovision,provisionfordoubtfuldebts,employeebenefitsanduseful lives and depreciation or amortisation methods and asset impairment.

ProvisionsProvisions are recognised when Legal Aid South Africa has a present legal or constructive obligation as a result of past events, itisprobablethatanoutflowofresourcesembodyingeconomicbenefitswillberequiredtosettletheobligation,andareliableestimate of the amount of the obligation can be made. All the provisions of Legal Aid South Africa are short term in nature and thus ignore the effects of discounting.

Judicare provisionJudicare provisions are recognised when Legal Aid South Africa has a present legal or constructive obligation as a result of past events,forwhichitisprobablethatanoutflowofeconomicbenefitswillberequired.



Critical accounting estimates on Judicare provisionIntheprocessofapplyingtheAccountingAuthority’saccountingpolicies,managementhasmadethefollowingjudgementsthathavethemostsignificanteffectontheamountsrecognisedintheFinancialStatements:• Thecalculationforthisprovisionisbasedonanumberoffactors,whichincludepreviousexperienceinclaimspatterns,

claims settling patterns, and trends in claims frequency, to settle the obligation, and a reliable estimate can be made of the amount of the obligation.

Outstanding claims ClaimsoutstandingcompriseprovisionfortheAccountingAuthority’sestimateoftheultimatecostofsettlingallclaimsincurredbut not yet reported at reporting date. Claims outstanding are determined as accurately as possible, based on a number of factors, which include previous experience in claims pattern, claims settlement patterns, changes in the nature and number of cases according to incidence, trends in claims frequency, changes in the claims processing cycle, and variations in the nature and average cost incurred per claim.

Contingent LiabilitiesContingent liabilities are possible obligations that arise frompast events andwhoseexistencewill be confirmedonly by theoccurrence or non-occurrence of one or more uncertain future events not wholly within control of the entity or a present obligation thatisnotrecognisedbecausetheoutflowofeconomicbenefitsorservicepotentialisnotprobableandorrealpresentobligationthat may not be recognised, either because the timing or the measurement is not known.

1.5. ImpairmentThe carrying amounts of property, plant and equipment are reviewed for impairment when events or circumstances indicate that the carrying values may not be recoverable at each reporting date. If any such indicators exist, and where the recoverable amount of an asset is less than its carrying amount, the carrying amount of the asset is written down to its recoverable amount through thestatementoffinancialperformance.

Theorganisation’sproperty,plantandequipmentincludingintangibleassetsareclassifiedasnon-cashgeneratingassets,astheyarenotusedtogenerateprofitbuttoprovidelegalservices.

Impairment of non-cash generating assetsThe non-cash generating assets are impaired when the carrying amount of the asset exceeds its recoverable service amount.

The non-cash generating assets are assessed half yearly to determine if there is any indication that the assets are impaired. The entity determines the recoverable services amount where there is indication of impairment of assets.

Intangibleassetswithanindefiniteusefullifeareassessedforimpairmentattheendoftheyear.

Inassessingwhetherthereisanyindicationofimpairment,thefollowingindicatorsareconsidered:(a) Cessation, or near cession of the demand or need for services provided by the asset.(b) Significantlong-termchangeswithanadverseeffectontheentityhavetakenplaceduringtheperiod,orwilltakeplacein

the near future, in the technological, legal or government policy environment in which the entity operates.(c) Evidence is available of physical damage of an asset.(d) Significantlong-termchangeswithanadverseeffectontheentityhavetakenplaceduringtheperiod,orareexpectedto

take place in the near future, in the extent to which, or manner in which, an asset is used or is expected to be used. These changes include the asset becoming idle, plans to discontinue or restructure the operations, which an asset belongs, or plans to dispose of an asset before the previously expected date.

(e) Evidenceisavailablefrominternalreportingthatindicatesthattheserviceperformanceofanassetis,orwillbe,significantlyworse than expected.

Theimpairmentlossisrecognisedimmediatelyinthestatementoffinancialperformance.

The recoverable amount of an asset or a cash-generating unit is the higher of its fair value less costs of disposal and its value in use.



1.6. Property, plant and equipmentThe cost of an item of property, plant and equipment is recognised as an asset when• itisprobablethatfutureeconomicbenefitsorservicesassociatedwiththeitemwillflowtotheentity;and• thecostorfairvalueoftheitemcanbemeasuredreliably.

On initial recognition, an item of property, plant and equipment is measured at cost but those that are acquired through non-exchange transactions are initially measured at fair value.

Cost includes purchase price or cost incurred initially to acquire or construct an item of property, plant and equipment and discounts received on acquisition including service costs.

Recognition of cost in the carrying amount of an item of property, plant and equipment ceases when the item is in the location and condition necessary for it to be capable of operating in the manner intended by management.

Property, plant and equipment are subsequently carried at cost less accumulated depreciation and any impairment losses.

Property, plant and equipment items are de-recognised once they are fully depreciated and sold, are obsolete or fully impaired.

Depreciation is calculated on the straight-line method to write off the cost of each asset to its residual value over its estimated useful life. The property, plant and equipment is depreciated from the time when an item of property, plant and equipment is ready foruse.Thedepreciationratesapplicabletoeachcategoryofproperty,plantandequipmentareasfollows:

%Estimated useful life

Land 0% Infinite

Building 4% 25 years

Building improvements 20% 15 to 20 years

Motor vehicles 16,67% 8 to 15 years

Furnitureandfittings 20% 15 to 20 years

Leasehold improvements Lease term Lease term

Fittingandfixtures 10% 3 to 10 years

Computer equipment 25% 5 to 15 years

The assets residual values and useful lives are reviewed, and adjusted if appropriate, at each reporting date. The residual values of property, plant and equipment were reassessed at year end.

The following considerations are taken in account in assessing the useful lives of assets.

• Expectedusageoftheasset.• Expectedphysicalwearandtear,whichdependsonoperationalfactorsoftheasset.• Technicalobsolescencearisingfromchangesinthemarketdemandorserviceoutputoftheasset.• Legalorsimilarlimitsontheuseoftheasset,suchastheexpirydatesofrelatedleases.

The residual values are determined by considering the expected market demand of the asset at the end of its lifespan, the market value of similar asset that had reached their life span.

Subsequent expenditure incurred on items of property, plant and equipment is only capitalised to the extent that such expenditure enhances the value or previous capacity of those assets.

Repairsandmaintenancenotdeemed toenhance theeconomicbenefitsor servicepotential of itemsof property, plant andequipment are charged to income during the period in which they are incurred.



DepreciationDepreciationisrecognisedinsurplusanddeficitonastraightlinebasisovertheestimatedusefullifeofeachpartofanitemofproperty,plantandequipment.Landisnotdepreciatedasitisdeemedtohaveanindefiniteusefullife.

Whensignificantcomponentsofanitemofequipmenthaveusefullivesorresidualvalues,theyareaccountedforasseparateitems (major components) of equipment.

Leasehold improvements relate to refurbishments and partitioning of buildings that are leased. These are depreciated over the lease period.

Gainsanddeficitsondisposalofproperty,plantandequipmentaredeterminedbyreferencetotheircarryingamountandaretaken into account in determining operating surplus.

1.7. Intangible assetsIntangible assets consist of computer software.

Thecostofanitemofintangibleassetisrecognisedasanassetwhen:• itisprobablethatfutureeconomicbenefitsorservicesassociatedwiththeitemwillflowtotheentity;and• thecostorfairvalueoftheitemcanbemeasuredreliably.

Intangible assets items are de-recognised once they are fully amortised and replaced by new computer software or obsolete and no longer supported by the service providers.

On initial recognition, an item of intangible asset is measured at cost or fair value if acquired through non-exchange transaction.

Cost includes the purchase price, developmental costs incurred in preparing the intangible asset to be ready for use and discounts received on acquisition including service costs. Intangible assets are carried at cost less accumulated depreciation and any impairment losses.

Subsequent expenditure incurred on an item of intangible asset is only capitalised to the extent that such expenditure meets the recognition criteria. Where the expenditure is material or more than the initial cost of the asset, the cost are capitalised as a new asset and the initial asset is derecognised.

Intangible assets are amortised on a straight line basis over the useful lives of the asset. The intangible assets are amortised from the time when it is ready for use.

Theassetsaregenerallyamortisedover2to10years.Thoseassetsthatwillbeusedforindefiniteperiodarenotdepreciated.

Theassets’usefullivesarereviewed,andadjustedifappropriate,ateachreportingdate.Theresidualvaluesofintangibleassetswere reassessed at year end.

Theassetsclassifiedasindefiniteareevaluatedatyearendtoassessforimpairmentandwhethertheyarestillconsideredtobeindefinite.Wheretheassetsceasetobeclassifiedasindefiniteassets,theyareamortisedovertheremainderoftheirusefullife.During the year under review there were no assets whose useful lives had changed.

1.8. Leased assetsAleaseisclassifiedasafinanceleaseif it transferssubstantiallyall therisksandrewardsincidentaltoownership.Aleaseisclassifiedasanoperatingleaseifitdoesnottransfersubstantiallyalltherisksandrewardstoownership.

Finance leasesFinanceleasesarerecognisedasassetsandliabilitiesinthestatementoffinancialpositionatamountsequaltothefairvalueof the leased property or, if lower the present value of the minimum lease payments. Finance lease payments are apportioned betweenthecapitalandtheinterestportions.Theinterestisexpensedinthestatementoffinancialperformance.Theleaseassetsare depreciated over the lease period. The present value of the minimum lease payments are calculated at the net present value based on the applicable prime rate at the reporting date.



Operating leasesOperating lease payments are straight lined and recognised as an expense over the period of the lease in the statement of financialperformance.TheoperatingleasecommitmentsaredisclosedinthenotestotheFinancialStatements.

1.9. Non-current assets held for saleAllassetsthathavebeenreplacedintermsofassetreplacementprogramareclassifiedasnon-currentassetsheldforsale.Allnon-current assets held for sale are measured at lower of its carrying amount and fair value less costs to sell. These assets are recoveredthroughsaletotheentity’semployees,scrappingordonationswithin12monthsfromdateofreplacement.Allnon-currentassetsheldforsaleceasetodepreciatefromthedatetheyareclassifiedasnon-currentassetsheldforsale.

1.10. TaxationNo provision is made for taxation and value added tax as Legal Aid South Africa is exempt in terms of section 10(1)(CA) of the Income Tax Act.

1.11. Financial instrumentsFinancial instrumentsarerecognisedonthestatementoffinancialpositionwhenLegalAidSouthAfricabecomespartytothecontractual provisions of the instrument. Financial instruments include cash and bank balances, receivables and trade payables. Thesefinancialinstrumentsaregenerallycarriedattheirestimatedfairvalue,whichistheamountforwhichanassetcouldbeexchanged,oraliabilitysettled,betweenknowledgeableandwillingpartiesinanarm’slengthtransaction.

Thechangerelatestoclassificationoffinanceleasepayablebeingclassifiedasfinancial instruments.Thefinanceleasesaremeasured in accordance with GRAP 13.

Financial assetsLegalAidSouthAfrica’sprincipalfinancialassetsaretradereceivablesandbankandcashbalances.

RecognitionFinancial instruments are initially recognised using the trade date accounting method.

MeasurementFinancial instruments are initially measured at fair value net of transaction costs when the entity is a party to contractual arrangement. Subsequent to initial recognition, these instruments are measured as set out below.

LegalAidSouthAfrica’sprincipalfinancialliabilitiesaretradepayables.

Trade and other receivablesTrade and other receivables at initial recognition are measured at fair value, and are subsequently measured at the amortised cost using the effective interest rate method. Appropriate allowances for estimated irrecoverable amounts are recognised in surplus or deficitwhenthereisobjectiveevidencethattheassetisimpaired.

Receivables included in the Statement of Financial Position arise from staff overpayments that are recoverable.

Receivables outstanding at year end are carried in the Statement of Financial Position at amortised cost. • Anestimateofdoubtfuldebtsismadebasedonareviewofalloutstandingindividualamountsatstatementofpositiondate.

Provision for doubtful debts is made for trade receivables outstanding for 365 days and any other debts deemed doubtful.

