A crime is committed

It is reported

Verdict

Incarceration

Investigation commences Witnesses identified Evidence secured Accused identified

An arrest is made andthe accused detainedor released on bail

Integrationinto society

Prosecution/adjudication takes place

Acquittal

Fine

10111

Blockages in theCriminal Justice System

Technology InfrastructureIdentificationServicesCriminal historyinformationEventNotificationManagementInformationServices provided for the Justice EnterpriseIntegrated Justice System Steering MechanismDocketManagementOtherDepartmentsVictimManagement

Integrated Justice System: Solution Matrix

Description

Intra-Departmental Quick Fixes

Inter-DepartmentalQuick Fixes (Lead)

Fast Track Projects

Enterprise Level Projects

Justice

10

10

6

Correc-tions

7

10

8

Welfare

3

5

1

Total

60

36

6

26

Police

40

11

11

HEADLINE TARGETSJUSTICE WITH EASE

TARGETMEASUREMENTEffective JusticeConviction RateAccessible JusticeStakeholder PerceptionSwift JusticeCycle TimeEfficient JusticeCost Input/Output Ratio

Growing from a Awaiting Trial Prisoner Project to the Integrated Court Management System (ICMS)Awaiting Trial Prisoner ProjectReduce average detention cycle time of ATPS

Reduce case cycle time IJS Court CentresIntegrated Court ManagementModelCourt Process SystemICMS Version 0*Automated Integrated Case Flow Management System*Redefinition of Roles

OTHER MAJOR ACHIEVEMENTS

ITEMACHIEVEMENTSDecentralisation of CRIM to 69 of the selected 70 LCRCs for obtaining previous records completed.Waiting period reduced with 62 days (97-35)AFIS identification time of fingerprints.Being reduced from 97 days to less than 48 hours.

IJS 2000 PLUS VISIONBusiness IntelligenceIntegrated Case Management SystemVirtual Private Network Identification ServicesInformation Technology InfrastructureArchitecture

PerformanceTargetInitialTimeFocusLift PerformanceCreate capacityTransfer skillsSustain PerformanceImprovement HigherEarlier2 x ThrustsWithdrawBAC Support Strategy

DSDSAPSDCSDoJIJS Business IntelligenceIJS Business IntelligenceCourt SDIPCourt Service Delivery Improvement Program(in IJS Value Chain)REAGABOSWAIntegrated Case Flow ManagementDecentralised Court Support Services Organisation & People Development Management Through InformationBusiness and NGOsSupport and Analysis FrameworkIntegrated Operational ManagementCourtMISIJS CourtCentresOther Local Im- provement Projects

Ops CentreCourt SDIPCrimeReportArrestProse-cutionIncarce-rationRe-inte-grationAdjudi-cation

Integration Challenge

IJS Value Chain

Re Aga Boswa

Role clarification Provincial & Area Management structures and accountability establishedCourt ManagementJudiciaryProsecutorial Community

Governance

Court SDIP

Court MIS implementedCourt Performance Measures integratedCourt MIS integrated into IJS BI

THE COMMON DENOMINATOR AND OVERALL AIM OF THE IJS PROGRAMThe Integrated Justice Systems overall aim, based on the common denominator between the Departments, is to manage the Person (the offender, victim and witnesses), the associated Case (crime) and the exhibits more effectively and efficiently through the justice process to ensure Justice with EASE (Effective, Accessible, Swift and Efficient).

THE MULWELI CONSORTIUMIn November 1997, with facilitation of BAC, the Mulweli Consortium, consisting of inter alia global companies (IBM & TRW), eight South African Companies and the Australian based Victoria Police was awarded a tender to design the IJS Program.They involved 1200 governmental officials working in the four Justice Cluster Departments in 130 work sessions studying the interfaces between the different departments according to the process flow above.The approach was to :3.1 Analyse the current situation.3.2 Identify Issues and blockages that hampered the functioning of the CJS.3.3 Apply international best practices to be used as basis for transformation.3.4 Identify solutions to all issues and blockages3.5 Incorporate recommendations in the to be Criminal Justice System3.6 Classification and prioritising the solutions.3.7 Costing the proposed projects

DEPARTMENTS AND CORE PROCESSESThey identified 6 core business processes that is common to all Criminal Justice Systems in the world. The processes impact on all the roleplayers and stretch over the total process of dealing with criminals in the CJS. These core processes are:Crime reportingArrest and keep secure for adjudicationProsecutionAdjudicationIncarcerationReintegration.2. They identified 146 Issues and blockages in the As Is situation and developed 128 solutions to those blockages by creating an Justice Enterprise Architecture.3. That architecture would be built through 6 cross cuting Enterprise level projects. Five of the Enterprise Level projects dealt with the business processes within the Criminal Justice cluster whilst the sixth one comprised of a Technology Infrastructure to support the business processes.

