ATC141031: Budgetary Review and Recommendation Report of the Portfolio Committee on Justice and Correctional Services on the Department of Justice and Constitutional Development, National Prosecuting Authority, Legal Aid South Africa, Special Investigating Unit, South African Human Rights Commission and the Public Protector, dated 30 October 2014
Justice and Correctional Services
The Budgetary Review and Recommendation
Report of the Portfolio Committee on Justice and Correctional Services on the
Department of Justice and Constitutional Development, National Prosecuting
Authority, Legal Aid South Africa, Special Investigating Unit, South African
Human Rights Commission and the Public Protector, dated 30 October 2014
The Portfolio
Committee on Justice and Correctional Services, having considered the performance
and requests for additional allocations for the medium term period of the
Department of Justice and Constitutional Development, National Prosecuting
Authority, Legal Aid South Africa, Special Investigating Unit, South African
Human Rights Commission and Public Protector, reports as follows:
1.
Introduction
1.1
The Committee oversees the Department of Justice and Constitutional
Development and several other institutions that receive their allocation under
the Justice and Constitutional Development Vote. These other institutions,
which are either statutorily or constitutionally independent, include the
National Prosecuting Authority (NPA); Legal Aid South Africa; Special
Investigating Unit (SIU); South African Human Rights Commission (SAHRC) and
Public Protector (PP).
1.2
The Vote
has five programmes:
·
The Department of Justice and Constitutional
Development is directly responsible for the Administration, Court Services and
State Legal Services programmes. The Office of the Chief Justice (OCJ) was proclaimed
a department in August 2011 but, until it is fully capacitated with its own
Vote, is funded under Court Services.
·
The National Prosecuting Authority (NPA) receives its
allocation under Programme 4. (Although the Director-General: Justice and Constitutional
Development remains its accounting officer, the NPA accounts separately for its
performance and spending.)
·
Programme 5 contains allocations to various auxiliary and
associated services, including transfer payments to Legal Aid South Africa and
the Special Investigating Unit (SIU), as well as to two of the State
Institutions Supporting Democracy the South African Human Rights Commission
(SAHRC) and the Public Protector (PP).
·
Programme 5 also includes the Justice Modernisation
sub-programme, which is responsible for the design and implementation of IT
infrastructure for the integration of business processes within the criminal
justice system, involving JCPS Cluster departments.
1.3
Briefly
, the core functions of the Department, NPA, Legal Aid
SA, SIU, SAHRC and PP are as follows:
·
The
Department
of Justice and Constitutional Development
supports the management of the
criminal and civil justice systems. It is also responsible for several other
activities, for example, the provision of legal services to government and the
reparations policy flowing from the Truth and Reconciliation Commission (TRC)
process. The Department played a leading role in coordinating the
implementation of actions of the JCPS Cluster towards delivery of Outcome 3 in
the last administration. Going forward, for the MTSF, the Minister of Defence
and Military Veterans is to chair the JCPS Cluster, with the Minister of Police
as deputy chairperson.
·
National Prosecuting Authority (NPA)
institutes
criminal proceedings on behalf of the State.
·
Legal Aid South Africa
(Legal Aid SA) provides
independent legal representation to the poor and vulnerable at State expense.
Although the main thrust of its work is to provide legal representation to criminal
accused, in recent years, Legal Aid SA has incrementally expanded its services
to provide advice and representation in civil matters.
·
The
Special
Investigating Unit (SIU)
recovers and prevents financial losses to the
State due to acts of corruption, fraud and maladministration; and can assist
departments with systemic improvements that will improve service delivery. The
SIU has civil litigation powers to correct any wrongdoing it uncovers in its
investigations. Investigations are authorised by Presidential proclamation.
·
The
Office of
the Chief Justice
(OCJ) was proclaimed a government department in 2010 and provides
support to the Chief Justice in his or her role as Head of the Judiciary and
the Constitutional Court. It also provides administrative support to the South
African Judicial Education Institute.
·
The
South
African Human Rights Commissions
(SAHRC) mandate is extremely broad,
encompassing almost every aspect of civil, political, social and economic
rights. It must promote respect for human rights; promote the protection,
development and attainment of human rights; and monitor how well human rights
are observed. The Constitution also provides that each year the Commission must
require relevant organs of state to provide it with information on measures
taken towards the realisation of the socio-economic rights contained in the
Constitution. The Commission has specific obligations in terms of the Promotion
of Equality and Prevention of Unfair Discrimination Act 4 of 2000 and the
Promotion of Access to Information Act 2 of 2000.
·
The
Public
Protector
(PP) is mandated to ensure governments accountability and to
provide remedies for maladministration and abuse of authority. The Constitution
empowers the Public Protector to
investigate
any conduct in state affairs, or in the public administration in any sphere of
government, that is alleged or suspected to be improper or to result in any
impropriety or prejudice;
to report on that conduct;
and to take appropriate remedial action.
1.4
The Money Bills Procedures and Related Matters Amendment Act 9 of 2009
sets out the process that allows Parliament to make recommendations to the
Minister of Finance to amend the budget of a national department. In October of
each year, portfolio committees must compile Budgetary Review and
Recommendation Reports (BRRR) that assess service delivery performance given
available resources; evaluate the effective and efficient use and forward
allocation of resources; and may make recommendations on the future allocation
of resources. These BRRRare also source documents for the Standing Committee on
Appropriations when it makes recommendations to the House on the Medium-Term
Budget Policy Statement (MTBPS). The annual review and analysis of performance
forms part of this process. As this is the beginning of the Fifth Parliament, it
is first-time that this Committee will undertake the BRRR process.
1.5
In the new Administration,
the Departments of
Correctional Services and Justice and Constitutional Development remain
distinct departments with their own accounting officers but are placed under a
single ministry. In line with this, in the Fifth Parliament, this Committee has
been mandated to oversee both departments. This has created certain challenges
for the Committee. Its expanded mandate requires that it consider and report on
the past and present performance, spending to date, and forward-funding needs of
both Departments, and for associated institutions as well, within the limited
timeframes available. Nevertheless, the Committee has ensured that it engaged
with all those that report to it on their annual reports, their service
delivery performance and spending to date, as well as their forward funding
needs.
Method
1.6
The Committee engaged with the Justice Department, NPA, Legal Aid SA,
SIU, SAHRC and PP on their respective annual performance and spending for 2013/14.
The meetings also addressed service delivery performance and spending to date,
as well as any additional funding needs for the 2015 MTEF.
1.7
These briefings took place over a two-week period in October 2014, as
follows:
·
National Prosecuting Authority, 21 October 2014.
·
Department of Justice and Constitutional Development, 16
October 2014.
·
South African Human Rights Commission, 22 October 2014.
·
Public Protector, 22 October 2014.
·
Legal Aid South Africa, 17 October 2014.
·
Special Investigating Unit, 21 October 2014.
1.8
The Committee also met with the Auditor-General on the audit outcomes for
the Vote on 16October 2014.
1.9
The Committee values the contribution of the stakeholders
who gave submissions as part of this BRRR process. Their participation has
contributed to the Committeesgreater understandingof critical issues in the
sector, in particular the implementation of key policies and legislation that
have a bearing on improved access to justice for vulnerable groups. Submissions
were called for and the following stakeholders gave input on 16 October 2014:
·
Shukumisa Campaign and the Community Law Centre,
incorporating research from RAPCAN.
·
Womens Legal Centre.
1.10
Copies of all the presentations from role players and stakeholders are
available from the committee secretary.
1.11
The Committee has expressed its view in previous reports that it is not
enough to engage on performance annually, as monitoring is an ongoing process.
Unfortunately, once again, the parliamentary programme and the Committees
workload has precluded it from meeting as regularly as it had intended with the
Department and other institutions on their performance against predetermined
objectives, as well as related expenditure. However, both this Committee and
the Committee in the Fourth Parliament have considered and reported on the
respective strategic plans and budget proposals of the Justice Department, NPA,
Legal Aid South Africa, OCJ, SIU, SAHRC and PP for the period under review
(2013/14 and 2014/15). As part of these processes, the Committee made extensive
reporting requests on specific issues that it had identified as requiring
further monitoring, to which the Department responded in great detail, which form
part of this report. In addition, expenditure for the Vote is monitored
quarterly.
Structure of the
report
1.12
This Report comprises five parts:
·
Part 1 provides:
Ø
An overview of the key policy focuses for 2013/14 and 2014/15.
Ø
An overview of the allocation to the
Justice and Constitutional Development
Vote 2012/13
to 2016/17.
Ø
A discussion of expenditure patterns for 2013/14 and the First Quarter
2014/15.
Ø
Responses to the 2013 Budgetary Review and Recommendation Reports
Recommendations.
Ø
A summary of the audit outcome for the Departments financial
statements, as well as those of the relevant institutions, for 2013/14.
Ø
An overview of the reported spending pressures for the 2015 MTEF.
·
Part 2 gives:
Ø
An overview of the strategic and operational environment that informs
the delivery of justice services;
Ø
Selected performance information, as reported to the Committee, for the
programmes for which the Department is directly responsible - Programme 1:
Administration; Programme 2: Court Services and Programme 3: State Legal
Services.
·
Part 3 has selected performance information, as
reported to the Committee, for the NPA.
·
Part 4 contains selected performance information for
Programme 5: Legal Aid SA; SIU; SAHRC and PP.
·
Part 5 sets out the Committees observations and
contains a table summary of requests for additional information.
·
Part 6 sets out the Committees recommendations,
including those relating to requests for additional funding for the 2015 MTEF.
Part 1
2.
Overview of key policy focus areas and related strategies
2.1
Crime and corruption is regarded as posing the greatest threat to the
realisation of all the five priorities of Government. For several years,
including 2013/14, the imperative to deliver on Governments Outcome 3 (All
people in South Africa are and feel safe) has driven a JCPS Cluster agreement,
with outputs, aimed at realising the Outcome.The agreement focuses on combating
serious crime and corruption; strengthening the criminal justice system;
addressing cybercrime; and the integration of systems across the JCPS Cluster.
2.2
For some time now, funds have been prioritised to the Justice Vote to
improve the efficiency of the criminal justice system, including modernisation
programmes that also focus on alignment and integration of systems where
appropriate.
2.3
An increased focus on efforts to combat waste, inefficiency and
corruption includes strengthening the anti-corruption system by, among others,
providing additional resources to the Anti-Corruption Task Team (of which the
SIU is a part).
2.4
The establishment and strengthening of the Office of the Chief Justice
(OCJ) is regarded as vital to transforming the judicial system. During 2013/14
plans were made to migrate the Superior Courts to the OCJ, in line with
Superior Courts Act, 2013. The intention is that the OCJ will have its own Vote
(by 1 April 2015).In the meantime, the focus is on enhancing capacity to
support the Chief Justice in his or her role as head of the Judiciary. On 1
October 2014, 1 486 staff were transferred from the Department of Justice and
Constitutional Development to the OCJ with attached administrative functions. An
ad hoc
budget of R1.4 billion for 2014/15
was also transferred.
2.5
A concept paper is to be developed on a separate and independent or
autonomous judicial administration model. It is anticipated that research will
take two or three years and there is also need to facilitate public discourse
on this.
2.6
The transformation of the magistracy and lower courts is being
addressed. A blueprint to guide revision of the Magistrates Court Act, 1944, is
being developed. The Framework on the Rationalisation of Lower Courts,
completed under the project to align magisterial districts with municipal
boundaries, forms part of the blueprint.
2.7
Also, to increase access to justice, other aspects of transformation
continue to be addressed and include: the realignment of magisterial
boundaries, which are based on old-order racial and geopolitical boundaries
of the self-governing and independent states with municipal boundaries; the
conversion of branch courts in traditional black areas and rural areas to
full-service courts; and several major infrastructure projects are in progress.
Notably, construction of a High Court in Polokwane, Limpopo, is nearing
completion, while construction of a High Court in Nelspruit, Mpumalanga, is underway.
2.8
The transformation of state legal services, which is another measure to
increase access to justice, is aimed at addressing the apparent lack of
co-ordination of legal services thathas created operational challenges across
government. The Cabinet approved a framework for the transformation of state
legal services. As a first step, amendments to the State Attorneys Act, 1957,
establish the position of Solicitor-General to represent the State in all civil
litigation.
2.9
In 2013/14, the re-establishment of dedicated sexual offence courts
throughout the country was announced as a priority. Fifty-seven regional courts
are being progressively upgraded to meet the Sexual offences Court Model
against available resources in the course of the next three years: a total of
22 courts were identified for upgrading in 2013/14. The rest of identified
regional courts will be progressively resourced from April 2015.
2.10
An assessment of the impact of the decisions of the Constitutional Court
and Supreme Court of Appeal is being undertaken. The Human Sciences Research
Council, together with the University of Fort Hare, were awarded the tender for
the study. The Department received a draft preliminary report in March 2014.
2.11
In 2011, the Department mandated the establishment of a National Task
Team to develop a National Intervention Strategy to address so-called
corrective rape and other forms of violence against Lesbian, Gay, Bisexual,
Transgender and Intersex (LGBTI) persons. During 2013/14, the terms of
reference for the National Task Team and Rapid Response Team; the National
Intervention Strategy and an information pamphlet were all developed. Notably,
a Rapid Response Team was established to attend to pending and reported cases
where hate crimes have been committed against LGBTI persons.
2.12
An insolvency policy was developed in order to address issues of
economic transformation of the insolvency industry, focusing on the appointment
of insolvency practitioners. Although the policy was published in February
2014, with an implementation date of 31 March 2014
, implementation has been delayed pending the outcome of litigation.
3.
Overview of Justice and Constitutional Development Vote: Budget
allocation and expenditure
3.1.
Main
appropriation 2013 MTEF
3.1.1
The main appropriation increased from R15.3
billion in 2012/13 to R16.7 billion in 2013/14. This included a direct charge
against the National Revenue Fund of R2.6 billion for judges and magistrates
salaries. If the direct charge is excluded, the appropriation in 2013/14 for
the Votes five programmes is R14.1 billion.
3.1.2
Overall, in 2013/14, the allocation grew in
real terms by 3.3%. The Administration, Court Services and State Legal Services
programmes, which the Department administers directly, showed little real
growth from 2012/13. Similarly, there was also little growth in the allocation
to the National Prosecuting Authority in real terms (1.72%). The Auxiliary and
Associated Services programme showed the largest growth: this programme grew in
real terms by 9.73%, driven by additional allocations for the criminal justice
system revamp and further capacity in the public entities and constitutional
institutions.
3.1.3
Additional allocations to the Votes baseline
for 2013/14 were for the following policy priorities:
·
R318 million in 2013/14, R419 million in
2014/15 and R558 million in 2015/16 for the criminal justice system revamp,
Thuthuzela Care Centres (TCCs) and security at courts.
·
R22 million in 2013/14, R31 million in
2014/15 and R40 million in 2015/16 for additional capacity in public entities
and constitutional institutions.
3.1.4
In 2013/14, the Department made R14.4 million
(2012/13), R15.1 million (2013/14) and R15.9 million (2014/15) available to
Legal Aid SA from its baseline for carry through costs of the Childrens Act
and Child Justice Act.
3.2.
Adjusted
Appropriation 2013/14
3.2.1.
Notably, previous budgets provided additional
allocations to the baseline for infrastructure spending: R 340 million in
2012/13; R350 million in 2013/14 and R100 million in 2014/15. Largely as a
result of delays on the part of the Department of Public Works, the Department
has struggled to spend this budget, reporting a savings of R200 million in
2012/13 on its capital expenditure (CAPEX) budget. With National Treasury
approval, the amount was reprioritised. A similar trend was observed in
2013/14.
3.2.2.
During the adjustments process, a total of
R576 million was moved between programmes: R265 million and R199 million was
reallocated from Court Services and Auxiliary and Associated Services
respectively. Although these
virements
were within acceptable limits (well below the 8% permitted in terms of Treasury
Regulations), the following are notable:
·
Due to delays on the part of the Department
of Public Works, an amount of R198 million was shifted from buildings/capitals
works in Court Services for municipal rates and taxes and building leases in
Administration.
