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Strategic Planning with Balanced Scorecard: Legal Aid SA

This strategic plan outlines Legal Aid South Africa's goals and objectives for the period 2009-2012. It emphasizes the use of the Balanced Scorecard approach to measure performance across financial, customer, internal processes, and learning and growth perspectives. The plan highlights the importance of aligning the organization to effectively deliver services to customers while considering the needs of donors and citizens who fund the organization. The context of the plan includes the demographic and economic factors affecting the client and community.

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Strategic Planning with Balanced Scorecard: Legal Aid SA

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  1. Briefing to Parliamentary Portfolio Committee on Justice & Constitutional Development Legal Aid SA - Strategic Plan 2009 – 2012 (reviewed annually for 2010/11 in September 2009)

  2. Content • Methodology • Context/environment • Mandate • Strategic Risks • Vision, Mission, Values • Outcomes and objectives • Strategies • Programmes Strategic Plan 2009-2012

  3. Strategic Planning Methodology

  4. Planning Methodology Annual Strategic Plan Review Strategic Plan Strategic Risks Values Performance Annual / Quarterly Report Business Plan Implementatio Plan Strategic Plan 2009-2012

  5. Strategic Planning using the Balanced Scorecard Strategic Plan 2009-2012 5

  6. Why Strategic Planning using the Balanced Scorecard? “The Balanced Scorecard (BSC) provides managers with the instrumentation they need to navigate to future competitive success. Today, organisations are competing in complex environments so that an accurate understanding of their goals and the methods for attaining those goals is vital. The Balanced Scorecard translates an organisation’s mission and strategy into a comprehensive set of performance measures that provides the framework for a strategic measurement and management system. The Balanced Scorecard retains an emphasis on achieving financial objectives, but also includes the performance drivers of these financial objectives. The scorecard measures organisational performance across four balanced perspectives: financial, customers, internal business processes and learning and growth. The BSC enables companies to track financial results while simultaneously monitoring progress in building the capabilities and acquiring the intangible assets they need for future growth.” (see Figure 1-1) Reference: Translating Strategy into Action - The Balanced Scorecard; Robert S. Kaplan & David P. Norton; Harvard Business School Press, Boston, Massachusetts (1996) Strategic Plan 2009-2012

  7. Strategic Planning using the Balanced Scorecard “The fundamental principles to create a Strategy-Focused Organisation are applicable across all sectors. In addition to the private sector applications described in Chapters 3 and 4, this chapter has shown how organisations in national and local governments and a variety of nonprofit and health care organisations have deployed the scorecard effectively and gained benefits from it. The principal difference in these sectors has been a more careful consideration of customers. Customers become elevated to the top of the Balanced Scorecard strategy maps as, ultimately, effective delivery of services to customers explains the existence of most government and nonprofit organisations. Also, the financial perspective may be portrayed at the top of strategy maps, concomitant with the customer perspective, to signal the importance of satisfying the donors and citizens who provide funding for the services that the organisation delivers. Once these modifications have been made, managers in government and nonprofit organisations have used the scorecard to gain agreement to the strategy and then align the organisation to deliver it effectively, much like their private sector counterparts.” Reference:The Strategy-Focused Organisation - How Balanced Scorecard companies thrive in the new business environment; Robert S. Kaplan & David P. Norton; Harvard Business School Press, Boston, Massachusetts (2001) Strategic Plan 2009-2012 7

  8. Strategic Planning using the Balanced Scorecard Strategic Plan 2009-2012

  9. Mandate

  10. Legal Aid South Africa Mandate The Constitution of RSA • Section 35(2) “Everyone who is detained, including every sentenced prisoner, has the right – • (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; …” • (a) … • 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; …” Legal Aid Act (Act 22 of 1969) Section 3“The objects of the board shall be to render or make available legal aid to indigent persons and to provide legal representation at state expense as contemplated in the Constitution, ...” Other legislationalso provides for legal assistance at state expense Strategic Plan 2009-2012