Theamountofthelossismeasuredasthedifferencebetweentheasset’scarryingamountandthepresentvalueofestimatedfuturecashflows (excluding futurecredit losses thathavenotbeen incurred)discountedat the receivable’soriginaleffectiveinterest rate (i.e. the effective interest rate computed at initial recognition).

The carrying amount of the receivable is reduced through the use of a provision for doubtful debts account. The amount of the lossisrecognisedinsurplusordeficit.

The Accounting Authority writes off irrecoverable debts in accordance with Treasury Regulations 11.4.1(a) and (b), after having taken the necessary steps to recover the debt.



Legal Aid South Africa has short-term payables and receivables and interest is not charged due to terms granted being consistent with the public sector terms.

Cash and cash equivalentsCash and cash equivalents comprise cash at bank and deposits held on call with banks.Cash and cash equivalents are initially recorded at fair value and subsequently at amortised costs.

Depositsheldoncall,and investments inmoneymarket instrumentsareclassifiedasfinancialassetsheldatamortisedcostoriginated by Legal Aid South Africa and carried at amortised cost. Due to the short-term nature of these instruments, the amortised cost approximates its fair value.

Trade and other payablesTrade and other payables are initially measured at fair value, subsequently measured at amortised cost, using the effective interest rate method.

Tradeandotherpayablesareclassifiedasfinancialliabilitiesatamortisedcost.

Derecognition of financial instrumentsFinancialassetsarederecognisedwhentheentitylosescontrolofthecontractualrightsthatcomprisesthefinancialassets.LegalAidSouthAfricalosessuchcontrolifrighttobenefitsspecifiedinthecontractarerealised,therightsexpireortheorganisationsurrenders those rights.

Financial liabilities are derecognised when the obligation is discharged, cancelled, or expires.

1.12. Employee Benefits

(a) Short-term employee benefitsThecostofshort-termemployeebenefits,(thosepayablewithin12monthsaftertheserviceisrendered,suchaspaidvacationleave,sickleave,bonusesandnon-monetarybenefitssuchasmedicalcare)arerecognisedintheperiodinwhichtheserviceisrendered, and are not discounted.

The expected cost of compensation absences is recognised as an expense as the employees render services that increase their entitlement or, in the case of non-accumulating absences, when the absence occurs.

The expected bonus payments are recognised as an expense when there is a legal or constructive obligation to make such payments as a result of past performance.

Employee entitlements to annual leave are recognised when they accrue to employees. An accrual, based on total employment cost, is raised for the estimated liabilities as a result of services rendered by employees up to reporting date. (b) Defined benefit plansLegalAidSouthAfricacontributestoadefinedbenefitpensionscheme,whichrequirescontributionstobemadetoaseparatelyadministered fund.

Existing employeesPast service costs, experience adjustments, the effects of changes in actuarial assumptions and the effects of plan amendments inrespectofexistingemployeesinadefinedbenefitplanarerecognisedasanexpenseorasincomesystematicallyovertheexpected average remaining working lives of those employees (except in the case of certain plan amendments where the use of ashortertimeyearisnecessarytoreflectthereceiptofeconomicbenefitsbytheenterprise).

Plan terminations, curtailments and settlements Whenitisprobablethatadefinedbenefitplanwillbeterminatedorthattherewillbeacurtailmentorsettlementoftheretirementbenefitspayableunderthatplan:i. resultingincreaseintheretirementbenefitcostisrecognisedasanexpenseimmediately,andii. any resulting gain is recognised as income in the year in which the termination, curtailment or settlement occurs.



(c) Post-retirement medical benefitThedefinedbenefit obligation, the related current cost and,where applicable, past service costs, is determinedby using theProjected Unit Credit Method. A portion of the actuarial gains and losses is recognised as income or expense in the year it occurs.

Unvestedpast services cost is recognisedasanexpenseon the straight-linebasis over theaverage year until thebenefitsbecomevested,whilevestedpastservicecostsarerecognisedasanexpenseinthestatementoffinancialperformance.

1.13. Materiality Section55(2)of thePFMAspecifiescomponentsof theFinancialStatements thathave to take intoaccount tolerance levelsboth in termsof financial, non-financial anddisclosureof specific information such that it enables theExecutiveAuthority toeffectivelyperformtheirfiduciaryduties.LegalAidSouthAfricahasanapprovedframeworkofacceptablelevelsofmaterialityandsignificance.

1.14. Services received in kindServicesreceivedinkindconsistprimarilyofattendancebycertainLegalAidSouthAfrica’smemberstoAccountingAuthorityandcommittee meetings without remuneration due to their full-time employment in the public sector. Legal Aid South Africa cannot reliablydeterminea fairvalue for thisbenefit,andasaresultdoesnot recognise thevalueof theseservicesreceived in theStatement of Financial Performance.

1.15. Irregular or fruitless and wasteful expenditureIrregular expenditure means expenditure, other than unauthorised expenditure, incurred in contravention of, or that is not in accordancewiththerequirementsofanyapplicablelegislationfromthedefinitioninthePFMA.Fruitlessandwastefulexpendituremeans expenditure that was made in vain and would have been avoided had reasonable care been exercised.

All expenditure relating to irregular, fruitless and wasteful expenditure is recognised as an expense in the Statement of Financial Performance in the period that the expenditure was incurred and additional disclosure as required by Treasury Regulations and the PFMA is made in the notes to the Financial Statements.

1.16. Unauthorised expenditureUnauthorisedexpendituremeans:(a) overspending of a vote or a main division within a vote; and(b) expenditure not in accordance with the purpose of a vote or in the case of a main division, not in accordance with the

purpose of the main division.

Allexpenditurerelatingtounauthorisedexpenditureisrecognisedasanexpenseinthestatementoffinancialperformanceintheperiod that the expenditure was incurred.

Theexpenditureisclassifiedinaccordancewiththenatureoftheexpense,andwhererecovered,itissubsequentlyaccountedforasrevenueinthestatementoffinancialperformance.

1.17. Related partiesAllparties thathave theability tocontrolorexercisesignificant influenceoverLegalAidSouthAfrica inmakingfinancialandoperating decisions are considered to be related parties of the organisation. Related parties include key management personnel, and close members of the family of key management personnel.

A related party transaction is a transfer of resources, services or obligations between reporting entity and the related party, regardless of whether a price is charged. Related party transactions exclude transactions with any other entity that is a related party solely because of its economic dependence on the reporting entity.

Non-arm’slengthtransactionsaredisclosed.



1.18. Client trust fundsThese constitute amounts received from estate lates and settlements reached in civil matters. These amounts are payable to recipients based on court settlement orders and or heirs, legatees or other claimants in estate matters.

1.19. DepositsThese constitute amounts held by landlords for the various buildings leased by the entity and travel agencies. Deposits are initially recorded at fair value and subsequently at amortised cost.

1.20. InventoriesInventoriesarerecognisedasanassetif:(a) Itisprobablethefutureeconomicbenefitsorservicepotentialassociatedbenefitsorservicepotentialassociatedwiththe

itemwillflowtotheentity.(b) The cost of the inventories can be measured reliably.

Inventories are initially measured at the lower of cost and current replacement cost.

The cost of inventory comprises all cost of purchase.

Thecostofinventoryissubsequentlyvaluedandmeasuredbyusingthe’firstin,firstout’(FIFO)method.Theunitcostpriceofthe last item acquired is applied to value the stock on hand.

1.21. Going concernTheaccountingauthorityreviewsLegalAidSouthAfrica’sbudgetsandcashflowforecastsfortheyear.Onthebasisofthisreview,andinviewoftheorganisation’scurrentfinancialposition,theaccountingauthorityassessestheorganisationsgoingconcerninthecurrentandyearahead.TheFinancialStatementsarepreparedonagoingconcernbasisbasedontheaccountingauthority’sassessment.

1.22. Subsequent eventsNomaterialfactorcircumstancehasoccurredbetweenthefinancialpositiondateandthedateofthisreport.

1.23. PrepaymentsThe prepayments mainly comprise the system related costs, which are paid on an annual basis.

These prepayments are initially recognised at fair value and subsequently measured at amortised cost.

1.24. Change in accounting estimatesChange in estimates is an adjustment of the carrying amount of an asset or a liability, or the amount of the periodic consumption of anasset,thatresultsfromtheassessmentofthepresentstatusof,andexpectedfuturebenefitsandobligationsassociatedwith,assets and liabilities. Changes in accounting estimates result from new information or new developments and, accordingly, are not corrections of errors. The nature and amount of a change in an accounting estimate that has an effect in the current periods is disclosed in the notes.



Notes to the Financial Statements

2. Property, plant and equipment

March2015

March 2014

Cost R

Accumu-lated

depreciationR

Carryingvalue

RCost

R

Accumu-lated

depreciationR

Carryingvalue

R

Owned assets

Land 1,788,000 - 1,788,000 1,788,000 - 1,788,000

Building 21,981,000 5,167,340 16,813,660 21,981,000 4,288,100 17,692,900

Building improvements 14,209,458 4,859,269 9,350,189 13,022,407 3,632,982 9,389,425

Motor vehicles 64,423,493 7,551,910 56,871,583 55,923,706 10,095,472 45,828,234

Furniture and equipment 22,492,739 20,393,589 2,099,150 29,357,121 27,490,977 1,866,144

Fittingandfixtures 2,943,836 1,916,686 1,027,150 2,943,836 1,622,948 1,320,888

Leasehold improvements 31,643,968 19,746,068 11,897,900 28,666,169 23,080,699 5,585,470

Computer equipment 89,021,765 40,528,735 48,493,031 79,628,690 44,390,118 35,238,572

248,504,259 100,163,597 148,340,663 233,310,929 127,871,785 118,709,633

Thecarryingamountsofproperty,plantandequipmentcanbereconciledasfollows:

Reconciliation of property, plant and equipment – March 2015

Carrying value at

beginning of year

RAdditions

RDisposals

RDepreciation

R

Restatement of Acc Dep

R

Carrying value at

end of yearR

Owned assets

Land 1,788,000 - - - - 1,788,000

Building 17,692,900 - - (879,240) - 16,813,660

Building improvements 9,389,425 1,187,051 - (1,226,287) - 9,350,189

Motor vehicles 45,828,234 14,971,588 (697,737) (3,230,502) - 56,871,583

Furniture and equipment 1,866,144 1,773,721 (29,549) (1,511,165) - 2,099,150

Fittingandfixtures 1,320,888 - - (293,738) - 1,027,150

Leasehold improvements 5,585,470 6,972,500 (426,972) (233,098) - 11,897,900

Computer equipment 35,238,572 27,319,401 (1,006,430) (13,058,513) - 48,493,031

118,709,633 52,224,260 (2,160,688) (20,432,542) - 148,340,663

LandLand is described as ERF 4410 Johannesburg Township Registration Division I.R., provision of Gauteng, Johannesburg Division Gauteng Province. The land measures 1,490 square metres. It was transferred to Legal Aid South Africa on 4 September 2008. The land has been stated at the cost.



BuildingBuilding is described as ERF 4410 Johannesburg Township Registration Division I.R., provision of Gauteng, Johannesburg Division GautengProvince.Themulti-levelofficebuildingmeasuresapproximately1,490squaremetres.Itwastransferred(sold)toLegalAid South Africa on 4 September 2008. The estimated useful life of the building is 25 years and has been stated at the cost price of R21,981,000 in order to comply with GRAP 17. The building included building improvements made to the Legal Aid House. The building was revaluated by an independent valuator JO Schoonraad on 23 September 2011 and the market value is R 29,9 million.