·
An amount of R137 million was shifted from
Justice Modernisation in Auxiliary and
Associated Services as follows:
Ø
R133.7
million to fund the Seriti Arms Procurement Commission and Marikana Commission.
Ø
R3.3
million for the South African Human Rights Commission to pay for legal
representation at the Marikana Commission.
Ø
R10
million was reallocated from vacancies in the Special Investigating Unit (SIU
) to pay for
Curator Fees
in the
National Prosecuting Authority.
3.2.3.
An additional R72.2 million was allocated to
the Vote in the adjustments process: R30.2 million to fund a higher wage bill
and R42 million to cover increases for personnel in certain clerical posts. (The
increase for clerical posts is in response to an agreement made by the Department
of Public Service and Administration (DPSA) with public sector trade unions and
was not part of the annual wage negotiations).
3.3.
Main
Appropriation 2014 MTEF
3.3.1.
The main appropriation to Justice and
Constitutional Development increased from R16.7 billion in 2013/14 to R17.9
billion in 2014/15.
3.3.2.
The
Justice Departments budget for 2014/15 is R9.8 billion, which shows a slight
real increase of 0.87% from 2013/14.The remaining amount of R8.05 billion is
allocated as follows:
·
R3.25 billion to the NPA.
·
R2.7 billion, which is a direct charge
against the National Revenue Fund for judges and magistrates salaries
(Although magistrates salaries show minimal real growth from 2013/14 the
amount allocated for judges salaries decreases slightly in real terms.).
·
R2.1 billion under Programme 5 Auxiliary and
Associated Services are transfers: R1.46 billion for Legal Aid SA; R296.8
million for the SIU; R217.6 million for the PP and R128.1 million for the SAHRC.
3.3.3.
Although, there is some additional
funding to the Justice baseline in the amount of R618 million over the MTEF,
delays in implementing a number of capital works and modernisation projects has
led Cabinet to approve budget reductions of R1.4 billion over the MTEF (R508
million in 2014/15, R543 million in 2015/16 and R362 million in 2016/17).
3.3.4.
Over the medium term, the additional
funding from Treasury with the re-prioritised funding from the budget reductions
and savings set out in the table above are to be spent on the following items:
Table 1: Items receiving re-prioritised
funding over the MTEF
|
2014/15
|
2015/16
|
2016/17
|
TOTAL
|
Upgrading of 7200 clerical posts
|
R100 million
|
R110 million
|
R120 million
|
R313 million
|
Salary adjustments (cost of living
increases)
|
R22 million
|
R23 million
|
R24 million
|
R68 million
|
Cost increases for accommodation leases
and municipal services (incl. rates and taxes)
|
R200 million
|
R210 million
|
R310 million
|
R720 million
|
Appointment of Permanent Personnel
|
R237 million
|
R250 million
|
R265 million
|
R751 million
|
Transfers to Legal Aid SA and SAHRC (to
increase capacity and for CJS projects)
|
R51 million
|
R53 million
|
R57 million
|
R161 million
|
TOTAL
|
R610 million
|
R646 million
|
R776 million
|
R2.01 billion
|
4.
2013 Budgetary
Review and Recommendation Report recommendations for the 2014 MTEF
4.1.
During the 2013 BRRR process, the Committee
supported the Justice Departments request for assistance with budgetary
shortfalls in the following areas:
·
Security of infrastructure, operations and personnel
.
The average annual spending of R428 million is against an available
budget of R300 million. There were efforts to introduce savings in this area
but the
cost of providing security services at courts and other
justice service points remains an unresolved funding challenge for the
Department.
·
Newly commissioned and completed infrastructure projects
.
Start-up costs for the infrastructure that will be finished in the MTEF
period required R255 million. Concurrently capacity needs to be expanded in the
NPA and Legal Aid SA.
·
Upgrading of
clerks
(levels 3 and 4 to 5; and levels 5 and 6 to 7).
·
Establishment and capacitation of the OCJ
. An additional
amount of R191 million over
the MTEF period is needed.
·
Transformation of State Legal Services
. An estimated amount of R100 million is required over the MTEF.
·
The
costs of the Marikana and Seriti Commissions of Inquiry.
4.2.
In contrast to previous years,
National Treasury
, did not provide a specific response to the
Committees funding recommendations but noted in general that:
'A number of committees recommended that
additional budget allocations be made available for certain programmes,
sub-programmes or other budget items. Where these recommendations are supported
by the relevant departments when weighed against other priorities, they will be
taken into account in future budget discussions
.'
4.3.
While re-prioritised
funding from goods and services and capital works (of R508 million in 2014/15,
R543 million in 2015/16 and R362 million in 2016/17) will assist the Department
in funding some areas of budget shortfalls, additional funding to fund other priorities
such as the transformation of state legal services or the OCJwas not made
available for 2014/15.
5.
Spending 2013/14 and First Quarter 2014/15
5.1.
Overall, in
2013/14, the Department spent 4.3% less than the approved budget (in contrast
to 2012/13, when 99.8% of the approved budget was spent). This is attributed
mainly to delays in the implementation of the IJS/CJS Revamp projects, which
impacted on spending under goods and services; delays in the implementation of
capital works projects by the Department of Public Works, which impacted on
payments for capital assets; and vacancies. The trend continues in the First
Quarter of 2014/15.
5.2.
At programme level,
the following is observed:
·
There
was under-spending in the Administration; Court Services; and Auxiliary and
Associated Services (Justice Modernisation) programmes.
·
In
Court Services, there was over-spending on most sub-programmes (Constitutional
Court, SCA, High Court; Lower Courts and Specialised Courts, as well as Administration
of Courts). Exceptions were the Magistrates Commission, Family Advocate,
Facilities Management and Government Motor Transport sub programmes. Still,
overall, challenges experienced under the Facilities Management subprogramme
relating to the implementation of projects to build new courts led to
underspending overall for the programme.
·
In
State Legal Services, there was significant under spending for the
Constitutional Development subprogramme at 82% of the approved budget.
·
The
NPA over-spent its budget at 100.8%. This was attributed to spending on the
Asset Forfeiture Unit and Support Services subprogrammes (at 152% and 108% of
their respective approved budgets).
·
Under
Auxiliary and Associated Services, there was considerable underspending for
Justice Modernisation at 84%. This was attributed to delays in the
implementation of IJS and CJS Revamp projects. The funds allocated for the
IJS/CJS Revamp projects are earmarked and of the R313 million allocated, a
total of R192.5 million or 61.5% of the approved budget was spent.
·
There
was under-spending for the Direct Charge for judges and magistrates salaries
related to delays in filling vacant regional court magistrates posts.
·
Although
there is improvement in the overall vacancy rate, high vacancy rates continue
to occur in critical occupations.
5.3.
Spending in
terms of economic classification was as follows:
·
The
compensation of employees budget is the Justice Departments main cost driver
(74% of the budget goes to pay salaries). Cost of living increases that are
above the inflation rates remain a challenge. The Department reported that the
costs of upgrading clerical posts 3 and 4 to 5 and 5 to 6 and 7 over the 2014
MTEF is R1.3 billion. Despite these factors, the Department spent 95.6% of its
approved Compensation of Employees budget.
·
Under-spending
on capital works continued. At the end of 2013/14, spending on buildings and
other fixed structures stood at 49.7%. The approved budget for this item was
initially R1.05 billion but R198 million was shifted to Administration after
the Adjustments process. As a result, Cabinet approved reductions of R507.7
million in 2014/15, R543 million in 2015/16 and R362 million in 2016/17 flowing
from delays in the implementation of capital works projects. These are to be
reprioritised over the MTEF for the appointment of additional personal in the
Department, public entities and constitutional institutions and for
implementation of legislation and criminal justice sector revamp projects in
Legal Aid SA.
·
Once
again, funds were shifted from capital works projects to address a shortfall in
the allocation for that payment of municipal rates, taxes and leased
accommodation. The funds for lease of buildings and municipal accounts
including charges for electricity, water sanitation and rates and taxes-these
accounts escalate annually on average between 8% and 6% while the baseline
increases between 4% and 6%. As the Department expands its footprint this problem
will continue to escalate.
5.4.
Overview of First Quarter spending 2014/15
5.4.1.
Overall, spending in the first quarter of 2014/15 was less than projected
by 4.7%. This is attributed to the following
:
·
Delays
in the implementation of the IJS/CJS Revamp projects. There are earmarked funds
for the CJS Revamp/IJS. Notably, no funds were spent by other IJS Departments
within the JCPS Cluster: as National Treasury has stipulated that no transfers
may be made to departments that have recorded significant underspending on
their overall budgets in previous years.
·
Delays
in the submission of invoices on leases by DPW. (Notably, none of the earmarked
funds devolved from DPW for leases were spent).
·
Delays
in the implementation of capital works projects by the DPW. Spending under the
Court Services: Facilities subprogramme was 5% of that projected.
6.
Audit
outcomes
Table 2: Summary of audit
opinion 2008/09 2013/14
|
Audit opinion
|
|
||||
2008/09
|
2009/10
|
2010/11
|
2011/12
|
2012/13
|
2013/14
|
|
Department of
Justice
|
Qualified
|
Qualified
|
Qualified
|
Qualified
|
Unqualified
with findings
(Compliance and PDOs)
|
Unqualified with findings
(Compliance)
|
NPA
|
Qualified
|
Qualified
|
Unqualified with findings
|
Unqualified with findings
|
Unqualified
|
Unqualified
|
Legal Aid SA
|
Unqualified
|
Unqualified
|
Unqualified
|
Unqualified with findings
|
Unqualified
|
Unqualified
|
SIU
|
Unqualified with findings
|
Unqualified
|
Unqualified with findings
|
Unqualified with findings
|
Unqualified with findings
(PDOs and compliance)
|
Unqualified with findings
(Compliance)
|
Public Protector
|
Qualified
|
Unqualified with findings
|
Unqualified with findings
|
Unqualified with findings
|
Unqualified with findings
|
Unqualified with findings
(Compliance)
|
SAHRC
|
Unqualified with findings
|
Unqualified with findings
|
Unqualified with findings
|
Unqualified with findings
|
Qualified with findings
(Payables; property, plant and equipment)
|
Unqualified
|
Part 2
7.
Overview of the Department of Justice and Constitutional Developments
strategic and operational environment
7.1.
At the beginning of 2013/14, a fifth
high-level goal was added to the four high-level goals of previous years, all
of which are outlined below:
·
Goal 1: To enhance organisational performance on all
aspects of administration. (Improved compliance with legal and good practice
requirements in respect of governance across all branches and structures
towards an unqualified audit.)
·
Goal 2: To facilitate the (effective and efficient) resolution
of criminal, civil and family law disputes by providing accessible, efficient
and quality administrative support to the courts. (Courts and justice service
points are supported to improve finalisation rates, efficiencies and backlogs
in respect of all criminal, civil and family matters.)
·
Goal 3: To provide effective and cost-efficient state
legal services (The exposure of government to legal risk is reduced, citizens
have access to quality guardian and probate services, the state has access to
legal advice and services and constitutional development is promoted.)
·
Goal 4: To effectively co-ordinate the JPCS Cluster in
the delivery of Outcome 3. (The provision of effective co-ordination of the
cluster to enable the achievement of the eight outputs that will result in the
successful delivery of Outcome 3: All people in South Africa are and feel
safe.)
·
Goal 5: To promote the Constitution and its values
(Compliance by government departments with the Promotion of the Administrative
Justice Act, 2000, (PAJA) is substantially improved; citizens are better
informed on how to exercise their constitutional rights; public engagement with
relevant stakeholders, civil society and community-based organisations is
improved through public participatory
fora; and
constitutional development is promoted.)
7.2.
Two new strategic
objectives (Enhanced litigation services
and Administration
of the Promotion of Access to Information Act (PAIA), 2000)
and new indicators for 2013/14 include:
·
The number of re-established sexual offences courts.
·
The number of magisterial districts aligned to
municipal boundaries.
·
The number of Service Delivery Implementation Plan
(SDIP) progress reports and
annual surveys on the implementation of PAIA
by public bodies concluded.
7.3.
In 2013/14, the three
MTSF projects prioritised since 2011/12 continue:
·
Good governance and clean administration
.The Department aimed to achieve a no audit qualification in 2012/13
and sustain this in subsequent years. (The Department did achieve an
unqualified audit for 2012/13.)
·
Service turnaround in maintenance services
. In 2011/12, a three-year turnaround project for maintenance services
was initiated, focusing on the maintenance chain in its entirety.
·
Service turnaround in the Masters Branch.
The focus has been on improving service delivery. The Paperless Estate
Administration System is being used at the
Nelspruit office and will be rolled out to additional offices.
7.4.
Specifically, in
2013/14, there was a strong focus on maintaining and improving the Departments
administration to obtain an unqualified audit opinion on the Vote account.
Initiatives to do so specifically addressed the Third Party Funds (TPF).
7.5.
In addition, the Department
identified the following major challenges in 2013/14:
·
Despite under spending of more than R475 million, the
Department experienced a shortfall in operational expenses. The underspending
is attributed to delays in infrastructure spending by the Department of Public
Works; as well as procurement delays for IJS on the part of SITA in the
delivery of the disaster recovery site and a network upgrade.
·
The challenges relating to the implementation of the
OSD for legal practitioners continue. This has created labour relations issues
and has impacted on service delivery.
·
The funding of commissions of inquiry places strain on
the Departments budget.
·
Budget cuts for 2015/16 and 2016/17 (amounting to R268
and R385 million respectively) will adversely affect service delivery
improvements, planned interventions to improve access to justice, and the
implementation legislation, including maintenance of security infrastructure;
transformation of state legal services; introduction of paralegals as
registrars in regional and district courts; the introduction of mediators in
Magistrates Courts; governance systems relating to the Legal Practice Act, 2014;
the small claims court re-engineering programme; addressing violence against
women and children; capacitation of new courts; technical capacity within the
Department to fast-track projects implemented by DPW; the roll-out of the LGBTI
strategy and framework; and the rollout of Protection of Personal Information
Act.
8.
Programme
performance 2013/14
The
Department administers three programmes: Administration; Court Services, which
is the Departments core programme and consumes the majority of the
Departments budget; and State Legal Services. Under Auxiliary and Associated
Services, the Justice Modernisation sub-programme funds the JCPS Cluster
projects relating to the Criminal Justice System Review/Revamp and Integrated
Justice System.
Overall,
the Department achieved or exceeded 80% of its 57 key performance indicators
and targets. This is a significant improvement on it performance in 2012/13,
where only 44% of targets were met.
8.1.
Programme 1 - Administration
8.1.1.
The
Administration
programme is responsible for the Departments management and
development of policies and strategies for the efficient adminstration of
justice.
8.1.2.
The seven strategic
objectives under this programme include increased compliance with prescripts to
achieve and sustain an unqualified audit; and improved management of fraud and
corruption cases. A strategic objective relating to the improved co-ordination
of the JCPS Cluster towards the delivery of Outcome 3 is also found under this
programme. There has been considerable focus on attaining an unqualified audit
opinion this was achieved in 2012/13 and, going forward, on maintaining and
improving on the audit outcome.
8.1.3.
P
rogramme
performance. Met or exceeded targets in 17 of 21 (90%) of the performance
indicators, compared to 61% in 2012/13 and 37% in 2011/12.
