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State of Judiciary 2011-2012
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training for their entire careers in the Judiciary (including those who
had worked in the institution for over 30 years).
The beginning of 2011/12 presented a mixed context for the
Judiciary from a governance and management perspective.
On the one hand, initial encouraging steps had been made
in establishing a new top-level leadership. On the other, the
Judiciary’s long and difficult history meant that a significant array
of challenges still needed to be confronted.
5.2 Medium-Term Agenda for Change
In the medium-term, improved governance and management within
the Judiciary is being instituted under the Judiciary Transformation
Framework, 2012—2016, to encompass transformative leadership,
organisational culture and professional, motivated staff. A new
philosophy and culture is being created in the Judiciary by
promoting and enhancing good governance, and embracing
change in accordance with institution’s transformed mandate.
A new leadership and management ethos is being constructed
by establishing leadership and management frameworks that
support the transformation on a day-to-day basis. Performance
management and accountability are being institutionalised even
as the human resource is optimised and staffing strengthened.
Overall, an organisational structure is being developed that clearly
delineates judicial functions from administrative ones, supports the
effective devolution of the Judiciary, defines the roles, mandates,
responsibilities and accountabilities of different organisational units
at different levels and cascades theses roles to individuals through
job descriptions.
The growth of jurisprudence and judicial practice is being pursued
through the establishment of an overall framework for training,
research, benchmarking, continuous learning, mentoring and peer
review programmes. The Supreme Court aims to be iconic in its
leadership in creating a progressive jurisprudence.
5.3 Governance and Management: Progress Report for 2011/12
In 2011/12, the governance and management agenda was
focused on a range of strategic initiatives aimed at laying a firm
foundation for full implementation of the JTF. This is highlighted in