Carrying value at

beginning of year

R

AdditionsR

DisposalsR

DepreciationR

Restatement of Acc Dep

R

Transfers R

Carrying value at

end of yearR

Owned assetsLand 1,875,132 - (87,132) - - - 1,788,000

Building 18,572,140 - - (879,240) - - 17,692,900

Building Improvements

6,935,632 594,456 (19,411) (1,795,696) 3,674,443 - 9,389,425

Motor vehicles 50,038,149 4,592,715 (323,993) (1,669,826) (6,808,811) - 45,828,234

Furniture and equipment

1,699,437 708,021 (10,657) (1,975,572) 1,444,914 - 1,866,144

Fittingandfixtures 1,614,626 - - (293,738) - - 1,320,888

Leasehold improvements

4,735,312 1,747,527 (227,190) (670,179) - - 5,585,470

Computer equipment 16,297,407 13,063,741 (190,928) (9,533,233) 14,959,941 641,644 35,238,572

101, 767,835 20,706,460 (859,311) (16,817,484) 13,270,487 641,644 118,709,633

LandLand is described as ERF 49947, portion of ERF 15610 Mitchells Plain, situated in the City of Cape Town, Cape Division Western Cape Province. It measures 2014 square metres. Land has been stated at cost price of R87,132 due to the fact that the title agreementhastheconditiontotheeffectthatthepropertyshallbeutilisedfortheestablishmentofanofficeofLegalAidSouthAfrica. In the event that Legal Aid South Africa does not utilise the property as stipulated in the agreement, or be no longer required for such purpose, the property shall revert to the City of Cape Town. The municipality will refund Legal Aid South Africa the purchase price paid less any administration charges paid.

Land is described as ERF 4410 Johannesburg Township Registration Division I.R., provision of Gauteng, Johannesburg Division Gauteng Province. The land measures 1,490 square metres. It was transferred to Legal Aid South Africa on 4 September 2008. The land has been stated at the cost.

BuildingBuilding is described as ERF 4410 Johannesburg Township Registration Division I.R., provision of Gauteng, Johannesburg Division GautengProvince.Themulti-levelofficebuildingmeasuresapproximately1490squaremetres. Itwas transferred toLegalAidSouth Africa on 4 September 2008. The estimated useful life of the building is 25 years and has been stated at the cost price of R21,981,000 in order to comply with GRAP 17. The building included building improvements made to the Legal Aid House. The building was revaluated by an independent valuator JO Schoonraad on 23 September 2011 and the market value is R 29,9 million.



2.1 Finance Lease assets

March2015

March2014

Cost R

Accumu-lated

depreciationR

Carryingvalue

RCost

R

Accumu-lated

depreciationR

Carryingvalue

R

Photocopiers and routers 9,716,827 5,272,052 4,444,775 7,563,150 3,150,011 4,413,139

Cell phones - - - 1,341,942 816,313 525,629

9,716,827 5,272,052 4,444,775 8,905,092 3,966,324 4,938,768


Finance Leased assets

Carrying value at

beginning of year

RAdditions

RDisposals

RDepreciation

R

Re- classification

R

Carrying value at

end of yearR

Photocopiers and routers 4,413,139 2,153,677 - (2,640,621) 518,580 4,444,775

Cell phones 525,629 - - (7,049) (518,580) 0

4,938,768 2,153,677 - (2,647,670) - 4,444,775


Finance Lease assets

Carrying value at

beginning of year

R Additions

RDisposals

RDepreciation

R

Re- classification

R

Carrying value at

end of yearR

Photocopiers 3,463,161 3,321,238 - (2,371,261) - 4,413,139

Cell phones* 1,189,967 - (422,111) (242,226) - 525,629

4,653,128 3,321,238 (422,111) (2,613,487) - 4,938,768

* Legal Aid South Africa took a decision to provide a taxable cellphone allowance to the employees who are entitled to cellphone benefits.Allcellphoneleasecontractswillnotberenewedwhentheexistingcontractsexpire.The2014–2015financialyearwillbe the last period in which cellphone leases will be operational.



3. Intangible assets

March2015

March2014

Cost R

Accumu-lated

amortisationR

Carryingvalue

RCost

R

Accumu-lated

amortisationR

Carryingvalue

R

Computer software 12,369,146 8,380,069 3,989,078 11,275,879 7,820,895 3,454,984

Reconciliation of intangible assets – March 2015

ThecarryingamountsofIntangibleassetscanbereconciledasfollows:

Carrying value at

beginning of year

RAdditions

RDisposals

RAmortisation

RTransfer

R

Carrying value at

end of yearR

Computer software 3,454,984 1,302,429 - (768,334) 3,989,078

Reconciliation of intangible assets – March 2014

Carrying value at

beginning of year

RAdditions

RDisposals

RAmortisation

RTransfers

R

Carrying value at

end of yearR

Computer software 4,242,130 580,015 - (702,256) (664,905) 3,454,984

4. Non-current assets held for sale

March2015

R

March2014

R

Assets related to computer hardware - 23,261



5. Trade and other receivables – exchange transactions

March2015

R

March2014

R

Trade receivables 2,334,820 1,900,113

Provision for doubtful debts (1,205,262) (1,604,468)

Other receivables 129,522 126,173

1,259,080 421,818

5.1 Reconciliation of doubtful debt provision

Balance at the beginning of the period 1,604,468 1,361,676

Bad debts written off (235,155) (624,439)

Increase/(decrease) in provision for doubtful debts (164,051) 867,231

1,205,262 1,604,468

6. Prepayments

Prepayments 1,475,879 6,152,554

1,475,879 6,152,554

Prepayments relate mainly to payments in advance for software licences.

7. Client trust funds

Client trust funds 29,208,068 35,287,091

29,208,068 35,287,091

These constitute amounts received from estate lates and settlements reached in civil matters. These amounts are payable to recipients based on court settlement orders.

The corresponding liability for the client trust asset. Refer to note 14a.

8. Deposits

These constitute mainly amounts paid to landlords as security for rent repayment. 1,751,291 1,936,750

Thetotaldepositaboveisclassifiedasfollows:

Laterthanoneyearandnotlaterthanfiveyears 1,464,516 1,175,672

Not later than one year 286,775 761,078

1,751,291 1,936,750



8.1 Deposit Reconciliation

March2015

R

March2014

R

Opening balance 1,936,750 1,785,087

Recoveries (47,977) (1,200)

Deposits expensed (24,603) (10,589)

Deposits moved to debtors (161,241) (17,211)

Deposits written off (16,552) -

New deposits for the year 64,914 180,663

Closing balance 1,751,291 1,936,750

9. Inventories

Stationery on hand 1,392,502 1,321,085

1,392,502 1,321,085

Inventories relate to stationery on hand that will be consumed during the normal operation of the entity. There was no amount of inventories that was written off or reversed or pledged as a security.

9.1 Reconciliation for inventory

Stationery – March 2015

Carrying value at

beginning of year

R

Additionsduring the

yearR

Inventories expensed

revised/ written off

R

Carrying value at

end of yearR

Stationery on hand 1,321,085 1,392,502 (1,321,085) 1,392,502

Stationery – March 2014

Carrying value at

beginning of year

R

Additionsduring the

yearR

Inventories expensed

revised/ written off

R

Carrying value at

end of yearR

Stationery on hand 1,097,130 1,321,085 (1,097,130) 1,321,085



10. Notes to cash flow statement

March2015

R

March2014

R

a) Cash and cash equivalentsCash and cash equivalents consist of cash on hand and balances with banks and investments inmoneymarket instruments.Cashandcashequivalents included in thecashflowstatementcomprisethefollowingstatementofamountsindicatingfinancialposition:

Funds held with the corporation for public deposits 431,225,389 377,583,731

Bank balance and cash on hand 5,940,833 8,783,928

437,166,222 386,367,659

b) Property, plant and equipmentDuring the year, Legal Aid South Africa acquired property, plant and equipment of R52,224,260 by means of grants allocated by the national government.

c) Cash generated by operating activities

Reconciliationofnetcashflowsfromoperatingactivitiestosurplus

Net surplus 71,193,200 44,174,178

Non-cash flow movementDepreciation 23,080,212 19,430,969

Amortisation 768,334 702,256

(Decrease)/increase in provision 2,972,994 (4,856,153)

Increase/(Decrease) in payables

3,195,860 10,761,416

Increase/(Decrease) in inventories (71,417) (223,956)

(Gains)/losses on sale of property plant and equipment (2,135,176) (3,404,082)

Debts written off 235,155 624,439

Decrease/(increase) in receivables 3,789,716 (4,243,341)

103,028,880 62,965,726

11. Finance Leases

Interest bearing borrowingsNoncurrentportionoffinanceleases 1,624,211 2,126,308

Currentportionoffinanceleaseliability 2,449,617 2,816,596

Total lease liability 4,073,828 4,942,904



The interest bearing borrowings are secured by photocopier machines. The liabilities are repayable in equal monthly instalments on the 1st day of the month at prime interest rates respectively (see note 2.1).

LegalAidSouthAfricaentered intofinance leasearrangementswithdifferent lessors inrespectofphotocopymachinesandrouters. The period of the lease agreements range from 36 months to 60 months respectively with the liability repayable in equal monthly instalments. The cellphone lease agreements are for 24 months and repayable in equal instalments.

Reconciliation of minimum lease payments with their present values

March2015

March2014

Up to 1 year R

2–5 yearsR

TotalR

Up to 1 yearR

2–5 yearsR

TotalR

Minimum lease payments 2,712,120 1,745,883 4,458,003 3,018,401 2,236,555 5,254,955

Finance charges 252,905 121,673 374,578 201,965 111,968 313,933

Fair value adjustment (9,598) 0 (9,598) (160) (1,722) (1,882)

Present value 2,449,617 1,624,210 4,073,828 2,816,596 2,126,308 4,942,904

March2015

March2014

Net Cash Flow

Finance lease cashflow reconFinance lease assets 4,444,774 4,938,768 493,994

Finance lease liability (4,073,828) (4,942,905) (869,077)

Depreciationonfinanceleases (2,647,670) (2,613,487) 34,183

(2,276,726) (2,617,624) (340,900)

11.1 Finance Costs

March2015

R

March2014

R

Finance lease obligation 419,695 554,176

Financecostsrelatetofinancechargesforphotocopierandfaxesfinanceleases.



12. Employee benefits

Pensions

Defined benefit retirement planLegalAidSouthAfricacontributestoadefinedbenefitretirementplanforthebenefitofallemployees.Duringtheperiod,LegalAidSouthAfricacontributedR78,353,181.(2014:R70,006,913)totheplan.TheplanisgovernedbythePensionFundsAct,1956 (Act no. 24 of 1956). The assets of the plan are administered by trustees in a fund independent of the Legal Aid South Africa. The fund is administered under the control of the national government. The National Treasury stands as guarantor for any shortfall that the fund may experience. For this reason, no provision is made in the books of Legal Aid South Africa for any shortfallorsurplusthatmayarise.Thedisclosureforthisplanisdoneinaccordancewithdefinedcontributionplanduetothefollowing reasons; Legal Aid South Africa is not the only member of the Pension Fund and the liability exposure and the assets cannot be separated from the other members liability and assets.

MedicalLegal Aid South Africa contributes to a medical aid scheme for certain retired employees. The liability for future contributions to the scheme in respect of three (3) retirees was actuarially valued at year end. The scheme is valued every three years.

The latest actuarial valuation was carried out as at 31 March 2015. The principal assumptions adopted by the actuary are that discount rates will be 7.72%, investment returns will average 5.96%. Medical costs trend rates 7.46% above CPI. The actuarial valueofthepromisedbenefitsisR1,398,000(2014:R1,029,000)whichhasbeenrecognisedasaliabilityinthepast.

Legal Aid South Africa provided for the payment of medical aid for retired employees. This practice has ceased. However, a contractual obligation exists for certain employees who retired with this condition. It is anticipated that these amounts will be paid out over the remaining lives of these pensioners.

Post-retirement benefit

Post-retirement benefit March 2015

March2015

R

March2014

R

Post-retirementmedicalaidbenefits 1,398,000 1,029,000

1,398,000 1,029,000

Liability at the beginning of the year 1,029,000 1,445,000

Interest cost 72,000 76,000

Actuarial (losses)/gains 445,000 (379,000)

Contribution payments (148,000) (113, 000)

1,398,000 1,029,000

R1,398,000(2014:R1,029,000)ofcashresourceshavebeensetasideforthepurposeofmeetingfuturepost-retirementbenefits.