Table 3: Administration- Selected targets and
actual performance
Administration
|
|||
Selected indicators
|
Performance
|
|
|
2011/12
(Targets: 7/19 (37%) achieved/exceeded)
|
2012/13
(Targets: 14/23 (61%) achieved/ exceeded)
|
2013/14
(Targets 17/21 (90%) achieved/exceeded)
|
|
Percentage of the Audit
Action Plan completed by Internal Audit
|
ACHIEVED
The Department exceeded
its target, completing 82% of the Plan against the target of 80%.
|
EXCEEDED
The Department exceeded
its target, completing 86% of the Plan against the target of 81%.
|
EXCEEDED
85% of the plan completed against a target
of 75%.
|
Percentage new forensic
investigations finalised
|
|
EXCEEDED
77% against a
target of 60%
|
EXCEEDED
91% against a target of
50%
|
Percentage older forensic
investigations finalised
|
|
EXCEEDED
100% against a target of
70%
|
EXCEEDED
100% against a target of
55%
|
Percentage completion of
integrity competency of senior management (vetting)
|
NOT ACHIEVED
Achieved 50% against the
target of 65%.
|
NOT ACHIEVED
Vetted 101 senior managers
against a target of 169 (Achieved 60% against the target of 68 %.)
|
EXCEEDED
Vetted 145 senior managers
against a target of 115.
|
Reduce vacancy rate
|
NOT ACHIEVED
The vacancy rate stood at 11.14%, excluding judges
and magistrates and 10.52% including judges and magistrates against a target
of 7%. The overall performance in the reduction of vacancies was impacted on
by an unexpected increase in terminations, transfers and promotions to other
departments.
|
ACHIEVED
The vacancy rate stood at 10% against a target of
10%.
|
EXCEEDED
The vacancy rate stood at 9.98% against a target of
11%.
|
% grievance cases finalised
|
ACHIEVED
Exceeded its target of 50% by 15%, achieving 65%.
|
NOT ACHIEVED
Achieved 57% against a target of 60%, as OSD matters
cannot be completed because of discussions with DPSA.
|
EXCEEDED
Finalised 85% against a target of 40%.
|
% misconduct cases finalised
|
ACHIEVED
Achieved its 65% target in misconduct cases against
a target of 65%.
|
NOT ACHIEVED
Achieved 63% against a target of 70% as complex
matters.
|
EXCEEDED
Achieved 65% against a target of 50%
|
Number of regulations for providing assistance to
TRC victims gazetted
|
NOT ACHIEVED
80% of two draft regulations against a target of
completion of two regulations (health and education)
|
NOT ACHIEVED
12.5% completion of an additional set of draft
regulations against target of 100% completion of regulations on community
rehabilitation and housing
.
|
NOT ACHIEVED
2/3 Regulations on basic and higher education were
approved by the Minister and submitted to the Presidency for consideration.
The Regulations of medical benefits are not yet approved.
|
Number of IJS quarterly reports
|
ACHIEVED
4 of 4 reports
|
ACHIEVED
4 of 4 reports
|
ACHIEVED
12 of 12 reports
|
8.1.4.
Key achievements in 2013/14 included:
·
Maintained and
improved on the unqualified audit opinion on the Vote account. The Guardians
Fund and Presidents Fund also received unqualified audit opinions for 2013/14.
·
Significantly
improved overall performance: 80% of performance targets were achieved in
2013/14, compared to 44% in 2012/13 and 28% in 2011/12.
·
Resolved 85% (against
a target of 80%) of Presidential Hotline related cases within 30 days of
receipt. Maintenance, appeals, estates and trial-related cases form the
majority of these matters. The Department remains a leading department in this
regard.
·
Key top management
posts were filled (DDG: Corporate Service: Chief Financial Officer; and DDG:
Legislative Development). Overall, 1239 posts were filled during the year, to
keep the vacancy rate at 9.98%.
·
The management of
grievance and misconduct cases has improved with 85% and 65% of these cases
respectively being finalised ahead of the annual target.
·
The Department of Performance
Monitoring and Evaluations (DPME) MPAT tool reports the Department as one of
two best performing departments on Service Delivery Improvement Programmes.
·
Progress has been
made on the IJS with integration between the SAPS: CAS and NPA and ICMS being
established.
8.1.5.
Challenges arising during 2013/14 included:
·
The Auditor-General
issued a disclaimer on the TPF. The current accounting system is inadequate.
The Department is waiting for SITA to approve the appointment of a service
provider to develop a new system.
·
Problems relating to
the Occupational Skills Dispensation (OSD) for legally qualified persons remain
unsolved. This has led to labour relations issues which impacts on service
delivery. The Department continues to engage with the DPSA towards a solution.
·
Problems with ICT
systems and infrastructure resulted in delays in maintenance payments to some
beneficiaries. This is being addressed: a team is currently fixing the JDAS and
EFT systems, and a rapid response team is addressing the underlying ICT
infrastructure problems.
·
There are spending
pressures relating to the operational costs and resulting from the Seriti Arms
Procurement Commission of Inquiry and the Marikana Commission of Inquiry. The
expectation was that the Commissions would have completed their work by now,
but this is not the case.
·
A high staff turnover
rate and capacity constraints in Integrity Management and Enterprise Risk Management
negativelyimpact on efforts to vet officials, especially at senior management
level and in supply chain management.
·
Security challenges
within the Department are a concern, as there has been a general increase in
reported crime incidents at service points. Going forward, funding may need to
be increased to address this challengealthough, for now, the Department has
managed to increase the security budget from its allocation. A joint JCPS
Cluster effort to address security concerns is being discussed.
8.2.
Programme
2- Court Services
8.2.1.
The
Court Services programme
facilitates the resolution of criminal, civil and family law disputes by
providing accessible, efficient and quality administrative support to the
courts and managing court facilities.
8.2.2.
The programme has five strategic objectives: Improved
finalisation of activities in support of Outcome 3 (backlog courts); increased
protection of the rights of vulnerable groups; increased protection of children
and promotion of family cohesion through mediation; increased access to justice
by under-serviced communities (facilities and infrastructure); and improved
delivery of services at the courts.
8.2.3.
Programme performance: Met or exceeded 11 of 12 (92%)
performance indicators, compared with 2012/13 where the Department met or
exceeded targets in 4 of 13 (30.7%) performance indicators.
Table 4: Court services - Selected targets
and actual performance
Court Services
|
|||
Performance
|
|||
Selected indicators
|
2011/12
(Targets: 6/20 (28.5%) achieved/exceeded)
|
2012/13
(Targets: 4/13 (30.7%) achieved/exceeded)
|
2013/14
(Targets: 11/12 (92%) achieved/exceeded)
|
Number of cases on backlog roll
|
EXCEEDED
|
EXCEEDED
|
EXCEEDED
|
% implementation of Maintenance Turnaround Project
|
NOT ACHIEVED
65% of target of 100% of the year one plan
|
NOT ACHIEVED
65% oftarget of 100% of second year plan limited
space capacity at certain court buildings.
|
ACHIEVED
100% of target of 100%.
|
No. of re-established sexual offences courts
completed
|
-
|
-
|
EXCEEDED
19 courts completed against a target of 9.
|
% of convictions recorded on the NSRO
|
-
|
ACHIEVED
88% (2320/2622) of target of 72%.
|
EXCEEDED
100% of target 74% (15 452 convictions
recorded).
|
% non-litigation family law cases mediated per year
|
-
|
NOT ACHIEVED
19% against a target of 100%.
|
EXCEEDED
28% achieved against a target of 15%.
|
Number of branch courts converted to full-service
courts
|
NOT ACHIEVED
18 of target of 24 converted
|
NOT ACHIEVED
18 of target of 24 converted (6 were designated in
April 2013).
|
ACHIEVED
5 of target of 5.
|
No. of small claims courts established
|
|
NOT ACHIEVED
16 of 24 small claims courts established (total of
278/387) dependent of availability of practitioners and retired
commissioners. (Target was to establish a small claims court in every
district)
|
EXCEEDED
30 small claims courts established against target of
20.
|
% default judgments performed by Clerk of Court
within 14 days (Lower Courts)
|
-
|
NOT ACHIEVED
56% of target of 65% - data collections problems
(target was 30 days).
|
EXCEEDED
83% against a target of 50% (283 888/341 784
requests received).
|
% unopposed taxations processed within 14 days of
set down
|
-
|
ACHIEVED
69% of target of 65%
(Target was 30 days).
|
EXCEEDED
90% against a target of 65% (20 710/22 888 were
processed).
|
8.2.4.
Court services recorded the following key achievements in
2013/14:
·
Only 4 768 (2%) of
beneficiaries received payments in cash to the value of R3.2 million in March
2014. This is a major service turnaround achievement for the Department.
·
The number of
convictions recorder on the National Register of Sexual Offenders (NSRO) increased
from 88% (2 320/2622) in 2012/13 to 100% (15 452) in 2013/14.
·
More than 43 million
cases have been digitised in the nine biggest courts as part on an ongoing
initiative to ensure safekeeping of records and to create much needed space in
the courts.
·
Seven new offices of
the Family Advocate were established during 2013/14 servicing the childrens
and domestic violence courts, and also intervening in regional courts and high
courts where matters affecting children are heard (divorce, etc.).
·
The audio-visual
remand system was rolled out to 47 magistrates courts linked to 21 correctional
centres. In 2013/14, 9068 criminal cases were remanded using the audio-visual
remand system.
·
Case flow management
forums were established.
·
The Gelvandale Court
was completed during 2013/14 and was opened in April 2014. The Limpopo High
Court is progressing following the appointment of new contractors. The Mpumalanga
High Court site was handed over to contractors to begin construction.
8.2.5.
Key challenges arising in 2013/14:
·
The blueprint for the
transformation of the magistracy and lower courts was delayed.
·
Planning issues
relating to case management adversely impacted on court hours (in the first
five months of 2013/14, courts averaged 3h32) despite an ENE indicator of 4h20
minutes increasing to 4h30 in 2014/15.
·
Building of new
courts remains a major challenge. There was underspending amounting to R347
million as a result of these delays.The Department cannot reach targets due to
delays and, in addition, there is a risk of inflationary cost escalations as a
result.
8.3.
Programme
3 - State Legal Services
8.3.1.
This programme provides legal and legislative services to
government, supervises the administration of deceased and insolvent estates,
registers trusts and manages the Guardians Fund, and prepares and promotes
legislation and undertakes research in support of this.
8.3.2.
The Programme has six strategic objectives: Increased
efficiency in the provision of services to beneficiaries of the Guardians
Fund, trusts, insolvent and deceased estates; enhanced litigation services;
provision of legal advisory services; strengthened constitutional advocacy and
participatory democracy to ensure respect for human rights; improved provision
of legal services to the State organs; and the preparation of sound, efficient
and effective legislation; and the adminsitration of the the implementation of
PAIA, 2000.
8.3.3.
Programme performance: Met or exceeded target in 15 of 23
(65%) performance indicators (In 2012/13, targets met or exceeded in 7 of 21
(33.3%) performance indicators).
Table 5: State Legal Services - Selected
targets and actual performance
State Legal Services
|
|||
Performance
|
|||
Selected
indicators
|
2011/12
(Targets: 9/31 (29%) achieved/exceeded).
|
2012/13
(Targets: 7/21 (33%) achieved/exceeded)
|
2013/14
(Targets: 15 of 23 (65%)
achieved/exceeded)
|
Letters of appointment issues in deceased estates
within 15 days of receiving all required documents
|
-
|
EXCEEDED
93% against a target of 90%.
|
EXCEEDED
94% against a target of 90%.
|
% of L&D accounts in large estates (>R125
000) examined within 15 days of receiving all required documents
|
-
|
NOT ACHIEVED
85% against a target of 90% - capacity constraints.
|
EXCEEDED
90% against a target of 85%.
|
Percentage of beneficiaries in receipt of services
within 40 days (Guardians Fund)
|
NOT ACHIEVED
82.4% against the target of 90%.
|
NOT ACHIEVED
86% against a target of 90% -
Slow response from fingerprint verification.
|
NOT ACHIEVED
77% against a target of 90% -
Slow Guardians Fund system and ABSA EFT system at
some Masters Offices.
|
Percentage of L&D accounts examined in
bankruptcy cases within 15 days of receiving all required documents
|
-
|
NOT ACHIEVED
60% against a target 0f 90% - capacity constraints.
|
EXCEEDED
94% against a target of 80%.
|
%
Letters of authority issued in trusts within 14 days
of receiving
all required documents
|
-
|
EXCEEDED
94% against a target of 90%.
|
NOT ACHIEVED
85% against a target of 91% -
Teething problems with new ICMS: PEAST.
|
% of Guardians Fund money paid through EFT
|
-
|
NOT ACHIEVED
83% against a target of
90%.
|
EXCEEDED
96% against a target of
94%.
|
Level of compliance with PAIA by the Department
|
NOT ACHIEVED
18% against the target of
100% compliance (141 requests were granted from a total of 792 received).
|
NOT ACHIEVED
61% against a target of
100%.
|
NOT ACHIEVED
55% against a target of
100%.
|
% of briefs distributed to PDIs
|
-
|
NOT ACHIEVED
79% of target of 75% - Client
departments prefer to brief specific counsel.
|
ACHIEVED
75% against a target of
75%.
|
% of successfully concluded cases by state attorney
|
-
|
NOT ACHIEVED
30% of 1987 cases against
target of 50% - Resource constraints.
|
EXCEEDED
61% against a target of
50%.
|
8.3.4.
Selected achievements for 2013/14
include:
·
Masters Office
Service points were established at Barberton, Ntsikazi, Bushbuckridge
Magistrates office.
·
The Paperless Estate Administration
System was rolled out in a staggered manner to 15 service points.
·
A total of R641.9
million was allocated to counsel in state litigation matters: Of this, R482.4
million went to PDI counsel (75% of value).
·
Of the
1086 cases taken to trial, 667 (61%)of cases were
successfully concluded.
8.3.5.
Key challenges that arose during 2013/14include:
·
There were teething
problems during the implementation of paperless processing, which included
network related issues.
·
A high number of
cases are settled and the cost of litigation is high.
·
The Department
complied with 55% of PAIA requests. Due to the nature of theirrequests, compliance
within the legislated timeframes is difficult: Many requests relate to criminal
cases and require transcriptions and in some cases the records are incomplete
.
·
Challenges related to quality of
services provided by the State Attorneys Office were raised by the courts.
Part 3
9.
National Prosecuting Authority: Programme performance
2013/14
9.1.
The National Prosecuting Authority (NPA) provides a
co-ordinated prosecuting service to ensure that justice is delivered to the
victims of crime through general and specialised prosecutions, protects certain
witnesses and removes the profit from crime. Although the Director-General:
Justice Constitutional Development is the accounting officer, the NPA reports
separately on its performance.
9.2.
Delivery is effected by means of the following
subprogrammes: Public Prosecutions; Specialised Prosecutions Services; Office for
Witness Protection; Asset Forteiture Unit (AFU); and Support Services.
9.3.
The NPA contributes to achieving the following outputs of
the JCPS Cluster agreements:
·
Output 1: Reduced
overall levels of serious crime, in particular contact and trio crimes.
·
Output 2: A more
effective criminal justice system.
·
Output 3: Reduced
corruption.
·
Output 4: Managed and
improved perceptions of crime.
·
Output
7:
Secured cyberspace.
9.4.
To give effect to its mandate, the NPA has the following
strategic objectives:
·
Increased successful
prosecution of serious crime.
·
Improved successful
prosecution of cases that require specialised prosecution.
·
Ensure that profit is
removed from crime.
·
Ensure
that
threatened witnesses are successfully protected.
9.5.