  11. Strategic Planning - Context

  12. Context/Environment – Client & Community Demographic • Population of SA Increased 40.5 million (1996) to 48.5 million (2007) Economy • Economy growing at an average of 4% pa. • Unemployment rate @Sept 07 is 35.8% • Average household income @ 2006 is R74 589. • Rising costs of food, fuel, water and electricity prices, • Levels of poverty and unemployment impact on the need for legal aid services; Deepening recession impacts on poverty. Urbanisation Issues & service delivery: • Internal migration –Gauteng & Western Cape received the most migrants from other provinces. • Xenophobia violence recurrence – scarce resources • Continuing disparity in urban versus rural areas, • Service delivery related unrests; • Impact of 2010 Soccer World Cup on criminal justice system. Education • Adult population with no education is 10.40% • Population above 15 years & literate is 87.50%. Health • HIV+ SAn population is HIV+ is 11.6% • HIV infections (2008) is 5,6 million • New HIV infections being ½million. • AIDS related deaths recorded as 374,655. • Adult mortality rate (number of adult deaths per thousand people) is 56.9 (2007) • Life expectancy at birth, projected (2010) 50.4 yrs. • SAfricans without medical aid (2006) 40,824,000 Living Conditions • Households (hh) living in formal dwellings (2007) 70.5% and in informal dwellings 14.5%. • 69.5 % of hhs have water in the dwelling/on site • 10.4% of hhs still using the bucket toilet system. Strategic Plan 2009-2012

  13. Context/Environment – Legal & Justice Civil court workload • The workload of the magistrate’s civil courts and family (divorce) courts and High Courts increased between 2005 and 2006 . Legal Aid SA Capacity to deliver its services has grown steadily over the years - number of new and finalised LAB matters has grown annually Correctional Services • 48,461 awaiting trialprisoners (2007)- reduced from 64,000 (2000) • 10 841 (22%) in prison because could not afford bail - 70% had bail set @ <R1 000 •   Of the ATPs 17,351 (36%) were in six prisons • 1,165 children awaiting trial (2007) & 325 (28%) >3 Mths •  Sentenced prisoners reduced -135,253 to 122,154 (2005) to 113,779 (2006) • Minimum sentencing legislation has impacted on life imprisonment – 518 (1996) to 6,998 (2006). • 65% (1998) prisoners sentences of ≤ 7 yrs to 39% (2006) Crime Statistics • SAPS statistics indicate crime is decreasing • Underreporting of crime is decreasing • marked increase in reporting rate in some crime categories • 2001-06, total 2,1 million cases of serious violent crime were reported to the SAPS Prosecution Statistics • new criminal court cases decrease by 5% (2002-07) due to better screening of dockets received Court Statistics • Finalised cases (incl diversion)decrease by 10% (02-07) • Outstanding cases increased by 9.4% (2002-2007) • Backlog cases decreased slightly in 2006/07 • Conviction rates (2004-07) High courts 86%; Regional Courts 70% & District Courts 87% • Court hours (2004-07) in all courts decreasing – contributing to increase in outstanding and backlog cases. 13

  14. Strategic Risks

  15. Strategic Risks 2009-12 Client & Community • Changes in environmental factors (inequality, crime, health, consumer issues, migration…) create new and increasing demand for legal services • Organisational capacity resulting in inadequate access to justice for clients including at courts and Lack of funding for civil legal aid • Quality of legal services offered by Legal Aid SA (including judicare quality) • Legal Aid SA Image/ Reputation Risk Legal & Justice • Inefficiencies of CJS negatively impact on image and credibility of all entities within CJS; Lack of confidence in CJS • New proposals/laws implemented without requisite funding Government/Parliament • Efficiency of Department of Justice impacting on responsibilities as Executive Authority • Independence of Legal Aid South Africa • Political support for legal-aid (as reflected in funding support) • Inconsistent application of OSD perpetuating non-alignment of salaries within the justice cluster • OSD Phase II implementation and change in Performance Management System Finance & Sustainability • Unequal resourcing of legal aid relative to other agencies impacts on Legal Aid South Africa performance and quality • Government’s ability to maintain baseline level of funding Employee & Organisational Capacity /Innovation & Learning • Attraction and Retention including career pathing and the attraction and retention of Specialist Skills • IT Capacity gaps not responsive to business need • Data integrity in an IT dependent environment • Organisational Culture Strategic Plan 2009-2012 15

  16. Vision, Mission & Values

  17. Legal Aid South Africa Vision 2020 A South Africa in which the rights enshrined in The Constitution are protected and defended to ensure peace and justice for all. Strategic Plan 2009-2012

  18. Legal Aid South Africa Mission 2020 To be a leading provider of quality, professional legal services, ensuring effective access to justice for the poor and vulnerable, in an independent, efficient and caring manner. Strategic Plan 2009-2012