Method usedItisassumedthehealthcarecoststrendhaveasignificanteffectontheamountsrecognisedinsurplusordeficit.Aonepercentpointchangeinassumedhealthcarecosttrendrateswouldhavethefollowingeffects:

March2015

March2014

(1%)R

1%R

(1%)R

1%R

Definedbenefitobligation (13,980) 13,980 (10,290) 10,290

13. Provisions

Carrying value at

beginning of year

R

Used during the

yearR

Unusedprovisions

R

Additional/ Reversal

provisionsR

Carrying value at

end of yearR

March 2015Judicare* 86,478,817 (74,069,040) 12,409,777 73,204,872 85,614,649

Provision for incentive payments 40,484,380 (39,293,372) 1,191,008 41,599,559 42,790,567

Provisionforworkmen’scompensation - - - 851,640 851,640

Corporate litigation 458,165 (458,165) - 768,500 768,500

127,421,362 (113,820,577) 13,600,785 116,424,571 130,025,356

*TheJudicarefigureusedfortheyearincludesusedandreversedprovisions.

Carrying value at

beginning of year

R

Used during the

yearR

Unusedprovisions

R

Additionalprovisions

R

Carrying value at

end of year R

March 2014Judicare* 92,539,939 (78,936,267) 13,603,672 72,875,145 86,478,817

Provision for incentive payments 38,466,158 (35,075,016) 3,391,142 37,093,238 40,484,380

Provisionforworkmen’scompensation 855,418 (855,418) - - -

Corporate litigation - - - 458,165 458,165

131,861,515 (114,866,701) 16,994,814 110,426,548 127,421,362

*TheJudicarefigureusedfortheyearincludesusedandreversedprovisions.



JudicareLegal Aid South Africa instructs independent legal practitioners where it believes that the interests of the client are best handled in this manner. These practitioners are paid according to a tariff set by Legal Aid South Africa from time to time. A consequence of the nature of court cases is that while an estimate can be made of the cost of cases based on historical experience, the actual payments may vary. In addition, the length of time taken to complete cases often vary, in general payment is only made on completion.

Gross claims incurred comprise all claims arising from events that have occurred in the period and for which Legal Aid South Africa is responsible, whether or not reported by the end of the period.

Netclaimsincurredcomprise:

•claimssubmittedandaccruedforservicesrenderedduringtheperiodnetofrecoveries,and

•claimsforservicesrenderedduringthepreviousperiodnotincludedintheoutstandingclaimsprovisionforthatperiod,netof recoveries.

Outstanding claims provisionThe method used varies by the period being considered and observed historical claims development. To the extent that this method is used, historical claims development information which assume that the historical claims development pattern will occur againinthefuture.Therearereasonswhythismaynotbethecase,which,insofarastheycanbeidentified,havebeenallowedforbymodifyingthemethod.Suchreasonsinclude:

•economic, legal, political and social trends (resulting in different than expected levels of inflation and/orminimum legalbenefitstobeprovided);

•changesinthenatureofthecases,and

•randomfluctuation,includingtheimpactoflargecases

Changes in assumptions and sensitivities to changes in key variablesAll assumptions are based on actual claims experience in determining the outstanding claims provision. Due to the nature of the provision, no material change is expected in any assumptions made.

LegalAidSouthAfricabelievesthattheliabilityforclaimsreportedinthestatementoffinancialpositionisadequate.However,itrecognises that the process of estimation is based upon variable factors and assumptions which could differ when claims arise. A retrospective review of actual claims experience is performed monthly to determine the accuracy of the outstanding claims provision.Duetothis,theimpactofachangeinthekeyvariablesisnotconsideredtobesignificantandnofurthersensitivityanalysis is provided.

BonusesEmployees who are members of the pension fund are entitled to structure their package in such a way that they receive a thirteenth cheque. The duty to pay this amount accrues monthly. The full amount of accrual is paid out each period when it falls due. In addition an incentive payment is payable to employees during August each year based on their personal performance as well as that of the organisation as a whole.

LitigationLegal Aid South Africa by the nature, of its activities, has at any time a number of legal matters in process. The cost of these as well as the possible effect of any outcome is provided for in the year in which the cause of action arises. No certainty exists as to the timing of when these amounts will be paid.



Workman’s compensationIn terms of the compensation for occupational injuries and diseases act of 1993 (COIDA), Legal Aid South Africa is required to pay to the Compensation Fund an annual contribution based on a percentage determined by the commissioner of annual earnings paid to employees for the year up to a maximum of R312,480 per employee, of the total basic salary bill of the organisation. The finalcontributionamountispayableoncethecompensationfundhadassessedtheorganisationsreturnofearnings.Thecostof the contribution is provided for based on historical information and injuries and diseases cases reported to the compensation fundduringthefinancialyear.

14. Trade and other payables

March2015

R

March2014

R

Trade payables 1,106,770 1,369,724

Leavepaybenefits 27,157,504 25,335,754

Bonuspaybenefits(13thcheque) 24,228,125 20,479,917

Accruals 9,112,770 6,740,872

Sundry creditors* 22,271,713 26,754,756

83,876,882 80,681,023

* The sundry amount includes accruals for goods received which were not receipted on the system by year end. This represents invoices not paid as at year end.

14.1 Maturity Analysis

< 1 Year 1–2 Years 2–5 Years 5+ Years Total

Year 2015Trade and other payables 83,730,346 146,536 - - 83,876,882

Year 2014Trade and other payables 80,523,746 157,276 - - 80,681,023

14 a. Clients TrustClient trust fund 29,208,068 35,287,092

These constitute amounts received from estate lates and settlements reached in civil matters. These amounts are payable to recipients based on court settlement orders.

The corresponding asset for the client trust liability. Refer to note 7.



15. Revenue

March2015

R

March2014

R

Gross revenue comprises grants from the National Revenue Fund. These funds are provided to LegalAidSouthAfricatoenableittomeetthegovernment’sresponsibilitytoprovidelegalservicesto those who cannot afford it.

Unconditional government grantBaseline allocation 1,483,708,000 1,336,442,000

IJS mobility project 21,000,000 5,000,000

Case backlog - 34,000,000

1,504,708,000 1,375,442,000

The Integrated Justice System mobility funding was allocated for the development of integrated IT systems, and R19,4 million of these funds have been requested for rollover as the development couldnotbefinalisedduetochallengesencounteredduringsystemdevelopment.

16. Interest Income

Interest income consists mainly of income received from funds invested with the corporation for public deposits 26,944,899 21,742,220

16.1 Other Income

Other income comprises Commission and legal fees received/recovered 167,266 129,924

Profitondisposalofassets 2,135,176 3,404,081

* Sundry income 1,947,215 823,999

Bad debts recovered - 1,228

SASSETA grant - 1,757,933

4,249,657 6,117,165

* Sundry income relates to monies received from debtors for recoveries made for bursaries and internships.

17. Administrative Expenses

Co-operation agreements 8,160,381 7,915,424

Impact litigation 22,791,002 8,066,476

Judicare 94,562,381 98,774,410

Civil disbursements 5,865,689 4,970,296

131,379,453 119,726,606



17.1 Other expenses

March2015

R

March2014

R

Otherexpensesismadeupofthefollowingmaterialexpenses:Advertising 3,402,172 4,045,539 Audit Fees 3,042,791 3,410,719 Board Fees 1,117,225 1,115,107 Cleaning Services 5,611,705 5,462,178 Communication 2,122,910 2,150,570 Computer Software Licenses 13,998,063 6,634,573 Document Exchange 940,088 856,337 Education and Training 5,509,310 7,089,097 Insurance-Group Life 17,173,642 15,402,940 Insurance Short Term 3,959,513 4,639,779 IT Support 1,647,364 1,306,188 Leadership Program 1,144,860 1,799,342 Legal Fees Provision 1,601,534 2,037,380 Library and Publication 3,085,308 3,132,566 Maintenance Building 1,660,960 1,683,397 MaintenanceOffice 2,242,118 1,939,605 Management Fees 488,816 632,374 Municipal Services 8,822,878 13,932,559 OfficeRental 38,741,483 33,091,723 OfficeRental–SatelliteOffices 6,092,571 5,579,038 Postage and Courier 436,561 245,787 Printing and Stationery 5,840,089 5,692,978 Bad debt Write Off - 624,439 Recruitment 1,357,896 1,545,071 Refreshments 866,408 905,397 Security Costs 2,049,608 1,507,762 Signage and Branding 528,461 410,351 Storage Costs 1,019,794 792,539 Subscriptions and Membership Fees 3,486,678 2,775,244 Skills Development 389,219 92,977 Software Maintenance 722,570 597,325 Telephone and Faxes 11,632,791 13,011,627 Tools and Equipment 2,361,190 1,358,569 Travel and Subsistence 8,153,458 8,917,508 Travelling and Sub-circuit Court 298,573 411,001 Vehicle Fuel 10,124,229 10,163,204 Vehicle Maintenance 2,999,475 2,718,065 Vehicle Tracking 981,580 2,850,360 Wide Area Network 11,382,445 12,075,821 Workmens Compensation 851,640 1,354,687 Workshops 621,193 4,464,309 Other expenses, not material individually 11,126,942 11,865,555

199,636,112 200,321,586

Other expenses include legal fees, achiever awards, bursaries, etc.



18. Reconciliation of actual amount in the cash flow statement and comparative statement

Thebudgetisapprovedonacashbasisbyfunctionalclassifications.Theapprovedbudgetcoverstheperiodfrom1April2014to 31 March 2015.

Thebudgetandaccountingbasisdiffers.Thefinancialstatementsarepreparedontheaccrualbasisusingaclassificationonthenatureofexpensesinthestatementoffinancialperformance.

A reconciliation between the actual amounts on a comparable basis as presented in the statement of comparison of budget andactualamountsinthecashflowstatementfortheperiodended31March2015hasbeenpresentedbelow.Thefinancialstatements are prepared on an accrual basis and the budget is prepared on cash basis which creates a basis difference.

Operating Activities

R

Financing Activities

R

Investing Activities

R

Actual amount on comparable basis as presented in the budget and actual comparative statement

SCBA 95,041,747 - (53,526,688)

Basis difference SFP 7,987,133 (3,022,753) 4,319,125

Actualamountinthecashflowstatement CFS 103,028,880 (3,022,753) (49,207,564)

Surplus for the year (71,193,200)

The budget was prepared on cash basis for the 2014–2015.

Thestatementofprofitandlossandothercomprehensiveincomeincludebothaccrualsandnoncashitems.



19. Directors’ emoluments

19.1 Directors – non-executive

March2015

R

March2014

R

For services as directors

NameJudge President D Mlambo - -

Mr T Tshivhase - -

Ms M Monama - -

Mr J Maree 147,307 160,651

Adv. P du Rand - -

Ms N Memka (Memka & Ass paid) 71,104 45,840

MsNMgadza 88,788 69,287

Prof. Y Vawda 174,528 120,384

Ms M Naidoo 103,499 63,526

Ms T Mhlungu 80,800 73,344

Judge E Molahlehi - -

Ms R Subban - -

Ms A Rhoda 14,544 95,150

Mr M Notyesi 48,498 64,176

Ms MJ Ramagaga - 24,448

Adv. K Pillay 71,104 24,448

Ms E Gandhi - 21,392

Ms B Mxakwe 79,453 98,867

MrWScholtz 76,203 78,901

Adv. L Gcabashe (Alternate member) - -

Mr J Gresse(Alternate member) - -

Mr N Mvundlela 30,704 -

Mr CJ Janse Van Rensburg (Alternate Member) 8,080 -

Adv. R Jansen (Alternate member) 8,080 18,336

1,002,691 958,748



19.2 Executive Management’s Remuneration

Basic Salary

Bonus and incentives

Expenses/ Allowances

Other TotalMarch 2015

TotalMarch 2014

For services as executives

NameMs V Vedalankar – Chief Executive Officer

1,146,952 236,047 925,618 1,785 2,310,402 2,032,983

Mr J Makokoane – Chief Operations Officer

911,605 204,406 605,847 16,631 1,738,489 1,587,660

Ms R Hlabatau – Chief Financial Officer

809,240 211,098 379,580 111,061 1,510,979 1,367,523

Ms A Clark – Human Resources Executive

636,361 118,190 441,041 1,785 1,197,375 1,083,167

Mr P Hundermark – Chief Legal Executive

846,207 244,619 396,708 115,498 1,603,030 1,426,621

Adv. B Nair – National Operations Executive

884,860 268,407 426,785 107,968 1,688,020 1,529,521

Mr M Phasha – Communications Executive

626,955 163,793 370,356 16,689 1,177,792 1,065,362

Mr T Mtati – Corporate Services Executive

685,544 179,465 322,268 96,689 1,283,966 1,170,229

Mr V Mdaka – Regional Operations Executive KZN

665,433 175,855 312,949 106,521 1,260,758 1,133,132

Mr H Bambiso – Regional Operations Executive EC

608,562 159,063 286,599 121,791 1,176,015 1,073,189

Ms C Robertson – Regional Operations Executive WC/NC

685,544 180,485 416,701 1,785 1,284,515 1,164,092

Adv. W Lambley – Regional Operations Executive Gauteng

685,544 126,133 473,830 7,095 1,292,602 1,181,166

Ms Z Msweli – Regional Operations Executive FS/NW*

232,859 107,262 188,680 33,757 562,557 1,055,927

Mr T Makamedi – Regional Operations Excecutive FS/NW*

286,753 61,851 126,960 47,450 523,014 -

Mr A Mbatyoti – Information Services Executive

617,689 107,234 341,704 88,075 1,154,703 1,051,897

Ms M Kgabi – Regional Operations Executive LM/MP

599,564 153,838 294,598 175,693 1,223,693 1,066,255

Mr A Naidoo – Internal Audit Executive*

336,455 98,643 232,703 892 668,694 1,142,098

Mr S Mamotheti – Internal Audit Executive*

254,508 - 171,602 5,814 431,924 -

11,520,635 2,796,390 6,714,527 1,056,977 22,088,528 20,130,824

*Executivesforpartofthefinancialyear.