Programme performance:
Table 6: NPA Achievement of selected targets
and indicators
Indicator
|
Actual
2011/12
|
Target
2012/13
|
Actual
2012/13
|
Target
2013/14
|
Actual
2013/14
|
Deviation
|
Number of criminal court cases finalised excluding
ADRM
|
316 098
|
344 419
|
323 390
|
351 308
|
329 153
|
-6.3%
|
Number of criminal court case finalised through ADRM
|
132 695
|
137 219
|
143 410
|
142 357
|
176 189
|
23.8%
|
Conviction rate: High Courts
|
84.6% (963)
|
87%
(1045)
|
87.5%
(1045)
|
87%
(1002)
|
88.8%
(911)
|
1.8%
|
Conviction rate: Regional Courts
|
74.3%
(28 665)
|
74%
(28 491)
|
75.1%
(28 198)
|
74%
(29 823)
|
76%
(27 246)
|
2%
|
Conviction rate: District Courts
|
90.8% (251 030)
|
87%
(276 068)
|
91.9%
(261 591)
|
87%
(281 589)
|
93.6%
(273 641)
|
6.6%
|
Success rate AFU
|
96.1%
(295)
|
94%
(306)
|
94.1%
(289/307)
|
94%
(312)
|
94.2%
(423/449)
|
0.2%
|
Number of new completed forfeiture cases
|
301
|
306
|
302
|
312
|
390
|
25%
|
Number of new freezing orders
|
318
|
324
|
276
|
281
|
363
|
29.2%
|
Value of completed forfeiture cases per year
|
R163.6 million
|
R167 million
|
R118.5 million
|
R170 million
|
R296 million
|
74.4%
|
Value of new freezing orders
|
R553.4 million
|
R600 million
|
R518 million
|
R710 millon
|
R701.5 million
|
-1.2%
|
Value of freezing orders relating to corruption where
amount >R5 million (NEW)
|
-
|
-
|
R346 million
|
R300 million
(R1.3 bn for 5 yr MTSF)
|
R451.6 million
(R.46 bn for 5 yr MTSF period)
|
50.5%
|
Number of TCCs
|
30
|
35
|
35
|
43
|
38
|
-11.6%
|
Number of witnesses threatened or harmed
|
0
|
0
|
0
|
0
|
0
|
0
|
No. of persons convicted of corruption where amount
>R5 million
|
|
|
42
|
50
|
21
|
-58%
|
9.6.
Key achievements for 2013/14 include:
·
The NPA received a
clean audit for the second year in a row.
·
Overall, the NPA
achieved 68% of its targets, compared with 42.5% in 2012/13. The NPA achieved
or exceeded 69.3% of its ENE targets. There was significant overall improvement
in courts compared to 2012/13: 71% of performance indicators (20/27) and 93% of
ENE targets (23/13) showed improvement.
·
A positive clearance
ratio (at 3.3%) was maintained: a total of 931 799 cases were enrolled,
while 962 632 were disposed of (30 833 more cases than in 2012/13).
·
The number of cases
finalised using Alternative Dispute Resolution Mechanisms (ADRM) increased by
23.8% from 142 410 in 2012/13 to 176 189 in 2013/14. The focus on
alternative measures to reduce trial cases led to an 8.3% improvement in the
number of cases finalised including ADRM (from 466 800 in 2012/13 to
505 342 in 2013/14).
·
Verdict cases
increased from 323 390 against a target of 344 419 to 329 153
against a target of 351 308. As in 2012/13, the failure to reach the
target is attributed to reduced court utilisation, the absence of key
role-players, and challenges related to case-flow management.
·
Conviction rates
improved at all courts as follows: High Courts from 87.5% in 202/13 to 88.8%;
75.1% in 2012/13 to 76% in 2013/14; and District Courts 91.9% in 2012/13 to
93.6%.
·
There has been
focused attention on the clearance ratio of decision dockets, which remained at
99.5% with 676 564 cleared in 2012/13 compared to 650 677 decision dockets
cleared in 2011/12.
·
Specialised services
to victims of sexual offences were delivered in 38 fully operational Thuthuzela
Care Centres (TCCs). The number of fully operational TCCs increased from 35 to
38.
·
No witnesses were
harmed or threatened while on the witness protection programme.
·
The conviction rate
for sexual offences cases increased from 65.8% (4 669/7 092 finalised
cases) in 2012/13 to 67.1% (5484/8 174 finalised cases) in 2013/14.
·
The AFU performed
very well, meeting or exceeding 6 of 8 targets (75%) of its targets. On
average, the AFU performance was 32.8% above target, 61.6% better than in
2012/13 and 24.2% better than in 2011/12.
·
A special focus has
been on cybercrime prosecution: In 2013/14, the prosecution of cybercrimes
increased 138 in 2012/13 to 211, with a conviction rate of 94.8% (200/211
finalised cases).
·
A total of 67
aspirant prosecutors were recruited in 2013/14, compared to none
in
2012/13.
9.7.
Key challenges identified during 2013/14:
·
Case flow management
remains a challenge and impacts negatively on court performance. Fewer cases
per day wereplaced on the court roll with an inadequate number of back-up
cases.
·
Postponement of cases
due to the unavailability of magistrates and legal aid practitioners.
·
Ineffective
implementation of screening protocols in some regions.
Part 4
Programme 5 Auxiliary and Associated Services:
Performance 2013/14
This programme includes Legal Aid South Africa, the
Special Investigating Unit (SIU), the South African Human Rights Commission (SAHRC)
and Public Protector (PP).
10.
Legal Aid South Africa
10.1.
Legal Aid South Africa provides quality,
professional legal services, ensuring effective access to justice for the poor
and vulnerable. In 2013/14, Legal Aid South Africa handled a total of 776 301
legal matters, including legal advice and impact matters.
10.2.
Budget reductions have meant that there is
little scope for increased capacity. In 2013/14, of 2 705 budgeted posts,
2 664 posts were filled, compared to 2 576 filled posts in 2012/13. The
staff recruitment rate was at 95.6%. Legal staff, including paralegals, account
for 79% of all staff. This has remained unchanged from 2012/13.
10.3.
A total of 447 301 clients were assisted
were assisted in new legal matters with a finalisation rate of 98%; while a
further 338 979 clients were assisted with legal advice. The Legal Aid
Advice Line, which provides legal advice
via
a toll-free number in five official languages, assisted with 17% of the 338 979
legal advice matters.
10.4.
Legal Aid SA has increased its coverage of
the District Courts, which is where 84% of all new matters are received, to
88.7%. At present, 99.2% of all Regional Courts are covered. The High Courts
are covered for all matters that require legal aid assistance. Coverage in
civil cases is based on capacity.
10.5.
Criminal matters predominate by far,
accounting for 87% of all matters dealt with. Still, the percentage of civil
matters has grown to 13% in 2013/14. The majority of these cases entail
assistance to women.
10.6.
The Impact Litigation Unit dealt with 40
impact matters during the year, including matters carried over from previous
years. In 2013/14, a total of 45 matters were considered, of which 21 new impact
matters were approved. The success rate for the eight impact matters finalised
in 2013/14 was 100%.
10.7.
A total of 16 858 children were assisted
in 2013/14 compared to 26 105 in 2012/13. Notably, the number of children
assisted overall has declined by more than half compared with the 59 266
children assisted in 2009/10. The number of children assisted in criminal
matters has decreased significantly since 2009/10 from 54 781 to11 689
children in 2013/14. This is attributed to the Child Justice Act, which aims to
divert children out of the criminal justice system. However, the number of
children assisted in civil matters has grown from 4 485 in 2009/10 to 5 169
in 2012/13. This is as a result of Legal Aid SAs partnership with the Masters
Office, providing assistance in estate matters where children are
beneficiaries.
10.8.
Legal aid assistance was provided in
328 979 advice matters a 10% increase from 2012/13. Justice Centres and
satellite offices provided advice in 243 548 matters and also provided
advice to 29 808 remand detainees in correctional facilities. The Call
Centre provided advice in 55 623 matters (in 2012/13, the advice line gave
general advice in 44 427 matters), of which 12% related to criminal
matters.
10.9.
Selected
achievements, as
reported, include:
·
Successfully completing the second year of
its 2012-2017 Strategic Plan period, achieving overall performance against
targets.
·
Increasing civil legal aid matters handled
from 10% in 2011/12 of all new matters handled to 13% in 2012/13.
·
A total of 99% of the budget was spent as
planned with no under-expenditure, as has been the trend for the past nine
years.
·
Strong financial management and governance
were reflected in the thirteenth unqualified audit and ninth year with no
matters of emphasis.
10.10.
Key challenges arising during 2013/14
include:
·
Budget constraints resulted in inadequate
coverage of courts impacting on caseloads and relief capacity. Lack of relief
capacity impacts on court rolls and also on the quality of services provided.
·
A small number of practitioners are not
meeting their quality assurance targets. Measures have been put in place to
address poor performance in these instances.
·
There were 183 784 pending legal matters
at year end, of which 18% are backlog matters. Backlogs are tracked by local
and regional management to ensure their speedy resolution.
·
Efficiency measures continue to impact on the
budget. National Treasury hasadvised of budget reductions of R62 million for
2015/16 and R95 million for 2016/17.
·
The instability of the Ad Infinitum (AI)
system affects the effectiveness and stability of the IT platform. The AI
system has served the organisation for more than a decade but is experiencing
technical and capacity challenges. An AI Redevelopment Project has been
approved to address these challenges and the project was to commence in 2013/14
but has not yet.
·
Insufficient civil capacity to meet
increasing demand for civil legal aid services.
·
Unfunded mandates related to the Marikana Commission
of Inquiry, amounting to R17 million, impact on the operational budget.
10.11.
Legal Aid SA achieved an unqualified audit
opinion with no findings.
10.12.
Legal Aid SAs additional funding requirements
for the 2014 MTEF and specific funding challenges that have arisen are as
follows:
Programme requiring additional funds
|
Impact
|
Details
|
Amount per annum
|
Increased
relief capacity in criminal courts
|
Courts
unable to function when legal aid practitioners are ill or on training
|
To
provide for relief capacity
|
R65
million
|
Provision
for new magistrates posts
|
New
courts opened once new magistrates are appointed will need legal aid
practitioners to function
|
74 new
magistrates posts
|
R34
million
NT is
considering R18 million which will buy 42 posts
|
Increased
civil capacity
|
Not
meeting the needs of communities for civil legal aid
|
18 PAs
and 13 SPAs
|
R16
million
|
Staff
salaries performance progression increase
|
PPI
funds not included in salaries allocation for the MTEF budget
|
1.5% of
the salaries bill
|
R17
million
|
Total
|
-
|
-
|
R132 million
|
11.
Special Investigating Unit
(SIU)
11.1.
The
SIUs core strategic
objective is to increase the impact of the SIU forensic service in the public
sector by completing investigations successfully.
The Unit has
indicated its focus on procurement
matters.
This means investigating fewer but more complex cases.
The Unit also reports on seven strategic
drivers/enablers:
·
Achieve
optimal institutional form.
·
Foster
excellent cooperation with its law enforcement partners and stakeholders.
·
Develop
effective, accountable and engaging leadership.
·
Secure
appropriate capacity and funding.
·
Align and
improve systems and processes.
·
Invest in
appropriate technological capacity.
·
Build an
engaged, diverse and competent organisation.
11.2.
In addition, the
SIU
participates in various multi
‐
agency
interventions, including:
·
The Anti-Corruption
Task Team (ACTT), which was created to deal with highlevel corruption.
·
The Multi-Agency
Working Group (MAWG) in the Finance Cluster, which deals with irregularities in
the government procurement system, focusing on closing systems gaps as well as
detecting and investigating irregularities.
·
The Special
Anti-Corruption Unit (with the Department of Public Service and Administration),
which focuses on the investigation and prosecution of disciplinary cases
against senior public servants involved in corruption
.
11.3.
Performance against targets for 2013/14: Met
or exceeded 67% of its targets. (In 2014/15, three underperforming targets are
removed).
Table
7
: SIU Achievement of
selected targets and indicators
INDICATORS
|
TARGET
|
2011/12
|
2012/13
|
2013/14
|
Target
Not achieved/
Achieved/
Exceeded
|
ACTUAL PERFORMANCE
|
|||||
Evidence
prepared for civil litigation
(From
2014/15, this indicator now No. of civil matters instituted in special
tribunals/courts)
|
TARGET
|
2500
|
3500
|
30
|
Target exceeded
|
ACTUAL
PERFORMANCE
|
6412
|
3570
|
1388
|
||
Evidence
prepared for criminal action (Note from 2013/14 this indictor has been
revised to Number of referrals made to the prosecuting authority)
|
TARGET
|
2000
|
2000
|
50
|
Target exceeded
|
ACTUAL
PERFORMANCE
|
2499
|
997
|
273
|
||
Evidence
prepared for disciplinary action (Note from 2013/14 this indicator was
revised to Number of recommendations made for disciplinary processes)
|
TARGET
|
2500
|
3500
|
120
|
Target exceeded
|
ACTUAL
PERFORMANCE
|
2731
|
850
|
326
|
||
ACTUAL
PERFORMANCE
|
15
|
38
|
|
||
Savings
|
TARGET
|
R30
million
|
R35
million
|
R65
million
|
Target not met
|
ACTUAL
PERFORMANCE
|
R15
million
|
R57
million
|
R16.7
million
|
||
Prevention
of future loss
|
TARGET
|
R200
million
|
R210
million
|
|
Target exceeded
|
ACTUAL
PERFORMANCE
|
R169
million
|
R378.2
million
|
|
||
Actual
cash recovered
(Note
from 2013/14 this indicator has
been
split: Value of potential cash recoverable and Actual value of cash
recovered)
|
TARGET
|
-
|
-
|
R32
million
|
Target exceeded
|
ACTUAL
PERFORMANCE
|
R38
million
|
|
R75.8
million
|
||
Value of
potential cash recoverable
|
TARGET
|
R30
million
|
R35
million
|
R100 million
|
TARGET EXCEEDED
|
ACTUAL
PERFORMANCE
|
R224
million
|
R171
million
|
R261 million
|
||
Value of
procurement matters where irregularities were found (Note from 2013/14 this
indicator revised to Value of expenditure in procurement matters where
financial misconduct has been identified.)
|
TARGET
|
R20
billion
|
R1
billion
|
R1 billion
|
Target exceeded
|
ACTUAL
PERFORMANCE
|
R5.06
billion
|
R2.6
billion
|
R1.3
billion
|
||
Value of
contracts set aside
|
TARGET
|
-
|
-
|
R400
million
|
NOT
ACHIEVED
|
ACTUAL
PERFORMANCE
|
-
|
-
|
R27.5
million
|
||
Value of
contractual obligations enforced
|
TARGET
|
-
|
-
|
R30.5
million
|
NOT
ACHIEVED
|
ACTUAL
PERFORMANCE
|
-
|
-
|
-
|
11.4.
In addition to certain revisions of targets,
two new indicators are included from 2013/14, namely: The value of contracts
set aside (target for 2013/14 is R400 million) and the value of contractual
obligations enforced (target for 2013/14 is R30 million).
11.5.
The SIU reports
that, in 2013/14, a total of seven new proclamations were issued, while 30
presidential reports were submitted.
The outcome
of certain key investigations included systemic recommendations;
recommendations relating to disciplinary action against officials;
recommendations relating to prosecutions; identification of the value of
irregularities and corrupt payments, as well as value of projects where there
was no delivery or partial delivery.
11.6.
The SIUs funding model provides for its
baseline grant from National Treasury. In addition to the grants from National
Treasury, the service-level agreements that SIU entered into with state
institutions that required investigation made provision for SIU to charge for
the services rendered, thus raising additional revenue (in 2013/14, project
income amounted to R203 million). A legal opinion was obtained in 2011 to the
effect that the SIU Act did not specifically empower such a model and that the
SIU as a creature of statute could not continue with that model. The Unit was
able to invoice on a limited basis between September 2011 and June 2012. This legal
challenge has since been overcome by legislative amendments, which are now
enacted. In 2013/14, the SIU reported project income of R203.7 million. The
intention is that the SIU, overtime, will generate sufficient income to fund
its activities. The SIU reported a cash surplus of R121.9 million at the end of
2013/14, of which R675.3 million was rolled over to 2014/15.
11.7.
The SIU has a staff complement of 564 as at 1
April 2014: 445 operational and 119 non-operational staff. A total of 29 members
of staff left the SIU and 10 new appointments were made.
11.8.