SOLUTION MATRIXA workplan was developed to build towards the enterprise To Be situation. The workplan provided for quick wins as Quick Fix projects(3 to 6 months), Fast Track projects (6 to 18 months) and the Enterprise projects that could be achieved in 5 years.JUSTICE WITH EASEHeadline Targets were identified to measure and monitor progress towards the ideal To Be situation.It is called Justice with EASE as illustrated in the slide above and consists of:EFECTIVE JUSTICE measured by conviction rateACCESSIBLE JUSTICE measured by stakeholder perceptionSWIFT JUSTICE measured by cycle timeEfficient Justice measured by Input/Output RatiosAWAITING TRIAL PRISONER PROJECT (ATP)One of the projects wherein the Department of Correctional Services played a pivotal role was the Awaiting Trial Prisoner Project. The main objective of this project was to reduce the numbers of awaiting trial prisoners detained in prisons by expediting the casses of those awaiing trial and revisiting the conditions of bail for those petty offenders that cannot aford to pay their bail. Success was achieved through enhancing the interdepartmental teamwork and cooperation at local court level.The aim was not to do explore new avenues but rather to promote the utilisation of existing processes by bringing all the role-players together and thrash out issues and blockages.The project was piloted at a few sites impacting on more than 70% of those cases that were reviewed. Due to the fact that ATPs formed approximately 10% of the court roll, it was decided to widen the scope of the project to cover all cases on the court roll. These projects provide excellent results and paves the way for automation to follow. Known as The Integrated Justice Court Centres (IJCC), it has thus far been implemented at 33 district courts and is being roled out in all provinces. The focus of the IJCC is to enhance court roll management and thereby accelerate court processes to obtain Justice with EASE. ATPs and children are priority streams that receive special attention and DCS members in the IJCC ensure that focus and attention.A further spin-off of the ATP project was the institution of the Integrated Court Management Model. This model separated the function of the Judiciary and the day tot day management of courts. It loosened the hands of the judiciary and prosecuting authorities to focus their attention on their professional function whilst leaving the day to day management of courts to other departmental officials.This development is a quantum leap forward towards an improved team effort with Service Level Agreements between stakeholders to ensure court performance. That in itself demands extreme empowerment and goodwill from all sectors within the department of Justice and the other departments in the JCPS cluster. To enable this quantum leap to be assimilated and maintained at a high level, the Criminal Justice Strengthening Programme (CJSP) funded by USAID and managed by BAC was launched and this project has been named Re aga boswa as the leading project in rebuilding the way that our courts function.The RE AGA BOSWA (we rebuild) was formally launched in Durban on the 31st of January 2003. It integrates changed work processes and procedures, Court Service Delivery Improvement projects (e.g. the IJCC, Court MIS, a DOJ Operations Centre and local improvement projects) and the lessons being learned from the Court Process Pilot project in Durban into an integrated Court Management framework and Model that will be rolled out nationally.

Other major achivements of the IJS especially through the sub programme Identicfication Services ar portrayed above.IJS 2000 PLUS VISIONAll the events served to conceptualise IJS 2000 plus vision that migrated from the original 128 projects identified by the Mulweli consortiun to the six sub programmes in the slide above. The Deparment of Correctional Services together with its other IJS partners in the IJS Board effectuated this migration from a conceptual framework to implemention.

ARCHITECTUREThis project is to provide the justice cluster with a single and common architecture for the development of the integrated justice system. Existing systems are taken into account. This project is a crucial requirement for the successful realization of the IJS vision. Parallel to this, departmental architectures are being aligned to ensure transverse interoperability.

2. IT INFRASTRUCTUREThis project will allow users access to electronic infrastructure. This project was allocated to all departments who caters for its own technological needs within its invformation technology plan.

3. A VIRTUAL PRIVATE NETWORK (VPN) for the four departments This is to provide a secure and stable network.

4. IDENTIFICATION SERVICES This system will provide a common method of identifying and storing information relating to offenders, exhibits and other key business requirements.

5. INTEGRATED CASE MANAGEMENT SYSTEMThis system extends the Court Process Pilot Project and deals with the management of cases through the system. This system consists of the essential functionalities required within the IJS and is referred to as the Mini IJS. Key functionalities include the management of the case docket, workflow management, resource scheduling, event notification and essential business Intelligence. The Inmate Tracking Project falls within the ambit of this sub programme.

6. BUSINESS INTELLIGENCEThe scope of this project includes the establishment of an automated system to provide critical information to measure and manage the IJS.

The BAC Suport Strategy is llustrated in the graph above. The main focus of the BAC Strategty is to provide capacity to government without taking ownership of governments responsibility but rather to enable government to assimilate the skills provided and drive the project to its cionclusion. When this point has been reached by means of skills and support transfer and sustainability has been ensured, BAC withdraws.

This point with regards to the six IJS sub programmes has been reached and BAC is in withdrawal process. The IJS programme has been institutionalised in the form of a governmental IJS Programme Director and support office. Sustainability has been ensured by leaving behind certain specialised human resources as was requested by the IJS Board and individual IJS Departments.