20. Categories of financial instruments

March2015

R

March2014

R

Financial assetsCash and cash equivalents 437,166,222 386,367,659

Deposits 1,751,291 1,936,750

Client trust account 29,208,068 35,287,091

Trade and other receivables 1,259,080 421,818

Financial liabilitiesTrade and other payables 83,876,882 80,681,022

Finance lease obligation 2,449,617 2,816,596

20.1 Risk Management

Sensitivity analysis riskLegalAidSouthAfrica’smajorsourceofrevenueisgovernmentgrantandtoalesserextent,interestincomedependingoncashequivalentsheld.Amajorexpenseisonsalarieswhicharefixedfortheperiodunderreview.

20.2 Sensitivity analysis

Belowistherecalculatedfinancialassetsandliabilitiesshowingtheeffectof:

•Aonepercentagepointdecreaseorincreaseinthecurrentaccountinterestrate.

•Aonepercentagepointdecreaseorincreaseintradeandotherpayableaccountinterestrate.

•Aonepercentagepointdecreaseorincreaseintradeandotherreceivableaccountinterestrate.

Method usedIt isassumedthedeceasedestatesfundsandtherentaldeposit interestratetrendhaveasignificanteffectontheamountsrecognisedinsurplusordeficit.Aonepercentpointchangeinassumeddeceasedestatefundandrentaldepositinterestratewouldhavethefollowingeffects:

March2015

March2014

(1%)R

1%R

(1%)R

1%R

Cash and cash equivalents (4,371,662) 4,371,662 (3,863,677) 3,863,677

Deposits (17,513) 17,513 (19,367) 19,367

Client trust account (292,081) 292,081 (352,871) 352,871



1. Market riskLegal Aid South Africa is required by regulation to invest its short term funds in the Corporation for Public Deposits (CPD) which is a subsidiary of the South African Reserve Bank. It accepts call deposits from the public sector and invests the funds in short termmoneymarket instruments,special treasurybillsandcash.SincetheCPD’sfundsmaybewithdrawnonshortnoticeapre-requisite is what investments are made mainly in short term assets and the CPD Board does not invest in any assets with a maturity of one and three years and at least 60% of all funds are invested in assets with a maturity of less than one month.

As all the short terms funds of Legal Aid South Africa are invested in short term bank deposits the issue of market risk does not arise or is normal.

2. Liquidity riskLiquidityriskistheriskthattheorganisationwouldnothavesufficientfundsavailableormayencounterdifficultiesinraisingfundstomeetsitsfuturecommitments.ThisriskisregardedaslowconsideringtheLegalAidSouthAfrica’scurrentfundingstructuresand management of available cash resources.

March2015

R

March2014

R

<3 months 627,081 92,022

3–6 months 118,830 94,647

6 months–1 year 91,398 -

1+years 421,771 235,149

1,259,080 421,818

< 1 Year 1-2 Years 2-5 Years 5+ Years Total

Payables past due date

Trade and other payables Year 2015 83,730,346 146,536 - - 83,876,882

Client Trust Funds Year 2015 29,208,068 - - - 29,208,068

Finance lease obligation Year 2015 2,449,617 1,624,210 - - 4,073,827

Trade and other payables Year 2014 116,606,961 124,565 - - 116,731,526

Client Trust Funds Year 2014 35,287,091 - - - 35,287,091

Finance lease obligation Year 2014 2,816,596 2,126,308 - - 4,942,904

3. Interest rate riskThe organisation is exposed to interest rate risk in respect of returns on investments with financial institutions and interestpayableonfinanceleasescontractedwithoutsideparties.Theorganisation’sincomeandoperatingcashflowsaresubstantiallyindependentofchangesinmarketinterestrates.Theorganisationhasnosignificantinterestbearingassetsotherthanliquidcash.



4. Credit riskCreditriskarisesmainlyfromreceivablesandcashandcashequivalents.TheLegalAidSouthAfrica’sexposuretocreditriskarises because of default of counterparties with maximum exposure equal to the carrying amount of these instruments. These risksaremitigatedasfollows:

March2015

R

March2014

R

Receivables past due 421,771 235,149

a)Cashandcashequivalentsareplacedwithhighcreditqualityfinancialinstitutionthusrenderingthe credit risk with regard to cash and cash equivalents limited.

b) Transactions are entered into with reputable institutions approved by National Treasury.

c) With regard to accounts receivables, credit risk is limited by the fact that the organisation does not issue loans or raise debtors in its day to day business.

d) The Legal Aid South Africa does not offer credit facilities either to employees or any other person, except where a debtor may be raised due to advances on travel and subsistence.

21. Commitments

Judicare commitments 82,652,920 97,697,866

R82,65 million (R97,69 million) committed expenditure related to the estimated value of instructions issued before year-end where no accounts have been received. Refer to note 13 on Judicare provision.

Computer Hardware and IT Support 8,152,807 10,684,896

Computer software 19,413,456 8,485,870

Computer software licenses-cisco phones 409,364 -

Impact Litigation 5,430,083 20,320,948

Advertising 259,008 1,264,523

Signage and Branding 128,167 -

Building Maintanance 22,460 -

Land and building 26,354,927 12,110,218

Furniture and Equipment 140,591 160,371

Leasehold Improvements 153,767 26,469

Tools and equipment 113,961 -

Vehicle Tracking 661,293 -

Motor Vehicles 3,627,255 1,568,725

64,867,139 54,622,020

Legal Aid South Africa placed orders with suppliers before year end and the goods and services where not received on 31 March 2015



Operating lease commitmentsOperating lease – Legal Aid South Africa as lessee

Thefutureminimumleasepaymentsundernon-cancellableoperatingleasesareasfollows:

March2015

R

March2014

R

Not later than one year 38,638,826 31,202,756

Laterthanoneyearandnotlaterthanfiveyears 97,005,511 81,972,119

135,644,337 113,174,875

22. Contingent liabilities

22.1 Corporate Litigation 550,000 1,146,248

Corporate litigation is constituted of three categories namely professional negligence, disputes in judicare claims and general litigation.

22.1.1 Professional NegligenceThere are 2 claims relating to professional negligence in which clients alleged failure to prosecute claims timeously or non-prosecution of claims resulting in prescription. All claims are being defended. Legal Aid South Africa is insured and the amount of excess payable for the 1 claim is R50,000 and for the other claim the attorneys are proposing a settlement of R50,000.

100,000 80,000

22.1.2 Judicare ClaimsThis is a matter in which judgement was granted in favour of the claimant, however a referee must be appointed to determine the quantum of the claim. Based on the bills/claims submitted, there is a likelihood that an amount of R450 000 may be a reasonable amount. The bills will be taxed based on the high court tariffs, as our tariff scales in terms of the Legal Aid Guide are not applicable in relation to this claim.

450,000 450,000

22.1.3 General LitigationThis matter arises from a former landlord of a JC. It is alleged that restoration of the property was notdonewhentheofficewasvacatedandaclaimofsixmonthsrentalwasmade.Thecasewasdefended as the allegations made were disputed however a settlement was reached.

- 616,248

22.2 Surplus Fund 98,658,459 69,468,816

LegalAidSouthAfricahadasurplusofR98.6million(2014:R69.5million)ofwhichR64.8millionofthesefundswerecommittedtocertainprojectswhichcouldnotbefinalizedinthe2014–2015financialyear.ForthebalanceofR33.8millionarequesthasbeen submitted to national Treasury for approval to retain the funds. We have no reason to believe that the request will not be approved as previous requests were granted



22.3 Rollover funding

March2015

R

March2014

R

Computer hardware and IT support 8,152,807 10,684,896

Computer software 19,413,456 8,485,870

Computer software licenses-cisco phones 409,364 -

Impact litigation 5,430,083 20,320,948

Advertising 259,008 1,264,523

Signage and branding 128,167 -

Building maintanance 22,460 -

Land and building 26,354,927 12,110,218

Furniture and equipment 140,591 160,371

Leasehold improvements 153,767 26,469

Tools and equipment 113,961 -

Vehicle tracking 661,293 -

Motor vehicles 3,627,255 1,568,725

64,867,139 54,622,020

Legal Aid South Africa has applied to National Treasury to rollover the funds and the organisation is awaiting National Treasury approval.

23. Bad debts written off

Bad debts written off 235,155 624,439



24. Fruitless and wasteful expenditure and irregular expenditure

24.1 Fruitless and wasteful expenditure

Amount of fruitless

and wasteful

expenditure reported

R

Amount of fruitless

and wasteful

expenditure recovered

R

Amount of fruitless

and wasteful

expenditure not

recoveredR

In nineteen (19) instances interest was charged on late payment of invoices. 1,619 886 733

In four (4) instances, JC were charged penalties for late payment for late renewal of vehicle license.

892 892 -

In one (1) instance where reconnection fee charged for late payment on electricity account.

778 778 -

In one (1) instance where pleadings were sent to the wrong sheriff. 33 33 -

In one (1) instance where Legal Cluster meeting lunch was booked and paid for but not utilised.

90 90 -

Inone(1) instancewheredoublebookingwasmadefor theofficialattending inStellenbosch.

3,469 3,469 -

Total 27 6,881 6,148 733

Financial misconduct related to fruitless and wasteful expenditureTwentyseven(27)incidencesoffinancialmisconductwhichrelatestofruitlessandwasteful expenditure were reported for the year under review. 12 instances were only discovered at year end and could not be recovered at year end

Steps takenIn all 27 instances employees were given counseling. 12 instances monies were recovered,3 instances were condoned and 12 instances were only discovered during year end and were recovered subsequent to year end.



24.2 Irregular expenditure

March2015

R

March2014

R

Opening balance 1,067,439 55,983

Irregularexpenditureofficerental 1,529,616 1,067,439

Irregular expenditure other goods and services 1,244,580 -

3,841,635 1,123,422

Less:Amountscondonedforjudicareimpactandotherservices 1,067,439 55,983

2,774,196 1,067,439

Less:Amountsrecoverable(notcondoned) - -

Less:Amountsnotrecoverable(notcondoned) - -

Irregular expenditure awaiting condonation 2,774,196 1,067,439

24.2.1 Irregular expenditure office rentalInten(10)instancespaymentsweremadetosupplierwithnotaxclearancecertificate 1,529,616

24.2.2 Irregular expenditure other goods and servicesIn one (1) instance goods were procured but supporting documents could not be supplied for audit purpose

1,506

In two (2) instances goods for more than R2,000 were procured with less than three quotes requested and with no approved deviation

21,682

In two (2) instances goods were procured from a supplier who did not quote the lowest from the three quotes received and with no approved deviation.

10,587

In one (1) instance service was procured without following due tender processes 1,210,805

2,774,196

Analysis of expenditure condoned as per age classificationCurrent year - -

Prior year 1,067,439 55,983

Total 1,067,439 55,983

R 1,067,439 was approved by the board on 26 July 2014.