The SIU received an unqualified audit opinion
for 2013/14 with findings relating to the strategic plan not being submitted to
the Minister timeously andrestatement of prior years errors. It has developed
an action plan to address the audit findings raised. There was irregular
expenditure of R14.3 million, of which R4.7 million related to the ACTT; R7.2
million was on account of the use of a service provider without a tender
process being followed; and R1.2 million was for a lease that had expired and
continued on a month to month basis.
11.9.
The following operational challenges were
identified in 2013/14:
·
There have been difficulties collecting
monies owed to it by state institutions where investigations are conducted.
This matter is being addressed with National Treasury and the Auditor-General.
·
There is a perception that SIU investigations
take too long. This could be because some proclamations have a broad scope
for example, the SASSA investigation. Newer proclamations are now more specific
and targeted which should result in matters being completed more speedily.
Also, SIU investigations are not only aimed at producing reports but also to
produce dockets that bring finality to matters through criminal, disciplinary
and civil litigation.
·
Greater capacity is needed in the form of
more: In-house specialist skills, such as forensic accountants; and specialised
expertise on procurement investigations, such as quantity surveyors, engineers,
corporate governance experts and business analysts. SIU investigations pursue
specific legal outcomes and, therefore, key specialist resources such as senior
lawyers with relevant expertise are urgently required. At present, the SIU is trying
to determine precise capacity needs but is experiencing challenges recruiting
relevant skills/expertise.
12.
South African Human
Rights Commission (SAHRC)
12.1.
The SAHRCs mandate is extremely broad, encompassing the
promotion, protection and monitoring of human rights in South Africa. The key
human rights focus area for 2013/14 was the right to food security.
12.2.
At present, the SAHRC has five full-time and two part-time
commissioners. The South African Human Rights Act, 2013, which recently came
into operation, provides for a further full-time commisioner going forward.
12.3.
The SAHRC has the following strategic objectives:
·
Promote compliance with international obligations.
·
Position the Commission as a focal point for human rights.
·
Strengthen advocacy and human rights awareness raising.
·
Advance the realisation of human rights.
·
Advance the right to equality and access to information.
·
Improve the effectiveness and efficiency of the Commission.
12.4.
The SAHRCs performance has improved over the past four
years from meeting 52% of its targets in 2009/10 to 87% in 2013/14 (45 of 52
targets).
12.5.
Key achievements for each strategic objective, as reported
by the SAHRC for 2013/14 include:
12.5.1.
Promote compliance with international
obligations:
·
The Commission achieved 100% of all 5 targets.
·
Commissioners participated in about 20 international and
regional activities, including those of the International Co-ordinating
Committee of National Institutions for the Promotion and Protection of Human
Rights (ICC) and the Network of African National Human Rights Institutions.
(Notably, the SAHRC assumed the chair of the ICC
).
·
The SAHRC Annual International Human Rights Report was
completed during 2-13/14, documenting the Commissions concerns regarding
implementation of international human rights obligations.
12.5.2.
P
o
sition the Commission as a focal point for
human rights.
·
The Commission achieved 90% (9/10) of its targets.
·
The Water and sanitation report was launched in March 2014.
·
Finalised 8 550/9 217 complaints-related cases received
in 2013/14 (93%). The top five complaints relate to arrested, detained and
accused persons (13%; just administrative action (12%); equality (11%); labour
relations (10%) and health care, food, water and social security (7%).
·
Participated in 98 stakeholder engagements.
·
Established and hosted 15 Section 5 Committee meetings made
up of expertsacross a range of fields.
12.5.3.
Strengthen
advocacy and human rights awareness raising
.
·
The Commission achieved 100% (5/5) of the targets.
·
The Commission hosted a National Conference on the Right to
Food on 20 March 2014.
·
Hosted Roundtable on Business and Human Rights in
preparation for the response to the strategic thematic focus for 2014/15.
·
Hosted 19 provincial and two national human rights events to
raise human rights awareness and to extend the reach of advocacy programmes
.
12.5.4.
Advance
the realisation of human rights
·
The Commission achieved 100% of all seven targets.
·
Completed the Economic and Social Rights Report (ESR) 2012/13.
·
Developed a matrix of indicators to improve monitoring and reporting
of economic and social rights.
·
Madesubmissions on various draft legislstion.
12.5.5.
Advance
the right to equality and access to information.
·
Achieved 88% (7/8) of targets.
·
The 2012/13 Equality Report was completed indicating
compliance with PEPUDA.
·
Hosting and training Information Officers countrywide
promoted awareness of the right of access to information.
·
Conducted 25 PAIA community law clinics to raise awareness,
record and attend to community complaints.
·
Hosteda Business Transparency Conference in June 2013.
·
Compliance with PAIA was monitored and a separate annual
report was tabled.
12.5.6.
Improve
the effectiveness and efficiency of the Commission.
·
The Commission achieved 71% (12/17) of targets.
·
Achieved an unqualified audit opinion.
·
Complied with all financial and non-financial performance
reporting requirements.
·
Achieved annual target of compliance with all legislative,
regulatory and policy requirements.
·
Full implementation of internal audit action plan.
·
Implemented staff capacity development plan to alleviate
capacity constraints and enhance skills.
12.6.
The Commission observed that despite having a relatively
strong human rights framework, the implementation of this has far to go if the
rights enshrined in the Constitution are to become the lived reality of all
South Africans.Incidents of discrimination persist, particularly at schools and
institutions of learning; Children who were born into democracy are subject to
forms of religious and racial discrimination in additions to the violations
that continue to occur as a result of being poor. These incidents highlight the
fissures that continue to exist as a legacy of our apartheid past; and much
more work needs to be done to embed constitutional values.
12.7.
Performance for the first quarter of 2014/15 indicates that 75%
of the annual plan is work in progress, while 12% has already been achieved;
The remaining 13% of targets are due later in the year. Some achievements
include: A total of 78% of 3 711 of complaints to date already finalised;
completed an annual complaints trends analysis report; two High Court rulings
favoured the SAHRC (A ruling on the unconstitutional detention of immigrants at
the Lindela Repatriaton Centre and a ruling on the delivery of school learning
materials/textbooks); hosted conference on ending corporal punishment in
schools; and convened two national hearings one on Transformation and
allegations of racism in South Africas universities and The issues and
challenges relating to unregulated artisanal and small scale underground and
above ground mining activities in South Africa. The 2013/14 ESR Report has
also been completed.
12.8.
The SAHRCs forward funding needs remain as indicated in the
2013 BRRR: R37.5 million for 2013/14; R21.2 million for 2014/15 and R21.4
million for 2015/16.
13.
Public Protector
13.1.
The Public Protectors activities continued to be anchored
in the constitutional mandate. The Public Protector also has additional
statutory mandates, including those derived from the Promotion of Access to
Information Act; the Prevention and Combating of Corrupt Activities Act; the
Protected Disclosures Act; and the Housing Consumers Protection Measures Act.
13.2.
The financial year 2013/14 was the fourth year of
implementing the Public Protectors vision 2020, of which the following
strategic objectives are central:
·
Accessible to and trusted by all persons and communities.
·
Prompt justice, including remedial action.
·
Promotion of good governance in the conduct of state
affairs.
·
The PP plays a vital role in executive ethics
investigations.
·
An efficient and effective organisation.
·
An optimal perfomance and service focused culture.
13.3.
Key achievements as reported by the Public Protector for
2013/14 include:
·
A
total of 39817 cases were
dealt with in 2013/14, compared to 37 770 in 2012/13: A total of 26 195
complaints were received or initiated (compared to 25 860 in 2012/13) and 24 642
cases were finalised compared with 22 400 in 2012/13; 9 594 cases were
carried over to 2014/15,compared to 13 995 cases carried over to 2013/14; and 3 072
cases were referred to other institutions with advice,compared to 2 085 cases in
2012/13 (3040 cases were out of jurisdiction compared to 1 709 complaints in
2012/13).
·
A total of 59% of early resolution cases were resolved
within three months (compared to 37% in 2012/13), while only 35% of other
investigations were resolved after 12 months (compared to 12% in 2013/14).
·
The PPs goal of reaching 10 million people was exceeded, as
37 million were reached.
·
No systemic investigations were completed in 2013/14,
compared to a total of three systemic investigations finalised in 2012/13.
·
No own-initiative investigations were identified, compared
to a total of ten identified in 2012/13 of which three were finalised.
·
A total of 24 formal reports were issued (41 reports were
published in 2011/12).
13.4.
The Public Protector reports a staff vacancy rate of 3.7%
with 11 of 295 funded posts vacant.
13.5.
The Public Protector received an unqualified opinion with
emphasis of matter relating to restatement of corresponding figures(as in
2011/12 and 2012/13) and relating to the Public Protector as a going concern. The
Public Protector reported a total deficit of R20.4 million, as current
liabilities exceeded current assets by R38.9 million on 31 March 2013. This
created material uncertainty regarding the Public protectors ability to meet
its operational liabilities. Additional matters included findings on:
·
Predetermined objectives.
·
Non-compliance with National Treasury regulations, which
could have been prevented if monitored.
·
Creditors were not paid within 30
days.
13.6.
The Public Protector reported the following key challenges:
·
Structure approved in 2009 for more than 500 officials has
not been funded.
·
Investigative capacity remains the main challenge. The lack
of sufficient investigators impacts on attempts to balance rigor with
promptness in the conduct of investigations or implementation of alternative
dispute resolution.
·
The need to upgrade personnel in order to retain them within
the organisation.
·
Implementation of the Occupational Specific Dispensation
(OSD) for the Public Protector to be able to retain legally qualified staff.
·
The need to expand the Public Protectors footprint, and the
related challenge of acquiring adequate office space. The Thohoyandou Office
could not be opened as it was not possible to find suitable accommodation, and
staff members appointed for this office are now working at the Polokwane
Office. New regional offices in Port Elizabeth and Pietermaritzburg are planned
but it remains difficult to acquire office space.
·
Sudden resistance to findings and rectifying
maladministration remedies.
13.7.
The Public Protectors reported additional funding
requirements for the 2015 MTEF amount to R24.3 million for 2014/15 during the
adjustments process and R61.1 million for 2015/16. At present, the budget
deficit impacts on operations going forward to the extent that the Public
Protector is considering limiting operations for the remainder of 2014/15.
Part 5
14.
Committees
observations
The Committee makes a number of observations relating
to the performance of the Department, the NPA, Legal Aid South Africa, SIU, PP
and SAHRC.
14.1.
BRRR process generally
14.1.1.
As in the Fourth Parliament, the Committee found the time
allocated for the BRRR process to be hugely challenging despite having systems
in place to monitor performance and spending throughout the year. Specifically,
the conflation of the formal process of evaluating annual performance, which is
a necessary component of establishing whether there has been service delivery
performance, with consideration of requests for additional funding is
problematic. The short space of time between the date for the formal submission
of annual reports and the BRRR hearings leaves little time for prior critical
engagement with the reports and discussion of key focus areas.
15.
Department of Justice and Constitutional Development
15.1
Technical issues
Despite improvements to the technical quality of the
Departments Annual
Reports, and to its
reporting generally, the Committee notes that the Departments 2013/14 Annual
Report does not contain court statistics: These statistics are useful too for
evaluating court performance. While certain court-related statistics are found
in the NPAs annual report, these relate specifically to criminal cases. In the
past, court statistics have been provided for the Constitutional Court, Supreme
Court of Appeal, Labour Court, Land Claims Court, High Court (Civil), Child
Justice Courts, Regional Courts (Civil), Equality Courts; Family Courts:
District Courts (Civil); Small Claims Courts, as well as for domestic violence
and maintenance matters. The Committee is of the view that without access to
these statistics, its ability to gain a comprehensive understanding of court
performance and not just for criminal matters is undermined. Also, in the Fourth
Parliament, the Committee, in particular, requested the Department to include
statistics relating to maintenance, domestic violence and
equality cases.The absence of these statistics, adversely impacts on its
ability to oversee service deliveryperformance in these areas, in which there
are challenges.
Further, the information reported is
largely quantitative. This is understandable as the
Departments focus has been driven by compliance requirements, which generally
requires quantitative data. However, a broader perspective on service delivery
of justice services not only court performance would be useful in order toreflect
on client/user experiences of the system and, in this way, begin to assess
impact. The Committee would be interested in the results of client/user
satisfaction surveys, for example. These would
provide extremely important feedback on the impact that a specific
intervention is making towards achieving policy priorities.
15.1
Budget
reductions
15.1.1
The Committee notes that the Department did not request the
Committees assistance this year to obtain additional funds going forward,
despite indicating that proposed budget reductions will negatively affect the
Departments efforts to improve service delivery, in particular where
additional commitments need accomodating; and delay implementation of key
legislation and other policy priorities requiring additional capacity and
resources.The Committee is sensitive to the broader fiscal context that shapes
the funds that are available for spending and appreciates the Departments
acceptance of the constaints within which it must operate. It notes that budget
reductions for 2015/16 and 2016/17 are in the amounts of R268 million and R385
million respectively. This also includes budget reductions to the baseline of
the SIU and Legal Aid SA. The Department informed the Committee that it intends
to implement these cuts by filling fewer posts, which will also reduce the
goods and services budget, as there will not be a need to resource new
employees. (In any event, Government has announced that posts that have been
vacant for some time are to be cut as part of measures to cut spending.) The
Committee was also informed that the Department intends to minimise the impact
on service delivery by working smarter, optimising its ICT systems and focusing
on training.
15.1.2
Still, the Committee is concerned that these budget reductions,
which are largely felt in the Departments already stretched operational
budget, gives insufficient weight to the circumstances in which justice
services are rendered and their pivotal role in contributing towards government
priorities. Specifically, the main cost driver for the Vote is personnel, which
it was observed leaves little room for trimmings. The budget cuts may actually
undermine the efficient delivery of services in the short-term and undermine effectiveness
over time in achieving policy priorities.The Committee will continue to monitor
this carefully.
15.2
Capital works expenditure
15.2.1
It is a great concern that
the Department so clearly
struggles to spend its capital expenditure budget, largely because of delays on
the part of the Department of Public Works (DPW). The Committee notes that
underspending of the capital works budget is a recurring problem: The
Department declared savings in 2012/13 of R200 million from unspent funds
relating to its capital expenditure budget, which it was permitted to
reprioritise. Even then, however, the Department managed to spend only
approximately 75% of this reduced amount by the end of the 2012/13 financial
year. Again, i
n 2013/14,
R347.6 million went unspent for capital works as a result of non-performance by
contractors; late handover of a site to the contractor; late completion of
documents for projects, as well as the late completion of tender documents
.
15.2.2
The Committee understands that the Department met and
formally corresponded with DPW and that these matters have been escalated to
ministerial level. The Committee supports this, as it agrees that the matter
requires urgent attention at the highest level. It cannot be that these funds
remains unused when there is such need for new courts. Nor can these funds be
easily reprioritised to operations, as only limited amounts may be shifted.
15.2.3
In the Fourth Parliament it was recommended that, in the
light of the high expenditure needed to maintain existing courts, the Minister
should give serious consideration to placing a moratorium on the building of
new courts while the current pressures on the current budget exists. It also expressed
the view that it is of no use to create more courts if the existing courts
cannot administer justice effectively, through the lack of working
infrastructure. The
Committee, however,
acknowledges the difficulty with this approach as there is a great need for new
courts: these form part of a strategy to transform judicial services by making justice
accessible in areas that were under-serviced in the past. The establishment of
the new High courts at Polokwane in Limpopo and Nelspruit in Mpumalanga, in
particular, are vital in this regard.
The Committee is sympathetic but remains of the view that if
the Department intends to continue with these capital works projects, it must
look towards developing a strategy to manage/drive projects of this nature to
ensure that projects are delivered on time, within budget, and are of quality.
The Committee requests that the Department provide it with a
comprehensive written report, by 30 January 2015, on progress made with its
capital works projects with targets and timeframes, details of challenges
experienced, and actual expenditure compared to projected expenditure.
