Post on 17-Jun-2020
Page 35Accountability • Integrity • Responsiveness
Recommendations/ Remedial Action
The Public Protector recommended that:
• The Department should prioritise the upgrading of more Labour Centres to become processing and payment
Centres;
• The Department must exercise its powers in terms of Chapter 4 of the Act to enforce compliance by
employers;
• The Department should expedite the establishment of the RACs in the remaining provinces; and
• The Department should expedite the envisaged restructuring of Labour Centres in order to separate
unemployment insurance claims from other services rendered by the Department.
1.5.2 COMPEnSATIOn FUnD
REPORT 28 OF 2009/10
Compensation Fund must expedite its claims process
The Public Protector conducted an investigation into systemic deficiencies in the operation of the Compensation
Fund in order to identify root causes of complaints of undue delay and inaccessibility. Some of the complaints were
related to allegations of lack of transparency and undue delay in processing and finalising compensation claims.
Case Study A1:
Ms SFg alleged that the Compensation Fund failed to inform her of its decision regarding liability for her original claim
for compensation and unduly delayed finalising her request to have her claim re-opened.
Case Study A2:
Mr SJB approached the Public Protector with a complaint that the Compensation Fund had unduly delayed finalising
his claim for compensation after he was shot while on duty on 28 May 1999.
Case Study A3:
Mr DP alleged that the Compensation Fund prematurely assessed him at 35% permanent disablement while he was
still entitled to receive compensation in respect of temporary disablement, and that the Compensation Fund unduly
delayed providing him with authorisation to have an MRI scan taken so that his doctor could assess how to stem
further deterioration of his medical condition.
Allegations of inaccessibility to the general public:
Case Study B1: Mr KHD and Mr NHdV approached the Public Protector with complaints that the Compensation Fund
had failed in its duty to be accessible to the general public through its telephone system.
Page 36
Concomitant to the investigation, the following were established:
• In the matter of Ms SFG , the Compensation Fund expressed the view that it was not obliged, in terms of
the Compensation for Occupational Injuries and Diseases Act 130 of 1993 (COIDA) to give information to
employees regarding their claims.
• In the matter of Mr SJB, the Compensation Fund submitted that correspondence had never been sent to
him advising of the outcome of his claim, as he had not made enquiries directly from the Compensation
Commissioner.
• In the matter of Mr DP, the Compensation Fund maintained that he had been properly awarded permanent
disablement.
• With regard to the matters of Mr KHD and Mr NHdV, the Compensation Fund submitted that its telephone
system (as at 2005) was outdated and unable to provide proper functionality.
Overview of Findings
The Public Protector found that:
• The Compensation Fund is duty bound to provide injured employees with information about the status and
outcome of their claims, and to include information regarding their legal rights should a claim be repudiated.
• The Compensation Fund unduly delays the finalising of claims and objection matters (some objections having
taken up to three years to be dealt with before affected employees had access to effective remedies).
• The Compensation Fund has an insufficient number of call centre agents to manage the huge influx of calls
received on a daily basis. In addition, call centre agents require training in the proper application of COIDA
legislation.
• The Compensation Fund has an insufficient number of staff at its Legal Services directorate to process and
finalise objection hearings timeously.
Recommendations/Remedial Action
The Public Protector recommended that the Compensation Fund should expedite its processes by:
• Registering claims, objections and other legal processes within 10 days of receiving accident reports, objection
forms and other documents.
• Furnishing progress reports regarding claims, objections and other legal processes, to employers and
employees every eight weeks.
• Adjudicating claims within six months of receiving accident reports and other supporting documents required
to finalise claims. In addition, adjudicating and finalising objections and other legal processes within 90 days
of receiving objection forms or other legal documents required to finalise the processes.
Page 37Accountability • Integrity • Responsiveness
• Paying compensation to employers (where payment is due to them) and/or injured employees, within four
weeks of taking decisions.
• The Compensation Fund indicated that it would finalise its call centre permanent post structure by September
2009, with a view to employing additional call centre agents. Where this has not already been done, the
Compensation Fund should ensure that it complies with its undertaking by December 2009, so that more call
centre agents are employed to manage the huge number of calls received on a daily basis.
• The Compensation Fund should finalise the filling of all vacant approved posts throughout its office by March
2010, especially at the Chief Directorate: Financial Management.
1.6 OWN INITIATIvE INvESTIgATIONS
1.6.1 WESTERn CAPE DEPARTMEnT OF EDUCATIOn
REPORT 22 OF 2009/10
Department must urgently address conditions at Duneside Primary School
The Public Protector conducted an investigation, on own initiative, regarding the alleged undue delay on the part
of the Western Cape Education Department (WCED) to attend to conditions at the Duneside Primary School (the
School) in Mitchell’s Plain. The investigation emanates from a newspaper article published on 16 January 2009. In
the article the following was reported:
• The principal of the School was frustrated with the alleged undue delay on the part of the WCED to assist after
half of the school building was closed in August 2008 due to vandalism.
• Learners had access to only two toilets, one for boys and another for girls.
• The School had been turned into a dumping
place and posed a health threat to learners and
educators, which was confirmed by a health
inspector.
• The School had been one of the top primary
schools in the Western Cape in a previous
year, but registration at the School had since
plummeted.
• Some money had been given to the School
Governing Body (SGB) for repairs and the way
in which the money had been used was under
“formal” investigation.