24.2.3 Financial misconduct related to irregular expenditureFourteen (14) incidents of financial misconduct, which relates to irregularexpenditure were reported for the year under review.

Steps takenIn all 14 instances request for condonation will be submitted for approval.



20151. When Legal Aid South Africa entered in to the lease contract with the landlords of Caledon JC, Hartwater SO, Soshanguve JC, BotshabeloJC,IngwavumaSO,PinetownJC,MountFrereSOandMthataJCtheyhadvalidtaxclearancecertificateswhichexpired during the lease period and they could not be renewed timeously.

2. Quest Research services was appointed to provide brand perception survey, however subsequent to the above tender being awarded two more purchase orders were issued to the same service provider to provide two additional surveys without following due tender processes.

2014The building occupied by Mthata justice centre is owned by Diocese of Mthatha religious body. When Legal Aid South Africa entered into the lease contract with the landlord, the Dioceses ofMthata in 200, they were registered as a public benefitorganisation.

The PBO status has subsequently not been renewed and hence their tax exemption has lapsed.

Alternative accommodation has been sought through the tender process, the quotation process and even approaching the individual service providers and estate agents, no suitable accommodation could be sourced.

24.2.4 Irregular expenditure payment of higher fees to Audit Committee membersDuring 2014, it was discovered that payment of higher fees to Audit Committee members was approved by the Board in February 2003 and not the Minister of Justice and Correctional Services as per paragraph 8.1 of the Legal Aid South Africa Board Charter and National Treasury Regulations section 20.2.2.

Approval to pay higher fees to audit committee members was subsequently obtained from the Minister of Justice and Correctional Services with effect from 1 May 2015. The Minister did not approve the payment of higher fees for periods prior to 1 May 2015 and deems this expenditure to be irregular.

March2015

R

March2014

R

Current Year 23,162 114,819

Prior Year 725,252 610,433

Total 748,414 725,252



24.3 Financial misconduct related to non compliance with Legal Aid South Africa financial policies and procedures

Steps takenFour(4)incidentsoffinancialmisconductwerereportedfortheyearunderreview.InallfourinstancestherewastransgressionofLegalAidSouthAfrica’sFinancialpolicies and procedures.

All four (4) employees were disciplined, two (2) were dismissed and two (2) were given written warnings.

25. Fraud Steps taken

Six (6) incidents of fraud were reported for the year under review. In 5 of the instances it was alleged that employees accepted payments from clients for services provided and on one (1) instance the employee misrepresented her educationalqualifications.

Three (3) of the employees left the organisation before finalisation of thedesciplinary process and three (3) were disciplined and dismissed.

26. Related party disclosures

All thepartiesthathavetheability tocontrolorexercisesignificant influenceoverLegalAidSouthAfrica inmakingfinancialand operating decisions were considered to be related parties of the organisations. Legal Aid South Africa operates under the umbrella of the Department of Justice and Correctional Services and the relevant Executive Authority is the Minister of Justice andCorrectionalServices.Thefollowingentitiesareconsideredtoberelatedpartiesduetocommoncontrol:

National Prosecuting Authority

Special Investigating Unit

South African Human Rights Commission

Public Protector

Guardian’sFund

President’sFund

South African Board of Sheriffs

Criminal Asset Recovery Account

Council of Debt Collectors

South African Law Reform Commission

Remunerationpaidtoseniormanagementasdefined.Refertonote19.2above

27. Change in Accounting Estimate

Change in useful livesOn 1 March 2014 the Board of Directors of Legal Aid South Africa approved a change in estimate of useful lives of computer equipmentandmotorvehicles inorder toachievea fairpresentationoffinancial informationofLegalAidSouthAfrica.Thechange in estimate is effective 1 April 2014.

The useful life of computer equipment was revised from its old useful life of 4 years to a new useful life of 5 to 10 years, motor vehicle was revised from its old useful life of 6 years to a new useful life of 8 to 10 years, building improvements was revised from itsusefullifeof5yearstoanewusefullifeof15to20yearswhilefurnitureandfittingswasrevisedfromitsoldusefullifeof5years to a new useful life of 10 to 15 years.



Thechangeintheusefullivesofproperty,plantandequipmentwillhaveacurrentimpactondepreciationonthefollowingassets:

(Decrease)/Increase

Building Improvement (1,179,529)

Motor Vehicles (4,662,493)

Computer Hardware (1,085,284)

Furniture and Equipment (339,258)

Thechangeintheusefullivesofproperty,plantandequipmentwillhaveafutureimpactondepreciationonthefollowingassets:

(Decrease)/Increase

Building Improvement 1,179,529

Motor Vehicles 4,662,493

Computer Hardware 1,085,284

Furniture and Equipment 339,258

28. Restatement of prior year comparatives fiqures

Inthe2014–2015financialyearthedepreciationrateappliedforcertaincategoriesofpropertyplantandequipmentwasnotproperly aligned to the period of usage of these assets. Some assets were utilised much longer than the estimated useful life. Legal Aid South Africa decided to depreciate its assets in line with its estimated useful life.

Theeffectofthisadjustmentwouldresultinthe2015financialstatementsreflectedasfollows:

The restated financial position figures

March2015

R

March2014

R

Accumulated surplus - 13,270,488

Accumulated depreciation - (10,814,672)

The restated financial performance figures

Depreciation - (2,455,815)



PARTG:COMPANY INFORMATION

AND CONTACT DETAILS


1. Regional Management

COMPANY INFORMATION AND CONTACT DETAILS

Back row from left: Grant Rudlin (Graaff-Reinet JCE); Fuzile Ngxukumeshe (Mthatha JCE); Helen McCallum (Grahamstown JCE); Linda Magaxeni (King William’s Town JCE); Henry Lerm (Uitenhage JCE) and Netarie Verwey (Aliwal North JCE).

Front row from left: Lynette Franklin (Port Elizabeth JCE); Yolundi Ngxola-Tshona (Queenstown JCE); Hope Bambiso (ROE); Lynette Marais (East London JCE) and Tobeka Maqwati (Butterworth JCE).

Standing from left: Wouter De Villiers (Bethlehem JCE); Cuma Siyo (Botshabelo JCE); Nhlanhla Shongwe (Ga-Rankuwa JCE); Victoria Mophulane (Lichtenburg JCE); Mothusi Khumalo (Mafikeng JCE); Nolitha Jali (Kroonstad JCE); Aubrey Kunene (Vryburg JCE); Catherine Muthivhithivhi (Rustenburg JCE) and Machini Motloung (Bloemfontein JCE).

Seated from left: Stefani De Villiers (Welkom JCE); Tshotlego Makamedi (ROE) and Moima Phakedi (Potchefstroom JCE).

EASTERN CAPE REGION

FREE STATE AND NORTH WEST REGION

GAUTENG REGION

From left: Michael Ramaphosa (Soshanguve JCE); Nomawethu Mtebele (Tembisa JCE); Stephen Mofokeng (Krugersdorp JCE); Flavia Isola (Pretoria JCE); Mmeli Motsepe (Soweto JCE); Aysha Ismail (Germiston JCE); Nokuphiwa Nguqu (Benoni JCE); Thami Manaba (Vereeniging JCE); Wilna Lambley (ROE) and Ncikazi Moahloli (Johannesburg JCE).

Absent: Alexandra JCE (position vacant).



From left: Tsakani Maluleke-Sihlangu (Tzaneen JCE); Ernest Mogashoa (Middelburg JCE); Mathew Shongwe (Ermelo JCE); Evans Mabitsela (Witbank JCE); Mpho Kgabi (ROE); Elton Makhadi (Makhado JCE); Thabo Ledwaba (Polokwane JCE); Jacqueline Maimela (Modimolle JCE); Thomas Madzaga (Thohoyandou JCE) and Sipho Ndhlovu (Nelspruit JCE).

Back row from left: Elroy Machelm (Malmesbury JCE); Janus Roothman (Vredendal JCE); Victor Mofokeng (Upington JCE); Nelis du Plessis (Caledon JCE) and Joseph Bosealetse (Kimberley JCE).

Front row from left: Cobus Esterhuizen (Cape Town JCE); Pumezo Qelile (Regional HRM); Ronelle Arendse (Bellville JCE); Cordelia Robertson (ROE); Fawzia Bacus (Worcester JCE); Mark Gaffley (Athlone JCE); Lesley-Ann Boer (RLM); Pieter Terblanche (George Acting JCE) and Liezel du Toit (Colesburg JCE).

Absent: Shawn Flowers (Stellenbosch JCE).

KWAZULU-NATAL REGION

LIMPOPO AND MPUMALANGA REGION

WESTERN AND NORTHERN CAPE REGION

From left: Mandla Ntobela (Ladysmith JCE); Bhekizenzo Mthethwa (Verulam JCE); Vis Nair (Pinetown JCE); Nomsa Nkosi (Umlazi JCE); Vela Mdaka (ROE); Musawakhe Sithebe (Vryheid JCE); Fathima Buckus (Newcastle JCE); Raguvhu Madzhiye (Pietermaritzburg JCE); Lungile Magoso (Empangeni JCE) and Roger Jasson (Port Shepstone JCE).


2. Contact Details

NATIONAL OFFICE CONTACT DETAILS

29 De Beer StreetJohannesburg, 2017, South AfricaDocex 117, Johannesburg

Tel:+27118772000Fax:+27118772222LegalAidAdviceLine:0800110110LegalAidSouthAfricaEthicsHotline:0800153728Website:www.legal-aid.co.za

Name Designation Email Address

Judge President Dunstan Mlambo Board Chairperson

Ms Vidhu Vedalankar ChiefExecutiveOfficer [email protected]

Mr Jerry Makokoane ChiefOperationsOfficer [email protected]

Adv. Brian Nair National Operations Executive [email protected]

Mr Patrick Hundermark Chief Legal Executive [email protected]

Mr Sethopo Mamotheti Internal Audit Executive [email protected]

Ms Rebecca Hlabatau ChiefFinancialOfficer [email protected]

Mr Thembile Mtati Corporate Services Executive [email protected]

Ms Amanda Clark Human Resources Executive [email protected]

Mr Mpho Phasha Communications Executive [email protected]

MrJoeKhoza Acting Information Service Executive [email protected]