The Department should continue to brief the Committee
quarterly on this item. The Committee is also interested in the impact of newly
established courts for the communities they are intended to serve and access to
justice as a whole. It requests that the Department look in future at
conducting an assessment of the impact that new courts have had.
15.3
Maintenance
of court facilities
15.3.1
In the fourth Parliament, it was observed that existing
court buildings are typically old: unless maintained routinely, the state of
these building quickly deteriorates to the extent that major work is needed to
restore them. In July 2013, the Department reported that it has 650 projects
registered for planned maintenance, the majority of which are at planning or
design phase. The Committee has learnt, however, that the DPWs own budget and
capacity constraints has impacted on these planned projects. The Department has
taken over planned maintenance in cases of additonal accommodation and has
included them under the funded capital works programme to address the backlog.
Still, the Department only has responsibility for day-to-day maintenance and
not for preventative maintenance, which makes it difficult for it to prevent
further deterioration to infrastructure.
The Committee requests that the Department provide it with a
comprehensive written report of the schedule of, and progress made relating to,
planned maintenance of court buildings by 30 January 2015 and be prepared to
report on this matter on a quarterly basis.
15.4
Unfunded
mandates
15.4.1
The Committee has misgivings regarding the length of time
that it is taking to finalise the work of the two Commissions of Inquiry that
the Department presently hosts and the escalating costs.These commissions do
not form part of the Departments planned activities for the yearbut are funded
from its baseline, although it seems that as for 2013/14, there will be an
adjustment of R101.8 million to cover the two Commissions that the Department
hosts. The resources required are substantial the Commission of Inquiry into
the tragic incident at or near the areas commonly known as the Marikana mine in
Rustenburg, North West province costs the Department approximately R49 million
per annum; and the Commission into the strategic defence procurement package
has cost R102 million per annum.
15.5
Audit outcome
15.5.1
The Committee welcomes the
Departments unqualified audit outcome for two consecutive years, acknowledging
the considerable effort that has been expended in achieving this. The
Department has not only achieved its goal of maintaining an unqualified audit
outcome but has also reduced the number of findings. Still, certain weakensses
remain largely relating to compliance.For this reasons, the Committee
supports the
Auditor-Generals recommendation that in-year controls are strengthened and
that financial statements are prepared monthly (or at a minimum quarterly) with
full disclosure notes.
15.5.2
The Committee is pleased that there were no findings related
to predetermined objectives. Further, as a result of a more rigorous monthly
tracking of performance, the Departments overall performance has significantly
improved: in 2013/14, the Department met 80% of its tragets compared to 44% in
2012/13. The Committee welcomes this but notes that for 2013/14, in certain
instances, targets were reduced.
15.5.3
The Committee specifically requests that, by 30 January
2015:
·
The Director-General provide the Committee
with details of the formal commitments made to address the audit findings.
·
The Department provide written details of all
its audit action plans and, in addition, reports quarterly (in writing) on
progress made.
·
Furthermore, Department is asked to provide
the Committee with quarterly key dashboard reports with particular focus on
compliance with laws and regulations and supply chain management.
·
The Department brief the Committee quarterly
on progress made.
15.6
Management
of Third Party Funds (TPF)
15.6.1
Also, the Committee notes the disclaimer of audit opinion
for the Third Party Funds (TPF) for both 2012/13 and 2013/14 despite there
being considerable progress made. The disclaimer is largely as a result of the
inadequacy of the existing reporting system (JDAS), which is an administrative
rather than financial system. The Auditor-General has also pointed to
challenges relating to inadequate daily and monthly reconciliations to ensure
that the figures reported in the financial statements are reliable. The
Auditor-General reports too that the Department may be liable to make good
shortages of R74.5 million. The development of a new system to replace the
Justice Deposit Accounting System (JDAS) is key to the Departments strategy to
ensure a long term solution to the management of these Funds. Unfortunately,
this is a multi-year project, which is likely to take between 18-24 months from
development to implementation. However, the Committee is informed that there
have been delays in awarding the tender, but the matter has been escalated to
SITAs Supply Chain Management Unit and Executive management.
15.6.2
In the meantime, the Committee
notes and supports the Auditor-General suggestions to improve the management of
TPF in the short-term, advocating discipline in undertaking daily and monthly
reconciliations accompanied by in-year recordkeeping to ensure the accuracy of
closing balances
.
15.6.3
The Committee observes that
the legal status of the TPF has still to be resolved. It notes too that National
Treasury has ruled that State Attorney monies and all categories of fines are
government monies and, therefore, should be included in the Departments Vote
account and not seperately as is presently the case. The Department has been
given a reporting exemption until 2015/16. The accounting framework for TPF was
finalised with the Office of the Accountant General and the Department has tacit
approval to submit TPF annual financial statements separately from the main
vote account. The Department has prepared a Bill that addresses the legal
status of TPF and the Bill has been submitted to the Minister of Finance for
comment. However, until the status of the TPF is finally resolved, it remains a
problem that the Departments audit outcome would be adversely affected should
it be required in future to report on TPF as part of the main Vote account.
15.6.4
The Committee requests
that the Department report by 30 January 2015, and quarterly thereafter, on
progress made in addressing the challenges relating to the management of TPF,
including the award of the tender for a new system to replace JDAS;
interventions to ensure daily and monthly reconciliations take place at court
level; and measures to resolve the legal status of these Funds.
15.7
Addressing
fraud and corruption.
15.7.1
Fraudulent activities have a bearing on delivery of
services, misuse of public resources, and negatively impact on the reputation
of departments as well as the confidence of citizens as recipients of services.
Addressing corruption, including corruption involving officials, is a policy
priority. The Departments strategy to manage internal fraud and corruption has
focused on raising staff awareness, especially those in high risk areas such as
supply chain management and court services; the improved finalisation of
forensic cases and the vetting of key staff members. The Department reports
that it has finalised all forensic cases that predated 1 April 2013. Of the 261
cases that were received in 2013/14, 240 cases (91%) were finalised (compared
to 71% in 2012/13). The Committee is pleased that the Department exceeded its
targets in this regard. The Committee believes that the timely finalisation of
fraud and corruption matters together with commesurate sanctions when a guilty
finding is made should contribute greatly to the deterring fraud and corruption
within the Department. It notes also a recent media report in which a
magistrate was convicted and sentenced to five years for fraud and theft of
monies amounting to R60 000. The view was expressed that controls at the
relevant court were lax and the report notes the loss of R30 million at the
Gauteng Courts alone. The Committee expresses no opinion on the report but
understands that a number of court empoyees are under investigation. It
requests that it be kept regularly informed of developments in this regard.
The Committee is concerned that the Department was unable to
meet its targets relating to the vetting of senior staff as a result of
capacity issues in the forensic investigation units and high staff turnover
rates. However, the Committee welcomes the additional mechanisms that the
Department now employs to reduce the risk of corruption, which include
requiring senior staff to submit financial disclosure forms.
The Committee requests that the Department brief it by 30
January 2015 on progress made in vetting senior offficials and on preventing
and combating fraud and corruption within the Department, including the number
of officials referred for prosecution, and be prepared to brief the Committee
quarterly on this item.
15.8
Vacancies
15.8.1
The Department has taken great strides to address its
overall vacancy rate, which is now approximately 10.3%. Although the Committee
would prefer the vacancy rate to be even lower, it is cogniscent that the rate
is in line with Governments target of 10% vacancies by 2014. There has also
been improvement at senior management level with certain key senior positions
filled. The Committee notes, in particular, the recent appointment of a CFO,
DDG: Legislative Development and DDG: Corporate Services for the Department.
Still, vacancies remain in critical occupations. The trend in the past has been
to redirect unspent funds arising from unfilled posts to operations. Although
this is understandable, without personnel, the efficient and effective delivery
of justice services is likely to be compromised. The impact of a lack of
capacity on performance is evident: the Office of the State Attorney provides a
good example of this. Of course, the Department also requires sufficient funds
to ensure that additional staff are adequately accommodated and resourced.
The Committee is unclear as to how the 2014 MTSF directive
to cut posts that have been unfilled for some time will affect the Department.
The Committee remains of the view that, as far as possible, given budget
constraints, the filling of senior management and critical posts should
continue to be prioritised as these positions are vital to organisational
efficiency and effectiveness with important implications for service delivery.
The Committee has observed previously that, in addition, from a control
perspective managers are vital to ensuring an environment that is not conducive
to corruption. While the Committee appreciates the challenges that recruitment
processes entail, the Committee urges the Department to make priority
appointments urgently.
The Committee
requests that the Department
report to it, in writing, by 30 January 2015, on progress in filling vacancies
at senior management level and in critical areas. Further, the Department
should be prepared to continue to report quarterly, in writing, on this.
15.8.2
The Committee notes that there is underspending on
magistrates and judges salaries (This is attributed to unfilled magisterial
posts). The Committee, however, has not been briefed on any obstacles that
prevent these positions being filled. Interestingly, the Magistrates Commission,
which is reponsible for recommending the appointment of magistrates to the
Minister, tends also to underspend on its allocated budget. Again the precise reasons
for this are not known to the Committee, nor can it be assumed that there is
any relationship between this and the slow pace of filling magisterial posts.
The Committee merely notes these observations for future but requests the
Department to provide it with a report regarding delays in appointingmagistrates
by 30 January 2015.
15.9
Security
at court
15.9.1
The Committee appreciates that the Departments budget to
secure courts and justice service points is stretched, despite the allocation
of additional funds from 2012/13 over the medium term. Secur
ity at courts has become a high priority as a result of
increased criminal incidents relating to the Departments property and
personnel. The Committee shares the Deaprtments concern in this regard. The
Committee is supportive of the Departments bid for additional funds but is
alarmed at exponential
growth in the cost of securing courts: T
he Department informed the Committee previously that it
calculated that it needs approximately R1.2 billion over the medium term to
address its security needs. Once more, over the medium-to-long term, the
Committee questions whether it is feasible to spend these amounts on security
alone. The Committee is aware that the Department has engaged with other
departments, including SAPS and the Department of Defence, to see if they can
assist.
The Committee
requests that the
Department provide a written report by 30 January 2015 on progress made in
rolling out of the National Security Infrastructure project, as well as its
plans to secure the remaining courts at identified sites where the project is
not being implemented because of lack of funds. The Committee also asks that
the Department be prepared to brief it specifically on its plans to address the
provision of security at courts and justice service points in the longer term
in light of the ever increasing costs.
15.10
Integration
of IT systems (IJS)
15.10.1
The need for improved co-ordination and integration of the
JCPS Cluster departments ICT systems has long been identified as key to the
effective implementation of the Criminal Justice Systems Seven-Point Plan and
is a recommendation of the National Development Plan. As noted before, key
priorities for the programme address the establishment of a single person
identifier across the criminal justice system; the establishment of an
integrated criminal justice system performance information dashboard with 28
key performance indicators; integration of the departmental case related
systems; development and rollout of the Person Identification Verification
Application (PIVA); and establishment of a single data store for the JCPS
Cluster for statistical purposes.
15.10.2
The Committee notes the progress made: After the successful
rollout of case integration between SAPS and the Department in 99 police
stations and 20 courts,an additional 360 courts linked to 509 police stations.
Data Quality challenges have delayed the deployment of the first nine (9) of 28
KPI dashboards scheduled for rolllout in 2013/14. The SITA team that was to
support SAPS in the rollout of the solution was severely undercapacitated and
the rollout of the solution is now scheduled for 2014/15. The IJS Data
Warehouse has been successfully developed and tested and will be used for the
rollout of the first nine of the 28 KPIs in the KPI Dashboard. PIVA was tested
at two pilot sites and second pilots were scheduled. These were successful and
PIVA will be rolled out to SAPS sites in 2014/15. The system is ready for deployment
to other departments. Also, the IJS Management Office was established in the
Department to stregthen the project management capability.
The Committee is pleased that, at long last, there appears
to be some progress,given the length of time that the project has been running
and the considerable amount of money that has been spent. It notes the
Departments request to brief it seperately on the IJS/ CJS Revamp
modernisation programme and will schedule a dedicated meeting as soon as its
programme permits. Although the precise nature of the challenges that the
Department presently experiences in its dealings with SITA are unclear, the
Committee is concerned about the impact that these have on this and other
IT-related projects. It, also intends to address this at the proposed meeting.
In addition, it requests that the Department continue
to provide a written report on progress made relating to the IJS, clearly
indicating any revised targets and timeframes and the reasons for this, by 30
January 2015. In addition, the Department is requested to address the Committee
quarterly on progress made.
15.11
Case
backlogs and court performance
15.11.1
The criminal case backlog project saw
the number of backlog cases in the regional and district courts reducing to
less than 28 000 cases per month. The project, however,was intended as an
interim measure. The Department has previously indicated its intention to
explore the possibility of progressively creating permanent capacity to sustain
the progress that has been made. This would require additional resources,
including funding for court support. Given budget constraints, the Committee is
unclear as to whether the conversion of these courts to permanent courts will
take place.
15.11.2
The Committee is concerned at
reports from stakeholders that various case management related issues, such as
reduced number of courts hours available for trials, as well as postponements
on the account of the unavailability of presiding officers and legal aid
practioners, adversely impact on court performance, creating delays in the
finalisation of matters.
The Constitution Seventeenth Amendment
Act and Superior Courts Act provide the legislative framework that will enable
the judiciary to take responsibility for the administration of judicial
functions of all courts. The Chief Justice is responsible for the development
and monitoring of norms and standards for the performance of all courts and has
for some time now begun to address judicial case flow management. The ongoing capacitation
of the Office of the Chief Justice, which should have its own Vote account from
2015/16, should also greatly assist the Chief Justice in addressing this
priority. The Committee is interested in the progress of the project and looks
forward to engaging with the Chief Justice and his Office before the end of the
year on this.
15.12
Multi-lingual courts
15.12.1
The Committee is of the view that the issue
of the use of indigenous languages in our courts needs to be prioritised. In
2009, a pilot project on the use of indigenous languages in courts was
initiated at one site in each province. The Department reported in 2010that the
project was now being implemented at 27 District Courts country-wide and the lessons
learntwould inform a policy framework for language use in the courts. The
intention was to complete this by the end of 2010.
At present, the
status quo remains only English and Afrikaans are recognised as official
court languages. More recently, it came to the Committees attention that the
Judiciary, at the behest of the Chief Justice, is looking into this matter. The
Committee feels strongly that all official languages should be recognised for
use in courts: Language use is a vital component of transformation of our
judicial system, thereby promoting access to justice.
Further, the
Committee is of the view that it cannot be that institutions of higher learning
continue to produce lawyers, who are unable to speak directly with their
clients, nor do they understand the society that they serve. The Committee
urges that consideration be given to making knowledge of at least one
indigenous language a requirement of legal education.
The Committee requests that it be provided with a report in
writing on the status and outcome of the Department pilot project on the use of
indigenous langauges in courts, as well as of any further related developments,
by 30 January 2015.
15.13
Truth and Reconciliation Commission (TRC) process
15.13.1
The Committee is not pleased at the extremely slow pace at
which the relevant regulations are being finalised. The delays are attributed
to consultative processes but the Committee remains of the view that the
promulgation of regulations is taking far too long. The Committee was told to
expect that regulations relating to educational assistance and medical
benefits, in particular, would be promulgated before the end of the 2012/13
financial year but this did not occur. It is told that the those on basic and
higher education were approved by the Minister and have been submitted to the
Presidency. Certain difficulties have emerged in connection with the
regulations for medical assistance and an amendment to the National Health Act,
2003, is required. The Housing Assistance regulations are delayed to determine
the needs of victims.
15.13.2
The Department has engaged the Independent Development Trust
(IDT) to conduct a needs analysis and project manage the Community
Rehabilitation regulations. The process has started in Gauteng (Mamelodi and
Alexandra) KwaZulu Natal (Bhambayi and Mphohomeni). The Committee notes these
developments and requests that the Department continues to brief it quarterly
on progress made.