  19. Legal Aid South Africa Mission – branding line Strategic Plan 2009-2012

  20. Legal Aid South Africa Values Passion for justice To live for giving effect to the rights enshrined in our Constitution and to be committed and dedicated to increasing access to justice for all Caring To ensure we treat our clients and staff as human beings (and not as different form us or as numbers) in a manner that we would want others to treat us and to care for their well being. Respect for human dignity (ubuntu) and diversity To ensure that in all our dealings with our clients, communities and staff we respect the dignity of every person regardless of class, race, gender, sexual orientation, age or any other form of prejudice. To value our differences in a manner that celebrates our diversity. Empowerment To empower our clients to make informed choices about legal matters impacting on their lives.To empower our staff to develop to their full potential and to contribute to achieving our vision and mission. Integrity To be honest and ethical in all our dealings. Accountability To be accountable to our clients on their legal matters and to the public of South Africa for the effective and efficient utilisation of public funds as well as to our Executive Authority and Parliament for the public funds we receive and the mandate we have to fulfil. Strategic Plan 2009-2012

  21. Outcomes & Objectives

  22. Strategic Plan 2009-2012 22

  23. Legal Aid SA Outcomes & Objectives (2009-12) Outcome 2: Justice for all focusing on the poor & vulnerable and ensuring that the Constitution is a living document for all the people in SA Outcome 3: A sustainable, efficient and independent organisation fulfilling its mandate. Outcome 1: An effective and efficient justice sector as is realisable within our mandate Outcome 4: Citizens and communities committed to and living by the rights enshrined in our Constitution. Strategic Plan 2009-2012

  24. Legal Aid SA Outcomes & Objectives cont.(2009-12) Outcome 3: A sustainable, efficient and independent organisation fulfilling its mandate. Outcome 4: Citizens and communities committed to and living by the rights enshrined in our Constitution. Outcome 2: Justice for all focusing on the poor & vulnerable and ensuring that the Constitution is a living document for all the people in SA Outcome 1: An effective and efficient justice sector as is realisable within our mandate Strategic Plan 2009-2012 24

  25. Strategies

  26. Legal Aid SA Strategies (2009-2012) Strategic Plan 2009-2012

  27. LEGAL AID SOUTH AFRICA STRATEGIC PLANNING 2009-12LINKING STRATEGIES CLIENT/COMMUNITY STAKEHOLDERS SHAREHOLDERS To educate/inform communities about the Constitution and legal-aid services To increase access to client- focused & quality legal services To contribute to building an efficient and effective justice system & JCPS Cluster To timeously account to Parliament & the Executive Authority so that they are well informed of Legal Aid SA strategies & programme To maintain a sustainable and financially stable Legal Aid SA To ensure good governance FINANCE & SUSTAINABILITY To develop a strong and recognised Legal Aid SA brand (national & Internationally) To review business process s (delivery and support services) and ensure that they are efficient, effective, economic, client- centered, professional and independent To develop accurate, relevant and timeous management information to inform business planning and decisions To ensure sound financial management and sustainable business processes INTERNAL BUSINESS PROCESSES To maintain a positive organisational culture To implement people- centered human resource management – Legal Aid SA an employer of choice To develop appropriate competencies To build a learning and innovative organisation To expand the national footprint – increase capacity to deliver and support the delivery of legal services To maintain and enhance the IT Platform EMPLOYEE & ORGANISATIONAL CAPACITY INNOVATION AND LEARNING To support the development of functional legal aid systems in Africa and in the developing countries

  28. Programmes

  29. Legal Aid SA Strategies & ProgrammesClient, community, stakeholder and shareholder Strategic Plan 2009-2012

  30. Legal Aid SA Strategies & ProgrammesFinance and sustainability Strategic Plan 2009-2012

  31. Legal Aid SA Strategies & ProgrammesInternal Business Processes Strategic Plan 2009-2012

  32. Legal Aid SA Strategies & ProgrammesEmployee &organisational capacity/Innovation & learning Strategic Plan 2009-2012

  33. From Strategic Plan to Business Plan… • The Strategic Plan was submitted to the Executive Authority on 30 September 2009. • The final approved Strategic Plan informs the preparation of our Business Plans which will expand the strategies into programmes and projects. • We identify targets and measures (Key Performance Indicators KPIs) for each of the programmes and projects and link them to budgets, responsible persons, time-frames and milestones for delivery. • This is incorporated into each of our individual performance contracts. Strategic Plan 2009-2012

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