No Justice Centre Principal Postal Address Physical Address Telephone Number

Fax Number

EASTERN CAPE1 Aliwal North Ms Netarie Verwey PO Box 153

Aliwal North

Docex 4

67 Somerset StreetAliwal North9750

051 633 2530 051 634 2662

2 Butterworth Ms Tobeka Maqwati PO Box 553Butterworth4960

Docex1

ECDC BuildingNo 24 High StreetButterworth

047 491 0006 086 530 4119

3 East London Ms Lynette Marais PO Box 7570East London5200

Docex 57

No 86 Oxford Street5th FloorOxford HouseEast London5200

043 704 4700 043 722 3503

4 Graaff-Reinet Mr Grant Rudlin PO Box 326Graaf-Reinet6280

Docex 3

64 Church StreetGraaf-Reinet6280

049 807 2500 049 892 6033

5 Grahamstown Ms Helen McCallum PO Box 105Grahamstown6140

Docex 18

69 High StreetGrahamstown6140

046 622 9350 046 622 8873

6 King Williams Town Ms Linda Magaxeni PO Box 2323King Williams Town5600

Docex 4

2nd FloorOld Mutual BuildingCnr Cathcart & Macclean StreetKing Williams Town

043 604 6600 043 642 4885

7 Mthatha MrFuzileNgxukumeshe

PO Box 536Mthatha5099

Docex 13

96 Sutherland Street PRD BuildingMthatha5099

047 501 4600 047 531 4144

8 PortElizabeth Ms Lynette Franklin PO Box 27989Greenacres6057

Docex 127

1 Uitenhage RoadNorth EndPortElizabeth6001

041 408 2800 041 487 3335

9 Queenstown Ms Yolundi Ngxola- Tshona

PO Box 1398Queenstown5320

Docex 28

No 2–4 Shepstone RoadJeantel Bld, Erf 5273Queenstown5319

045 807 3500 045 838 4620

10 Uitenhage Dr Henry Lerm PO Box 459Uitenhage6230

Docex 6

32–36 Baird StreetUitenhage6230

041 991 1811 041 991 1814

Eastern Cape Regional Office

Mr Hope Bambiso ROE

PO Box 63799GreenacresPortElizabeth6056

Docex 131

5 Mangold StreetNewtown ParkPortElizabeth6001

041 363 8863 041 363 1216

Table 22: Justice Centres and Regional Offices Contact Details



Fax Number

FREE STATE PROVINCE1 Bethlehem Mr Wouter de Villiers PO Box 1324

Bethlehem9700

Docex 15

24 Cnr Commissioner & Naude StreetBethlehem9700

058 303 6824 058 303 6823

2 Bloemfontein Mr Machini Motloung PO Box 9899Bloemfontein9300

Docex 46

1st FloorSouthernPlazaBuilding41 Charlotte Maxeke StreetBloemfontein9301

051 447 9915 051 447 2106

3 Botshabelo Mr Cuma Siyo PO Box 6141Botshabelo9781

Docex 001Botshabelo

Suite No 5Varese CentreBotshabelo9781

051 534 4917 051 534 4930

4 Kroonstad Ms Nolitha Jali PO Box 2229Kroonstad9500

Docex 12

99 Murray StreetKroonstad9501

056 216 4800 056 212 4522

5 Phuthadithjaba Mr Lot Madungandaba

PrivateBagX831Witsieshoek9870

Cnr Motloung & Setai StreetFDCOfficeBlockEPhutaditjhaba9866

058 713 5000 058 713 5002

6 Welkom Ms Stefani De Villiers PO Box 335Welkom9460

Docex 1

Archiquant Building8 Heerent StreetWelkom9460

057 357 2847 057 357 1948

NORTH WEST PROVINCE7 Ga-Rankuwa Mr Nhlanhla

ShongwePO Box 23Ga-Rankuwa North0209

Docex 3 Akasia

Shop No 58AGa-Rankuwa City CentreGa-Rankuwa0208

012 700 1416 012 700 1908

8 Klerksdorp Ms Melinda de Kock P O Box 2793Klerksdorp2570

Docex 9

Corner Leask and Bram Fischer Klerksdorp2570

018 464 3022 018 462 8607

9 Lichtenburg Ms Victoria M Mophulane

PO Box 1208Lichtenburg2740

Docex 7

25 Bantjes StreetLichtenburg2740

018 632 7600 018 632 7609

10 Mafikeng Mr Mothusi Khumalo PrivateBagX2125Mafikeng2745

Docex 8

3794 IEC Building ProteaOfficeParkSekame RoadMafikeng

018 381 1096 018 381 5094

11 Potchefstroom Mr Moima Phakedi PO Box 1447Potchefstroom2520

44 Dr James Moroka StreetRoyal Building2nd FloorPotchefstroom2531

018 293 0045 018 297 7425




Fax Number

12 Rustenburg Ms Catherine Muthivhithivhi

PO Box 2090Rustenburg0300

Docex 31

122 Beyers Naude DriveAlbach BuildingRustenburg0299

014 592 3186 014 565 6821

13 Vryburg Mr Aubrey Kunene PO Box 652Vryburg8601

Docex 7

71 Vry Street Vryburg8601

053 927 0095 053 927 0119

Free State & North WestRegionalOffice

Mr Peter Makamedi ROE

PO Box 1798BrandwagBloemfontein9300

Docex 125Bloemfontein

163 Nelson Mandela DrivePhg BuildingBloemfontein9301

051 412 8040 051 447 3754

GAUTENG PROVINCE1 Alexandra Vacant PO Box 1192

Bramley2018

Docex 5GlenHazel

650 Louis Botha AveBramleyJohannesburg2018

011 786 3603 011 786 0862

2 Benoni Ms Nokuphiwa Nguqu

PO Box 2972Benoni1500

Docex 12

23 Tom Jones StrBedford Court BuildingBenoni1501

011 845 4311 011 421 1082

3 Germiston Ms Aysha Ismail PO Box 4302Germiston South1401

Docex 23

9th FloorStandard Bank Towers247 President StreetGermiston1401

011 842 7300 011 872 1527

4 Johannesburg MsNcikaziMoahloli PO Box 62378Marshalltown2107

Docex 259

70 Fox StreetMarshalltownJohannesburg2000

011 870 1480 011 838 6658

5 Krugersdorp Mr Stephen Mofokeng

PO Box 660Krugersdorp1740

Docex 19

3rd Floor ABSA BuildingCnr Kruger & Human StreetKrugersdorp

011 660 2335 011 660 2050

6 Pretoria Ms Flavia Isola PO Box 1281Pretoria0001

Docex 350

2nd FloorFNB Building206 Church StreetPretoria

012 401 9200 012 324 1950

7 Soshanguve Mr Michael M Ramaphosa

PO Box 401Soshanguve152

Docex 5Pretoria North

Medicos CentreStand no 2093Block HSoshanguve0152

012 797 2721 012 797 2573

8 Soweto Mr Mmeli Motsepe PO Box 392Pimville1808

Docex 115

Office403&411AMaponya MallChris Hani RoadKlipspruit

011 938 3547 011 983 8220




Fax Number

9 Tembisa Ms Nomawethu Mtebele

PO Box 1725Tembisa1620

Docex 30Kempton Park

Shop 42 Tembisa MegaMart MallBotswana RoadTswelopelo SectionTembisa

011 316 0197 011 316 0198

10 Vereeniging Mr Thami Manaba PO Box 3948Vereeniging1930

Docex 25

8 Jasmine Mansions28 Senator Mrks AveVereeniging1938

016 421 3527 016 421 4287

Gauteng Regional Office

Adv Wilna Lambley ROE

PO Box 16237Lyttelton

Docex 134

144 Cantonment StreetSelborne CentreLytteltonPretoria0157

012 664 2921 012 664 6920

KWAZULU-NATAL 1 Durban Ms Nomsa Nkosi PO Box 4397

Durban4000

Docex 214

Suite 4014th FloorSalibury House332 Smith StreetDurban4001

031 304 0100 031 304 3564

2 Empangeni Ms Lungile Magoso PO Box 38Empangeni3880

Docex 18

MazuliHouse7 Maxwell StreetEmpangeni3008

035 792 4949 035 792 4954

3 Ladysmith MrJeromeShezi(Acting JCE)

PO Box 1181Ladysmith3370

Docex 9Ladysmith

371 Murchison StreetCnr Murchison & Eggerton (opposite Anderson Motors)PBS BuildingLadysmith3370

036 638 2500 036 637 5036

4 Newcastle Ms Fathima Buckus PO Box 1850Newcastle2940

Docex 7

65 Scott StreetNewcastle2940

034 328 7100 034 312 3426

5 Pietermaritzburg Mr Raguvhu J Madzhiye

Suite 173PostnetX9118Pietermaritzburg3200

Docex 64

183 Church Street Pietermaritzburg3201

033 394 2190 033 342 2576

6 Pinetown Mr Vis Nair PO Box 1006Pinetown3600

Docex 162

1st Floor ABSA Building1 Church RoadPinetown3600

031 719 2700 031 701 5880

7 Port Shepstone Mr Roger Jasson PO Box 50148Port Shepstone4240

Docex 5Port Shepstone

2nd Floor MB Centre49 Aiken StreetOpposite ABSA BankPort Shepstone4240

039 688 9600 039 682 5908

8 Umlazi Mr Mandla Ntobela PO Box 36265Ntokozweni4089

Docex 1

V1332Ithala Industrial ParkCnr Mangosuthu Highway & Road 1902Umlazi4031

031 918 8100 031 906 1477




Fax Number

9 Verulam MrBhekizenzoMthethwa

PO Box 183Verulam4340

Docex 380Durban

Suite1AyeshaRazakCentre1st FloorAyeshaRazakCentre23 Groom StreetVerulam4340

032 533 2654 032 533 2651

10 Vryheid Mr Musa Sithebe PO Box 852Vryheid3100

Docex 5Vryheid

Ground Floor SuiteABSA Building199A Church StreetVryheid310

034 989 8300 034 989 8311

KwaZulu-Natal RegionalOffice

Mr Vela Mdaka ROE PO Box 2489Pinetown3600

Docex 261Durban

7th Floor Charter HouseCnr Crompton & Union StreetPinetown3600

031 717 8450 031 702 1960

LIMPOPO PROVINCE1 Makhado Mr Elton Makhadi PO Box 4591

Louis Trichardt0920

Docex 8Louis Trichardt

Noor GardensCnr Krogh & Devenish StrLouis Trichardt0920

015 519 1100 015 519 1103

2 Modimolle Ms Jacqueline Maimela

PO Box 4373Modimolle0510

Docex 8

Shop 8Nyl Sake SentrumNelson Mandela DriveModimolle0510

014 717 4977 014 717 4980

3 Polokwane Mr Thabo Ledwaba PO Box 1314Polokwane0700

Docex 24

2nd Floor Pioneer Building52 Landros Marais StreetPolokwane0700

015 291 2429 015 295 4386

4 Thohoyandou Mr Thomas M Madzaga

PO Box 3550Thohoyandou0950

Docex 3

Shop 2Metropolitan ComplexThohoyandou0950

015 962 6206 015 962 6383

5 Tzaneen Ms Tsakani Maluleke-Sihlangu

PO Box 2365Tzaneen850

Docex 16

2nd Floor TzaneenCrossingMallCnr Lydenburg & Skurving StrTzaneen

015 307 3129 015 307 3113

MPUMALANGA PROVINCE6 Ermelo Mr Matthew L

ShongwePO Box 656Ermelo2350

Docex 9Ermelo

14 Joubert StreetErmelo2350

017 819 7291 017 819 7270

7 Middelburg Mr Ernest Mogashoa PO Box 827Middleburg1050

Docex 3

Room 102D1st FloorWonderpark Spar BuildingCnr Walter Sisulu & Dr Beyers Naude StreetMiddleburg1050

013 243 5964 013 282 1235




Fax Number

8 Nelspruit Mr Sipho Ndhlovu PO Box 5103Nelspruit1200

Docex 31

Room 8068th Floor30 Brown StreetNedbank BuildingNelspruit1200

013 753 2154 013 755 1540

9 Witbank Mr Evans Mabitsela PO Box 4373Emalahleni1035

Docex 51

Room 7017th FloorVusani BuildingArras StreetEmalahleni1035

013 656 5290 013 656 5291

Limpopo & Mpumalanga Regional Office

Ms Mpho Kgabi ROE PO Box 11237Bendor Park0713

Docex 56Polokwane

Corma Park Number 3Rhodes Drift AvenueBendorPolokwane0700

015 296 0117 015 296 0102

WESTERN CAPE PROVINCE1 Athlone MrMarkGaffley PO Box 166

Athlone7760

Docex 9Athlone

2nd FloorKlipfontein RoadMelofinCentre7764Athlone

021 697 5252 021 697 5316

2 Bellville Ms Ronelle Arendse Docex 70Bellville

68 Durban RoadVan Der Stel BldgCnr Voortrekker & Durban StreetBellville7535

021 949 3062 021 949 2534

3 Cape Town Mr Cobus Esterhiuzen

PO Box 516Cape Town8001

Docex 19Cape Town

3rd Floor South African Reserve Bank Building60 St Georges MallCape Town8001

021 426 4126 021 426 5766

4 George Ms Zukiswa Mavuso Docex 27George

Tommy Joubert BuildingCnr Craddock & Courtenay StreetGeorge6530

044 802 8600 044 874 0779

5 Caledon Mr Nelis Du Plessis Docex 3Caledon

22 Church StreetCaledon7230

028 212 1815 028 212 1826

6 Malmesbury Mr Elroy Machelm Docex 6Malmesbury

1st Floor, The Lionel Frank Building47 Voortrekker Road Malmesbury

022 482 1784 022 482 4449

7 Stellenbosch Mr Shawn Flowers PO Box 534Stellenbosch7600

Docex 38

Office2012nd FloorEikestad MallBird StreetStellenbosch7600

021 882 9221 021 882 9237

8 Vredendal Mr Janus Roothman Docex 3Vredendal

9 Dorp StreetVredendal8160

027 201 1030 027 213 2627




Fax Number

9 Worcester MsFawziaEssopBacus

Docex 1Worcester

1st FloorWC BuildingCnr High & Stockenstrom StreetsWorcester6850

023 348 4040 023 348 4051

NORTHERN CAPE PROVINCE10 Colesburg MsLiezelDuToit Docex 4

Colesburg8 Campbell StreetColesburg9795

051 753 2281 051 753 2284

11 Kimberley Mr Joseph Bosealetse

PO Box 846Kimberley8300

Docex 4Kimberley

4 Sydney StreetPretmax BuildingKimberley8301

053 832 2348 053 832 2356

12 Upington Mr Victor Mofokeng Postnet 100PrivateBagX5879Upington8800

Docex 12Upington

11LutzStreetUpington8800

054 337 9200 054 337 9210

Western & Northern CapeRegionalOffice

Ms Cordelia Robertson ROE

Docex 23Stellenbosch

2nd FloorTrumali RoadShirazHouseBrandwachtOfficeParkStellenbosch7600

021 861 3000 021 886 8657




SATELLITE OFFICESNo Justice Centre No Satellite Office Postal Address Physical Address Telephone