15.13.3
The Committee requests
that the Department continue to keep it informed, in writing, by 30 January 2015,
of the progress made in identifying and making payments to outstanding
beneficiaries, as well as the progress relating to the finalisation of the regulations.
The Department should also indicate any difficulties it may be experiencing in
obtaining the necessary co-operation from other roleplayers. Further, the
Department should be prepared to comprehensively brief the Committee
quarterly on progress made tracing the remaining
beneficiaries and payments and the finalisation of the regulations.
15.14
Reporting on spending for vulnerable groups
15.14.1
Increased access to justice of women, children and persons
with disabilities continues to be a priority of government and of the
Department. The Committee has expressed its interest in the details of spending
on vulnerable groups many times in the past. During the 2013/14 Budget process,
the Department suggested that a restructuring of its Court Services programme
as a result of the migration of certain sub-programmes under to the Office of Chief
Justice, might make it possible for it to consider including a programme for
vulnerable groups. The Committee remains supportive of this, as not only will
it assist greatly to make spending under vulnerable groups more transparent but
also will facilitate oversight. In the meantime, the Committee requests that
the Department report quarterly on its spending for vulnerable groups. This
includes details of what was spent on the implementation of legislation such as
the Child Justice Act, the Criminal Law (Sexual Offences and Related Matters)
Amendment Act and the Childrens Act.
15.15
National Register for Sexual Offenders (NSRO)
15.15.1
The Committee is pleased with the progress made in capturing
the particulars of those convicted of sexual crimes. The improvements are as a
result of improved/closer working relations with the SAPS and the Department of
Social Development, as well as increased capacity of data capturers. The
Department told the Committee that discussions are underway with the Department
of Social Development to combine the National Register with the register
provided for in terms of the Childrens Act. The combined register would be
located in the Department of Social Development. The Committee welcomes this,
as it should prevent any duplication and waste of resources.
The Department is requested to provide the Committee
with a written report on progress made in recording convictions, challenges
identified, as well as developments relating to the merging of the registers by
30 January 2015.
15.16
Maintenance matters
15.16.1
The Committee welcomes the continued focus on maintenance
matters to improve delivery of maintenance services. The maintenance turnaround
project is a flagship project and the impact of this work affects the most
vulnerable members of society. The project has had considerable success in the
implementation of EFT payments made to beneficiaries with 98% of payments now made
by EFT. Not only does this reduce the amount of cash handled at service points
with all the attendant risks, it also reduces travel costs for beneficiaries
and has reduced queues at justice service points. Since March 2011, the number
of beneficiaries paid by means of EFT at court level has increased from 15 893 in
March 2011/12 to 214 443 in March 2014). The value of these decentralised
payments has increased from R9 million to R164.8 million in the same period. (Similarly,
for the Guardians Fund, all service points use EFT, and 96% of payments are
made by means of EFT in March 2014)
The
Committee notes that
various policies and
training interventions have been developed to improve service delivery overall:
A national defaulters strategy was produced to guide courts on how to uniformly
deal with defaulters and is being implemented; and a maintenance complaints
management training module is intended to equip maintenance complaints managers
with the appropriate skills. In addition, IT solutions have been identified as
critical to the effective management of daily maintenance and other TPF
operations.
Despite
these improvements, the submission to the Committee highlighted matters raised
by the public relating to service delivery. Many of those who seek maintenance
orders, or, who are in need of assistance to enforce the orders, are not
informed of the services that are available. The Committee is of the view that
thereneeds to be a concerted effort to ensure that maintenance courts officials
(clerks) inform members of the public of the services that are provided. There
also appears that there is need to train maintenance officers and not just
investigators. From members accounts, it would appear that this is not always
the case. The Committee also expressed support for more stringent enforcement
mechanisms for defaulters, including investigation of the possibility of
imposing travel restricitons on defaulters.
15.17
Sexual offences and designated sexual offences courts
15.17.1
Th
e
Committee has been
appalled for some time at the relatively low conviction rate for sexual
offences (67% in 2013/14), despite the many policy and legislative
interventions that aim to address sexual violence in our society. The
Committee, however, believes that key indicators of performance convictions
rates in sexual offences matters; the rollout of Thuthuzela Care Centres; and
the number of dedicated Sexual Offences Courtsestablished do not assist in
achieving a comprehensive understanding of the difficulties that accompany
prosecutions. These indicators do not explain why only so many of the
approximately 60 000 to 70 000 sexual offences cases reported to SAPS each
year are never prosecuted. Looking at the (sometimes differing) statistics that
are available from the Department and the NPA, the NPA received approximately
10 000 new sexual offences matters in 2013/14and reports 5 484
convictions overall for sexual offences (the Department reports 4 401
convictions). Too many reported cases never reach prosecution: Only between 7%
and 9% of reported cases result in a conviction. Further, 1 784 cases were
struck off the roll while 5 478 were withdrawn. The Committee is of the
view that there is a need for more comprehensive statistics, including
qualitative information that looks at victim satisfaction surveys, in order to
begin to understand and address the obstacles that are contributing to the
attrition of sexual offence matters.
15.17.2
It remains firmly of the view that sexual offence matters require
specialist skills and, for this reason, it supports the rollout of dedicated
sexual offence courts as a priority. It is a concern that there do not appear
to be dedicated funds for the rollout of these courts the Committee is
informed that the courts established so far were already operating as sexual
offences courts. In 2013/14, 19 courts were upgraded to meet the standard.
During the submissions, the Committee was alerted to the need for these courts
to be adequately resourced this requires long term investment in both
infrastructure and human capacity. The Committee is informed that regulations
for these courts have been drafted and have been sent to government
stakeholders. The Committee urges the Department to ensure that there is an
opportunity for the public to comment on the regulations before they are
promulgated.
The
Committee requests that the Department provide it with a written report on progress
and challenges relating to the rollout of the designated sexual offences courts
and the status of draft regulations by 30 January 2015 and be prepared to brief
it quarterly.
The
Committee requested previously that any sexual offences matters that are also
backlog cases be identified and prioritised for finalisation. The Department is
requested to report on progress in this regard, in writing, by 30 January 2015.
15.18
Transformation of
State Legal Services and challenges in the State Attorneys Office
15.18.1
The discussion document on the Review of State Legal Serviceswas
released in May 2012. It details plans to consolidate structures providing
legal services to the State to enhance performance. In the Fourth Parliament, certain
aspects relating to state litigation were queried, including the fragmented
approach to the management of state litigation in an increasingly litigious
society, as well as briefing patterns to previously disadvantaged legal
practitioners and there was lengthy engagement with the Department during these
BRRR proceedings on the many challenges identified relating to the conduct of
state litigation. Towards the end of the Fourth Parliament, legislative
amendments were passed to provide for a chief State Attorney the
Solicitor-General. In recent years, a number of court judgements have
highlighted ongoing challenges in this State Attorneys office (particularly
the Pretoria Office) pointing to instances of neglect and general decline in
standards; a disquiet regarding failures to observe both law and practice and,
most recently, a chaotic state of dysfunctionality, a failure to render a
professional service, unacceptable excuses and the unprofessional manner in
which pleadings and affidavits are prepared. In addition, the Auditor-General
reports on an internal investigation into possible irregularities that resulted
in fruitless and wasteful expenditure in the State Attorney in Pretoria. This
was also flagged in 2012/13.
The Committee welcomes the Departments acknowledgement that there are
difficulties within the State Attorneys Office that are receiving urgent
attention. It understands that some of the challenges are as a result of
capacity the implementation of OSD has perversely made it very difficult for
the Department to attract legal skills at supervisory level. The Department had
asked the Committee in the Fourth Parliament for a separate briefing on the
discussion document Review of State Legal Services. The Committee will schedule
the necessary meeting as soon as its programme permits.
15.19
Assessment of the impact of the decisions of
the Constitutional Court and Supreme Court of Appeal
15.19.1
The
Committee
notes that despite delays (the project emanated from a Cabinet statement made in
November 2011, followed by the release by the Department of a discussion paper
The transformation of the judicial system and the role of the judiciary in the
developmental state in February 2012) a service provider the Human Sciences
Research Council in partnership with the University of Fort Hare - has now been
appointed to conduct the assessment. The Committee received a briefing very
recently on this project, which intends to understand how South Africas
highest courts, through their judgements, have interpreted and given meaning to
the laws and policies of the land; how jurisprudence has contributed or
contributed to law reform; and how the policies and programmes of government
heed the decisions of the courts. The Committee notes that an interim report
was due in September/October 2014, while the final report is due by 31 March
2015. It is extremely interested in the outcomes of the study and looks forward
to engaging with the report once it is finalised.
16
National
Prosecuting Authority
16.1
The Committee congratulates the NPA for the
excellent effort in maintaining its clean audit opinion.
16.2
The Committee also notes that the position of
the NDPP was filled in October 2013, after a long period in which the position
was vacant.
16.3
In contrast to previous years where there was
considerable concern that budget shortfalls would negatively impact on
prosecutions, undermining service delivery in the criminal justice as a whole, the
NPA assured the Committee that it believes it will be able to meet its
strategic objectives within the resources allocated to it for the MTSF period.
16.4
In the Fourth Parliament, there was concern that
vacancies and the high number of acting positions within the NPA might have a
negative effect on the NPAs performance.In 2012/13, in line with National
Treasury directives, the NPA solved the problem of overall high vacancy rates
by no longer counting posts for which there were no funds, reducing the overall
vacancy rate from 15% for 2011/12 to 0.3% in 2012/13. Again, the Committee
expressed concern as this situation was, in its view, unsustainable. The AFU,
for example, listed the loss of experienced lawyers and financial investigators
as a reason for not being able to meet its targets for 2012/13. The Committee
notes that in 2013/14, the vacancy rate has increased. . The NPA informed the
Committee that it has received funds for additional capacity and is actively
recruiting to fill vacant positions. It is interesting to the Committee that,
in 2013/14, the AFU performed exceptionally well, meeting 75% of its targets.
This is attributed to it having received the additional financial and
investigative capacity it needed.
16.5
The Committee has commented in paragraph 15.18
above on the challenges that accompany the prosecution of sexual offences. It,
however, notes that the Thuthuzela Care Centres (TCCs), the model for which is
regarded world-wide as best practice, are now funded by government and,
therefore, are no longer dependent on donor-funding as was the case for many
years. The Committee also welcomes the expansion of the TCCs despite not
meeting the target: there are now 38 such centres.
16.6
The Committee engaged keenly with the NPA on
its views regarding corruption, the combating of which is a NDP priority. In
its view, statements regarding the extent of corruption in South Africa are far
too easily/loosely made. The Committee believes that rather rely on assumptions
and perceptions, there is urgent need to draw on the experiential knowledge of
bodies, such as the NPA, to build a more comprehensive picture of corruption in
SA. Action that is supported by hard evidence will assist in informing where
action should be directed.
16.7
The Committee also queried the statistics
relating to the extremely small number of corrupt JCPS officials referred for
prosecution. The NPA acknowledged that there are challenges as few cases are
referred. There had been a meeting with the JCPS Cluster departments and it
would seem that there are capacity challenges. The ACTT is attempting to
address these challenges and also to facilitate more referrals.
16.8
The Committee notes that the AFU is one of
the few state institutions that recovers money for the state. The Committee
congratulates the AFU on its considerable achievements for 2013/14: In 2013/14,
the AFU returned R296 million through completed forfeiturecases against its
total budget of R112 million for the year. It is anticipated that the AFU will
recover significant amounts going forward flowing from its focus on corruption
cases. The Committee believes that the AFUs work is vital to addressing
corruption.
16.9
Concerns were raised relating to the NPAs
accounting status and governance arrangements. At present, although the NPAs
prosecutorial independence is constitutionally guaranteed; empowering
legislation provides that its accounting officer is the DG: Justice and Constitutional
Development. In addition, the NPA requires an exemption annually for it to
prepare separate annual financial statements. The Committee is informed that amendments
to the National Prosecuting Authority are being prepared to resolve these
problems, further strengthening both the NPAs independence and its
accountability. A draft Bill is with the NPA for comment. The NPA expects to be
able to make representations to the Minister on its contents before the end of
the year.
16.10
The Committee has already indicated its
concerns relating to court performance and unnecessary delays in court
processes. It once more believes that the conduct of all justice officials,
prosecutors and public defenders needs to be strictly monitored and, if they
are responsible for the causing unnecessary/unjustifiable delays, they should
be sanctioned.
17
Legal Aid
South Africa
17.1
The
Committee
congratulates Legal Aid South Africa on receiving an unqualified audit for the
past 13 years, with no matters of emphasis for the past nine years. Yet again,
Legal Aid SA impressed the Committee greatly with its strategic vision and
planning, management of resources and considerable achievements.
17.2
The Committee agrees that,although a key stakeholder in the criminal
justice system, Legal Aid South Africas budget is considerably smaller than
that of the NPA and it feels budget cuts disproportionately. Further, the
majority of Legal Aid SAs allocation is committed to salaries, which leaves
very little room to cut costs without reducing posts. A reduction of posts has
potential negative consequences for court coverage and may eventually impact
adversely on court performance. So far,Legal Aid SA has been able to absorb
budget cuts to some extent without it having significant impact on court coverage,although
its relief capacity is stretched. The current coverage of courts is already
inadequate and the reductions will exacerbate this. The Committee is extremely
concerned about the impact of the reductions on the efficiency and
effectiveness of the criminal justice system as a whole.
The Committee supports the need for more legal aid practitioners to
increase coverage in all courts and to provide for relief capacity. It strongly
feels that insufficient capacity has a considerable adverse effect on
case-flow, contributing to backlogs and, generally, to delays in the criminal
justice system.
The Committee notesalso in this
regard the NPAs complaint that its performance is sometimes compromised/affected
by postponements related to the unavailability of role players. Legal Aid SA
has indicated that it requires about R65 million to address its challenges
relating to relief capacity at courts.
17.3
Further, the Committee is alarmed that
Legal Aid South Africa
will be unable to
provide additional capacity where required. The Committee was told in the
Fourth Parliament of plans to convert backlog courts to permanent courts and
the need for funding for additional court support.The Committee, therefore,
supports
Legal Aid South Africa
in its request that, in future, any court expansion programmes factor
in a budget allocation for legal aid capacity to service those courts if they
are to be functional. Legal Aid SA requires R34 million to appoint legal aid
practitioners at new magistrates courts: National Treasury is considering
providing R18 million to create capacity at new courts.
17.4
The Committee is informed that National Treasury has proposed budget
cuts for 2015/16 and 2016/17 of R62 and R95 million respectively. The
expectation is that Legal Aid SA will use its reserves to absorb the
reductions. However, the Committee is informed that these reserves are to meet
contingent liabilities, which among others are for payment of Judicare matters.
Should these reserves be depleted, Legal Aid SAs may find itself technically
insolvent, which would be untenable. Legal Aid has written to National Treasury
putting its position across and to rectify any misunderstanding of what these
funds are for. Although the Committee understands that baselines are being cut
across the board, the proposed reductions are, in the Committees view
undesirable and should be kept to minimum, especially in light of Legal Aid
SAs continued outstanding performance and exemplary management.
17.5
The Committee continues to support
Legal Aid South Africa
s goal of
expanding its civil work and impact litigation, despite the financial
constraints that it faces in this regard. Legal Aid SA has indicated that it
requires an additional R 16 million to meet the civil demand. The Committee
attention was also drawn recently to the gendered nature of the spilt between
criminal and civil work: The bulk of the work done by Legal Aid SA relates to
criminal work and this naturally consumes the greatest portion of its budget.
Civil work accounts for 13% of Legal SAs work and is made up largely of family
matters, children matters, land matters, civil claims and labour maters. The
majority of civil matters (56%) entailed assistance to women. The Committee
therefore shares the concern that the additional budgetary constraints that are
envisaged will further constrain the delivery of civil legal aid and advice to
the detriment of the most vulnerable.