NumberFax Number

GAUTENG PROVINCE1 Benoni 1 Nigel PO Box 2972

Benoni1500

Docex 12

Kruger and Okes23 Kingsway StreetNigel1491

011 814 5159 011 814 5259

2 Soweto 2 Westonaria N/A Shop3ElizabethCentrePresident Steyn StreetWestonaria

011 753 2604 011 753 2629

3 Vereeniging 3 Heidelberg PO Box 3948Vereeniging1930

Docex 25

Portion 424 Uekerman StreetEslin BuildingHeidelberg 1441

016 341 4430 016 341 4430

4 Frankfort PO Box 3948Vereeniging1930

Docex 25

55 JJ Hadebe StreetFrankfort

058 813 1624 058 813 2171

LIMPOPO PROVINCE4 Makhado 5 Musina PO Box 4591

Louis Trichardt920

Stand No 2110Nkhata Cresent StreetNancefieldExtension5Musina

015 533 1691 015 599 1692

5 Modimolle 6 Lephalale PO Box 17Lephalale555

First Floor2 Booysen StreetStamax BuildingFirst Floor

014 763 1433 014 763 1437

6 Polokwane 7 Mokopane PO Box 1314Polokwane0700

Docex 24

58 Rabe StreetRayveen ComplexMokopane 6515

015 491 4461 015 491 4759

8 Lebowakgomo PO Box 1314Polokwane0700

Docex 24

OGBH BuildingGround FloorLebowakgomo

015 633 7636 015 633 7704

9 Bochum PO Box 1314Polokwane0700

Docex 24

Shalas ComplexBlock B2MainstreetSenwabarwana

015 505 9031/2

015 505 9030

7 Tzaneen 10 Giyani PO Box 2365Tzaneen850

Ground FloorOld Mutual BuildingGiyani Main RoadGiyani

015 812 3065 015 812 3697

11 Phalaborwa PO Box 2365Tzaneen850

Shop No 432 Wildevey StreetPhalaborwa

015 781 0960 015 781 0976




NumberFax Number

KWAZULU-NATAL PROVINCE8 Empangeni 12 Ingwavuma PO Box 38

Empangeni3880

CnrJoziniandKwaNgwanase RoadIngwavuma3968

035 591 0950 035 591 0907

13 Mkuze PO Box 38Empangeni3880

Shop 22FMkuzePlazaOld Main RoadMkuze3974

035 573 1655 035 576 1656

9 Ladysmith 14 Estcourt PO Box 1010Estcourt3310

Shop No 1127 Albert StreetEstcourt3310

036 352 1997 036 352 1998

10 Newcastle 15 Dundee PO Box 1850Newcastle2940

Unit 1356 Smith StreetDundee3000

034 212 4351 034 212 4534

11 Pietermaritzburg 16 Greytown Suite 173PostnetX9118Pietermaritzburg3200

Shop No 140 Bell StreetGreytown3250

033 417 2146 033 417 2146

17 Bulwer Suite 173PostnetX9118Pietermaritzburg3200

Shop 5Stavcom BuildingMain RoadBulwer

039 832 0515/6 039 832 0518

12 Port Shepstone 18 Kokstad PO Box 50148Port Shepstone4240

29 Barker StreetKokstad4700

039 727 5081 039 727 5082

19 Ixopo PO Box 33Ixopo3276

Shop No 3Ixopo Bottlestore BldMargaret StreetIxopo3276

039 834 2962 039 834 2967

13 Umlazi 20 Umzinto PO Box 186Umzinto4200

OfficeA11Hypersingh CentreCnr Court & Textile RoadUmzinto

039 974 4591 039 974 4591

14 Verulam 21 Stanger PO Box 183Verulam4340

Suite 1 Stanger MallStanger Mall55 King Shaka StreetStanger4450

032 551 3740 032 551 3957

15 Vryheid 22 Ulundi PO Box 852Vryheid3100

FairbreezeOfficeParkPrincess Magogo StreetUlundi3838

035 870 0832 035 870 3108




NumberFax Number

MPUMALANGA PROVINCE16 Ermelo 23 Piet Retief PO Box 809

Piet Retief2380

14 Kruger StreetPiet Retief2380

017 826 4568 017 826 2725

24 Eerstehoek PO Box 112Elukwatini1192

Stand Number 88NhlazatsheGElukwatini1192

017 883 7931 017 883 0118

25 Standerton PO Box 1321Ermelo2430

OfiiceNo7Time Square Building48 Charl Cilliers StreetStanderton

017 712 5928 017 712 5963

17 Middelburg 26 Groblersdal PO Box 827Middleburg1050

Eldorado 7Voortrekker StreetGroblersdal470

013 262 4770 013 262 4768

27 Siyabuswa PO Box 827Middleburg1050

1664 A Maqhawe StreetSiyabuswa

013 973 3963 N/A

18 Nelspruit 28 Lydenburg PO Box 1146Lydenburg1120

29 De Clerk StreetKraaines BuildingLydenburg1120

013 235 9940 013 235 1669

29 Bushbuckridge PO Box 2357Bushbuckridge1280

R40 RoadProtea BuildingBushbuckridge1280

013 799 1832 013 799 1835

30 Tonga PO Box 1021Kwalugedlane1341

Stand 77Tonga ViewN/A

071 977 8579 013 780 3073

19 Witbank 31 Secunda PO Box 7630Secunda2302

Docex 8

2nd FloorOld Mutual Building Horwood StreetSecunda ComplexSecunda

017 634 8532 017 634 6571

32 Kwa-Mhlanga PO Box 4373Witbank1035

Erf 538/7Kwa-MhlangaBankview

013 947 3379 N/A

EASTERN CAPE PROVINCE20 Aliwal North 33 Sterkspruit PO Box 153

Aliwal North9750

Site 99Main Street Sterkspruit

051 611 0348 051 611 0349

21 Graaff-Reinet 34 Somerset East/Oos

PO Box 448Somerset East5850

Visser Centre 12Njoli StreetSomerset Oos5850

042 243 0610 042 24 33 048

35 Cradock PO Box 584Cradock5880

Venus BuildingMichau StreetCradock5880

048 881 4867 048 881 2275

22 Grahamstown 36 Fort Beaufort PO Box 487Fort Beaufort5720

No 38A Durban StreetFort Beaufort

046 645 2270 046 645 1318

23 King Williams Town

37 Stutterheim PO Box 2323King Williams Town

75 Hill StreetStutterheim4930

043-683 2973 043 683 1093




NumberFax Number

24 Mthatha 38 Lusikisiki PO Box 536Mthatha

OfficeNo9&10Embassy BuildingAMCA RoadLusikisiki

039 253 1442 039 253 1442

39 Bizana PO Box 536Mthatha

159 Main StreetBizana

039 251 0098 039 251 0098

40 Mount Frere PO Box 536Mthatha

Erf 339 Hospital RoadMt Frere4870

039 255 1473 039 255 1473

25 PortElizabeth 41 Humansdorp PO Box 393Humansdorp6300

Tredalux Building23 Main Street (at the rear)Humansdorp6300

042 295 2794 042 295 2768

26 Queenstown 42 Elliot PO Box 1398Queenstown5320

18 Market StreetElliot5460

045 9311 984 045 9311 986

27 Uitenhage 43 Kirkwood PO Box 459Uitenhage6230

Docex 6

32B John StreetKirkwood

042 230 0713 042 230 0679

WESTERN CAPE PROVINCE28 Athlone 44 Mitchells Plain PO Box 166

Athlone7760

Docex 9Athlone

Mitchells Plain CourtMitchells Plain7785

021 370 4220 N/A

30 Caledon 45 Swellendam Docex 3Caledon

67 Voortrekker StreetSwellendam6470

028 514 3026 028 514 2674

31 George 46 Beaufort West Docex 27George

102 Bird StreetBeaufort West6970

023 415 1689 023 414 3162

47 Riversdale Docex 27George

17 Heidelberg RoadRiversdale6670

028 713 4620 028 713 4621

48 Oudtshoorn Docex 27George

Allied BuildingRoom 302, 303 & 304Kerk StreetOudtshoorn

044 279 2255 044 279 2558

32 Malmesbury 49 Atlantis Docex 6Malmesbury

Drosdy CentreWesfleurCircleAtlantis7349

021 572 8522 022 482 4449

50 Vredenburg Docex 6Malmesbury

1st FloorStandard Bank Building20 Main RoadVredenburg7380

022 713 1006 022 713 1007

33 Vredendal 51 Calvinia Docex 3Vredendal

20 Hantam StreetCalvinia

027 341 2240 027 341 2264

52 Springbok Docex 3Vredendal

Portion of Old Royal FoodCnr of Riebeck & Loop StreetSpringbok 8240

027 718 2449 027 718 2453




NumberFax Number

NORTHERN CAPE PROVINCE34 Colesburg 53 De Aar 47 Church Street

De Aar7000

Docex 4Colesburg

47 Church StreetDe Aar7000

053 631 1950 053 631 1321

54 Victoria West 14 Church StreetVictoria West7070

Docex 4Colesburg

14 Church StreetVictoria West7070

053 621 0039 053 621 0037

35 Kimberley 55 Hartswater PO Box 846Kimberley8300

Docex 4 Kimberley

5 DF MalanCosmic Gold Centre, OfficeNo.5Hartswater8570

053 474 0341 053 474 0312

36 Upington 56 Kuruman X5879Upington8800

Docex 12Upington

3 Federale Mynbou StreetKuruman8460

053 712 3782 053 712 3783

57 Prieska PO Box 422Prieska8940

Docex 12Upington

29 Loots BoulevardPrieska8940

053 353 1184 N/A

58 Postmasburg 22 Boe StreetPostmasburg8420

Docex 12Upington

22 Boe StreetPostmasburg8420

053 313 3642 053 313 3642

NORTH WEST PROVINCE37 Klerksdorp 59 Wolmaranstad 12 Kruger Street

Kruger MallWolmaranstad2630

12 Kruger StreetKruger MallWolmaranstad2630

018 596 2775 018 596 1004

38 Lichtenburg 60 Delareyville PO Box 918Delareyville2770

Shop No.3 Corner Visser StreetDelareyville2770

053-948 1092 053 948 1182

39 Potchefstroom 61 Carletonville PO Box 1447Potchefstroom2520

49 A van Zyl &Smit StreetOberholzer2502

018 787 2346 018 787 2346

FREE STATE PROVINCE40 Botshabelo 62 Ladybrand PO Box 6141

Botshabelo9781

23 Piet Retief StreetOffice2Terblanche9745

051 924 0350 051 924 0360

41 Bethlehem 63 Ficksburg N/A 15 Erwee StreetFicksburg9730

051 933 3061 051 933 4086

42 Phuthaditjhaba 64 Vrede PO Box 716Vrede9835

55 Cnr Kerk and RasVrede9835

058 913 3521 058 913 3579



3. Map


NOTES

D LEGAL AID SOUTH AFRICA ANNUAL REPORT 2014–2015

Legal Aid House29 De Beer Street, Braamfontein

Johannesburg, 2017, South Africa

Private Bag X76Braamfontein, 2017

Telephone+27 11 877 2000

Ethics Hotline0800 153 728

Legal Aid Advice Line0800 110 110

[email protected]

Websitewww.legal-aid.co.za

RP140/2015ISBN: 978-0-621-43562-7

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