17.6
The Committee notes that the Marikana Commission of Inquiry continues
to place strain on Legal Aid SAs resources. In addition, there is concern that
the recent Supreme Court of Appeal ruling has set a precedent. The Committee
believes that it may be necessary to amend the Commissions Act, 1947, to
provide for the costing and funding of future commissions and to clarify Legal
Aid SAs obligations in this regard.
17.7
The Committee notes that the number of cases involving children in
criminal matters has decreased significantly from 22 376 in 2011/12 to 11 869
in 2013/14. The Committee isnot satisfied for the explanation for the sharp
decrease. It may well be the result of the increased number of children being
diverted, which would be a positive outcome. But until the necessary research
is done any comments are merely speculative and, therefore, not especially
useful. It, once more, urges the Inter-sectoral Committee, of which Legal Aid
SA forms part, to look into this phenomenon in monitoring and evaluating the
implementation of the Child Justice Act, which is not only to protect children
from exposure to the adult criminal system and provide for their needs but also
as an opportunity to positively intervene in a childs life to break/prevent
the cycle of crime.
17.8
The Committee suggests that Legal Aid SA look carefully at its
marketing campaign in order to address lingering perceptions that it provides
services of an inferior quality. This is clearly not the case: Legal Aid SA
performs extremely well and over the years has aggressively tackled
quality-related issues through supervision and internal and external quality
assurance mechanisms. The Committee suggests that language may also have a role
to play and suggests that Legal Aid SA translates its vision and mandate into
all of South Africas official languages as part of its strategy to promote its
services and raise public awareness.
18
Special
Investigating Unit
18.1
Last year, only two weeks into the position, Adv. Soni maintained that
the SIU would need to radically transform for it to be able to take up fully its
role in tackling corruption, maladministration and abuse of power. The SIU
intended to focus on its powers to initiate civil proceedings to recover
ill-gotten gains in the courts or a Tribunal established under the SIU Act,
1996, as amended. There would be a move away from the many smaller
beneficiary-type matters to systemic investigations of issues of supply chain
management and procurement. A significant number of the Units achievements
still relate to the SASSA investigations but these are coming to a close. The
Committee notes that the SIU is in the process of instituting civil action in
respect of seven matters. It would be interested in the outcome of these
proceedings and requests that it is kept informed
18.2
The SIU once more attained
an unqualified audit with findings. There is some concern as this is the third year
that there are findings although there are notable improvements. While
acknowledging the progress,the Committee is of the view that it is wholly
undesirable for a body that addresses corruption, maladministration and abuse
of power to obtain anything other than a clean audit. Still, the Committee
accepts the SIUs explanation for the findings and welcomes its commitments to
improve on these. The Committee requests, however, that the SIU
provide
the Committee with written details of the formal commitments made to address
the audit findings and its audit action plans in this regard by 30 January
2015, and report on progress quarterly.
18.3
The Committee notes that the SIU achieved 67% of its targets. Although
these are reduced in some cases reduced, for the first time in two years the
Auditor-General made no findings regarding the performance.
18.4
The SIU
reports, among others, that between 2009 and 2014 it has referred 13 298
matters to the NPA and 10 591 recommendations were made for disciplinary
processes to various departments and state entities. However, there is no
indication of how many of these referrals led to successful prosecutions and
convictions and how many resulted in successful disciplinary actions. The
Committee is interested in the impact of measures to tackle corruption and asks
that the SIU and NPA provide it with details of the outcome of these cases. In
future, it would be helpful if there were an indication in the reports of the
outcomes of the SIUs activities.
18.5
The Committee is interested in the impact that the SIU is having. In
this regard, the Annual Report provides little information other than to list
proclamations and note that investigations are ongoing. The Committee asks that,
going forward, the Annual Report provide greater detail on its investigations, giving
if possible a summary of the investigation, the date the proclamation was
received and the date the investigation was concluded (the SIU would need to
define what is meant by conclusion), as well as information relating to outcomes
(referrals, prosecutions, convictions, number of disciplinary actions and
acknowledgement of debt, etc.).
18.6
The Committee notes too that the perception that investigations take too
long is a challenge for the SIU. Clearly, it is not easy to predict how long an
investigation will take from start to outcome but it would be interestingto be
able to trace the duration of matters especially now that the SIU is no
longer focussing on the high volume cases This would provide useful information,
among others, on any capacity-related or other obstacles that may need to be
addressed; as well as the efficiency and effectiveness of the SIUs activities.
19
South
African Human Rights Commission (SAHRC)
19.1
The
Committee welcomes the improvement in the SAHRCs audit opinion: last year, the
SAHRC received a qualified audit opinion, which was all the more dismaying when
considered in light of
the Commission having
received an unqualified audit opinion with no emphasis of matter since 2009/10.
At the time, the Committee noted the Accounting Officers willingness to take
responsibility for the regression, and was provided with a credible explanation
for how the qualification came about. The Committee was also presented with the
SAHRCs audit action plan to rectify in 2014/15 the matters that were
identified. It is, therefore, pleasing to see that the SAHRCs efforts have led
to it receiving an unqualified audit opinion, albeit with findings. The
Committee notes that the Auditor-General remains concerned regarding the
sustainability of the audit opinion, which is worrying.
19.2
The Committee welcomes the overall trend relating to improved
performance continues: The Commission achieved just 52% of targets in 2008/09
when compared to achieving 85% of targets in 2012/13 and 87% in 2013/14.
19.3
The Committee requested that the SAHRC report separately on its
Promotion of Access to Information Act (PAIA) mandate, which the Commission has
done now for several years. The Committee was briefed separately on the report
relating to compliance with international human rights obligations but has not
had an opportunity to engage with the SAHRC specifically on its PAIA mandate
and on the challenges relating to the implementation of PAIA. It understands
from the Commission that there are plans to establish the Information Regulator
in due course but that it has been advised that it will still need to make
provision for PAIA activities in its operational budget for 2015/16.
19.4
The Committee has still to engage formally with the Office on
Institutions Supporting Democracy (OISD) in the DeputySpeakers Office to
clarify its role in supporting these institutions. It notes, however, the
attendance of officials from the OISD at relevant committee meetings, which it
has found useful. Still, going forward, the Committee believes that further
engagement with the OISD would be useful.
19.5
The SAHRC told the Committee previously that it has a number of cases
that require resolution through formal processes but has been constrained by a lack
of funds. The Committee suggested that the Commission seek assistance from
Legal Aid South Africa, which has increasingly capacity to engage in civil
litigation, including high impact litigation. The Committee was pleased that
the Commission has contacted Legal Aid South Africa and that a memorandum of
agreement was concluded. The Committee is unclear whether the agreement was
signed but requests that it is kept informed of developments in this regard.
19.6
The Committee engaged with the SAHRC on litigation against the State,
querying how these adversarial engagements impact on its relationships with the
Executive. The Commission clarified the circumstances in which litigation is
resorted to, agreeing that litigation can create difficulties.
19.7
The SAHRC is participating at the Marikana Commission of Inquiry. In the
Fourth Parliament, the Committee at the outset - had certain reservations
relating to the potential for conflict regarding the SAHRCs intended role. A frank
discussion took place at that time after which the SAHRC took the Committees
concerns on board and revised its plans to ensure that there would be no
conflict. Its role has been to bring to the Commissions attention relevant
socio-economic factors. The Committee is informed that SAHRC has since played
an invaluable role at the proceedings and its contribution has been publicly
acknowledged as such by the Commission itself.The Committee asks the Commission
to provide it with a written progress report by 30 January 2015.
19.8
The Committee supports the SAHRC role in promoting a human rights
culture and believes that well positioned to drive educational programmes
regarding human rights.
The Committee once
more urges the SAHRC to give greater attention to its awareness programmes to
promote constitutional literacy and encourage national dialogue to promote
social cohesion and nation building.
20
Public
Protector
20.1
The Public Protector received an unqualified audit opinion with findings.
In a similar vein to its remarks with regard to the SIUs audit finding, the
Committee believes that is an integrity institution should strive for and
achieve a clean audit. ThePublic Protector informed the Committee that there
are processes in place to address the Auditor-Generals concerns. The Committee
asks, however, that it be kept informed of progress on a quarterly basis.
20.2
A specific concern relates to the Public Protectors challenges as a
going concern: as its liabilities exceed its assets, the Office is technically
insolvent. The Committee notes that this finding did not cause the
Auditor-General to alter his opinion. The Committee, however, isunclear as to
what measures are being put in place to address the issue.
20.3
The Committee notes the Public Protectors difficulties relating to
accessibility. It should be noted that in the past the PPSA has sought
additional funds to expand its footprint. The Committee, in the Fourth
Parliament, did not generally support the expansion of the Public Protectors
footprint as it repeatedly queried the distribution of offices for best use of
resources and did not feel able to engage further on the opening of more
offices until it has been briefed fully on the Public Protectors strategy in
this regard.
20.4
Still, the Public Protector reported that it had reached more than 37
million people in 2013/14.In 2012/13, the Public Protector reached more than 50
million people through different media, although it appears that some of these
are repeated interactions. The Public Protector conceded at the time that it was
likely that the number of people reached was closer to 20 million. If this was
the case, then the Public Protector has improved considerably in this regard,
despite resource constraints, and the Committee congratulates the Public
Protector on her initiative to raise public awareness.
20.5
In the past, the Auditor-General suggested that the targets were set too
high and not suitably developed during the strategic planning process. The
Public Protector explained that she preferred to set the targets high and fail
to meet them while trying hard to do so rather than to set targets too low from
the outset The situation appears not to have improved greatly in 2013/14, as
targets relating to finalisation and turnaround time for resolution of
complaints were not met.
With regard to case finalisation, 61.2 % of
cases were finalised. The Office indicated that it could not achieve its
targets due to resource constraints.
The Committee
has previously expressed the view that the Public Protector should consider
being more strategic in taking on investigations, making use of systemic
investigations in particular, to maximize the use of scarce resources.
20.6
The Committee is
pleased to note the increase in cases finalized but at the same time notes that
the cases carried over have increased. In addition, the Public Protector has
been unable to meet turnaround targets, which is attributed to a lack of
investigative capacity. An investigator can have approximately 500 cases per
year.
The
Committee notes the heavy case-load but is of the view that the failure to
reconcile overlapping mandates creates room for duplication and contributes to
the strain on resources. The national Fiscus has limited funds available to
meet competing priorities. For this reason, the Committee urges that steps are
taken to ensure that resources are used effectively and efficiently and to
avoid duplication among the various institutions.
20.7
The Annual Report highlights lack o
f trust, low employee morale and absence of
organization culture common to all in the institution
as some of the
challenges facing institution. The Committee is concerned that there is low
morale among staff, which the Public Protector attributes to the pressure of
the investigative load and a lack of support. A further concern is the
resignation of the CEO and CFO, although the Public Protector explained that
both had resigned for other positions. While the Committee acknowledges that
the investigative load is high, the Committee is unclear as to what factors(s)
have contributed to the challenges being experienced but notes too that the
Office has experienced organisational problems in the past. The Public
Protector does not indicate what measures are in place to address these.
20.8
The Committee notes the Public Protectors request for additional funds to
fill the staff establishment.The Committee requests that the Public Protector
provide it with a comprehensive report on its case load, including the number
and type of cases being investigated and when these were received and
finalized. As per the invitation of the Public Protector, the Committee intends
to visit the Office as soon as its programme permits.
21
Summary of
reporting requests for the Department of Justice and Constitutional Development
Reporting matters
|
Action required
|
Timeframe
|
Building of new courts (paragraph 15.3):
Progress report on capital works projects with targets
and time frames; challenges experienced; and spending (compared to projected
spending
)
|
Written progress report
Briefing
|
30 January 2015
Refer to Committee programme
|
Maintenance of court buildings and justice
service points (paragraph 15.4):
Schedule of and progress report on planned maintenance
of court buildings and justice service points, challenges experienced and
spending (actual compared to projected).
|
Written progress report
Briefing
|
30 January 2015
Refer to Committee programme
|
Addressing the audit outcome (paragraph 15.6):
Report providing details of the formal
commitments made to address the audit findings and audit action plans.
Quarterly progress reports on:
·
Progress
made on the Audit action plans and the compilation of monthly financial
statements with full disclosure notes
·
Key
dashboard reports with particular focus on compliance with laws and
regulations and supply chain management
|
Written report
Written quarterly progress reports
|
30 January 2015
As available for the quarter.
|
Management of Third Party Funds (paragraph
15.7):
Progress Report
|
Written report
|
30 January 2015
|
Preventing fraud and corruption in
Department and vetting of senior management staff (paragraph 15.8):
Written progress report with quarterly briefings
|
Written report
Briefing
|
30 January 2015
Refer to Committee programme
|
Vacancies at senior
management level and in critical areas (paragraph 15.19):
Written progress report on vacancies
especially at senior management level and in critical occupations.
|
Written report
Briefing
|
30 January 2015
Refer to Committee programme
|
Vacancies Magistrates (paragraph
15.9.2):
Written progress report on vacancies
|
Written report
Briefing
|
30 January 2015
Refer to Committee programme
|
Security at courts and justice
service points (paragraph 15.10):
Progress report on
National Security Infrastructure Project
Briefing on
provision of security at courts and justice service points
|
Written report
Briefing
|
30 January 2015
Refer to Committee programme
|
Integrated Justice System (IJS)
projects (paragraph 15. 11):
Progress report
with targets and time frames; challenges experienced; and spending (compared
to projected spending).
|
Written report
Briefing
|
30 January 2015
Refer to Committee programme
|
Multi-lingual courts (paragraph 15.13)
Written report
|
Written report
|
30 January 2015
|
Truth and Reconcilation Commission process (paragrpah
15.14):
Progress report
|
Written report
Briefing
|
30 January 2015
Refer to Committee programme
|
National Register of Sexual Offenders
(NRSO) (paragraph 15.16):
Progress report on capturing of data, as well as
challenges experienced. Developments relating to the combining of the related
registers.
|
Written report
|
30 January 2015
|
Dedicated sexual
offence courts (paragraph 15.18):
Report on progress establishing
the courts
|
Written report
Briefing
|
30 January 2015
Refer to Committee programme
|
Transformation of
state legal services (paragraph 15.19):
Briefing
|
Briefing
|
Refer to Committee programme
|
Part 6
22
Summary of
recommendations, including requests for additional funding for the MTEF
22.1
The Committee once again highlights the need
for greater and more regular engagement between Parliament and the Chapter 9
and associated institutions. This has long been identified as a challenge that
requires attention. The Committee also recommends that greater use be made of
the Forum for Institutions Supporting Democracy as a way to reconcile the
duplication of mandates. The Committee urges the Forum to meet at least
quarterly and encourages it keep Parliament informed of the key issues
emanating from these meetings.
22.2
The South African Human Rights Commission
should spearhead dialogue that will promote and instil a deep understanding
among all South Africans of constitutional values, the rule of law and human
rights to advance nation building and social cohesion.
22.3
The Committee recommends that institutions
who spearhead the fight against crime and corruption report in a manner that
provides factual insights regarding the state of fraud and corruption in the
country.
22.4
The
Committee
recommends that the Legal Aid SA be provided with the following additional
funds for the MTEF period: The Committee supports that the Legal Aid SA be
provided with additional funding for additional capacity and to support the
expansion its civil work.
23
Appreciation
23.1
The Committee thanks the Director General and
all officials who appeared before the Committee for their co-operation.
23.2
The Committee thanks the National Director of
Public Prosecutions and NPA staff for their co-operation in this process.
23.3
The Committee also wishes to thank the Public
Protector and Deputy Public Protector; the Chairperson and Commissioners of the
South African Human Rights Commission; the Chairperson and Board of Legal Aid
South Africa; and the newly appointed Head of the Special Investigating Unit,
as well as all respective staff members that appeared before the Committee for
their co-operation.
23.4
The Committee finally wishes to thank the
Auditor-General and his representatives for their assistance in this process.
Report
to be considered
Documents
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