Page 38
Overview of Findings
The Public Protector found that:
• The vandalism at the School started during the June/July 2007 school vacations, but during January 2009 the
School had still not been secured and was still experiencing the same problems.
• From April 2008 the WCED had been aware of the fact that the Department of Public Works would only attend
to repairs when the School had been secured. Meanwhile, several officials visited the School, but the conditions
perpetuated. The School eventually received money to secure the School on 14 December 2008 during the
school holidays. The School only secured the services of a service provider for burglar proofing during March
2009, which was more than a month after the re-opening of
schools on 21 January 2009. When the Public Protector visited
the School on 1 April 2009, the service provider had not started
with his work. This inaction over a period of almost a year was
found to constitute undue delay on the part of the WCED.
• The Health Inspector’s urgent recommendations of 20 August
2008 were not implemented despite the fact that they were
aimed at ensuring that there was enhancement of the general
environmental health conditions at the School. Failure by the
WCED in this regard was also found to have been improper.
• The undue delay in addressing the dire conditions at the School infringed the learners’ and educators’ right to
a clean and safe environment that is conducive to education.
Recommendations/ Remedial Action
The Public Protector recommended that:
• The WCED should ensure that the security and repairs at the School be concluded as soon as possible.
• The School should ensure that the health risks that were identified by the Health Inspector not recur after the
repairs and maintenance had been effected.
• The WCED should introduce measures to ensure that the delays experienced at the School did not recur at
other schools in the Western Cape Province.
• In addition to burglar-proofing, the WCED should also consider upgrading the wire fence at the school in order
to reduce unauthorised access to the school premises and to enhance the safety of learners and educators.
• The WCED should ensure that a 24-hour security service provider be contracted to guard the premises, also
after hours and during school holidays.
‘ The Public Protector places
emphasis on a twin pronged
approach of promptly righting each
wrong committed by the state
or state actor while facilitating
systemic administrative and
governance improvements’
Page 39Accountability • Integrity • Responsiveness
1.6.2 nORTH WEST DEPARTMEnT OF TRAnSPORT, ROADS AnD COMMUnITY SAFETY
REPORT 1 OF 2009/10
Department not obliged to pay volunteer, but must attend to Learner Transport Programme urgently
The Public Protector conducted an own initiative investigation into an allegation published in a newspaper that the
North West Department of Transport, Roads and Community Safety (the Department) failed to pay Mr K for providing
transportation to learners of the Calvyn Primary School in Schweizer-Reneke. It was also alleged in the article that
more than 100 learners were unable to write their mid-year examinations because Mr K stopped transporting them
to school in a bid to get payment from the North West Department of Transport.
Overview of Findings
The Public Protector found that the Department was under no obligation to remunerate Mr K for the transportation
that he provided to learners of the Calvyn Primary School as he was not an appointed service provider; however,
there was an urgent need for the learner transport programme to be improved and for adequate funding to be made
available in this regard.
Recommendations/ Remedial Action
The Public Protector recommended that the Member of the Executive Council of the North West Provincial Government
responsible for public works, roads and transport take appropriate steps to ensure that the urgent need to improve
and adequately fund the Learner Transport Programme of the North West Department of Transport was attended
to.
1.6.3 THEMBISILE LOCAL MUnICIPALITY
REPORT 33 OF 2009/10
Municipality should take appropriate action to ensure safety of residents
The Public Protector conducted an own initiative investigation which arose out of a news report by the South
African Broadcasting Corporation (SABC). The report relates to an incident where a trench was dug for purposes of
constructing a storm water pipeline in Block 17, Moloto Village, but was allegedly left unfilled by Thembisile Local
Municipality, thus causing prejudice to some of the residents.
Overview of Findings
The Public Protector found that the Municipality’s action amounted in maladministration as it had allowed a situation
that endangered the public in contravention of section 152(1) of the Constitution as well as section 11(3) of the Local
Government: Municipal Systems Act 32 of 2000. It was further found that the conduct of the Municipality prejudiced
some of the residents as they were denied unimpeded access to their homes.
Page 40
Recommendations/Remedial action
The Public Protector recommended that the construction of the storm water pipeline should be completed without
further delay, and the Municipality should take appropriate action to ensure the safety of residents in the affected
areas of Moloto village.
1.7 SETTLEMENTS AND MONITORINg OF REMEDIAL ACTION
Through the newly established Early Resolution Unit and the move towards harnessing the full constitutional and
statutory powers of the Public Protector, many complaints and/or disputes regarding state maladministration and
other forms of improper conduct and related prejudice or injustice, were resolved through conciliation, mediation
and negotiation. These Appropriate Dispute Resolution (ADR) interventions not only facilitated early resolution but
ensured that wronged complainants got prompt remedial action. A process, led by the Deputy Public Protector is
working on systematised ADR implementation, which includes the development of rules to promote cooperation from
the state thus expediting investigations and other case resolution processes.
Considerable effort was also devoted towards monitoring the implementation of findings and settlement agreements.
This is an area that is targeted for closer attention in the coming year. Interventions include a new unit to be established
to focus on compliance support.
1.8 INTERNATIONAL RELATIONS
Efforts aimed at establishing, enhancing and sustaining international relations and cooperation continued. The key
focus of international relations efforts has been the Association of African Ombudsman and Mediators Association
(AOMA), where South Africa remains the Executive Secretary and host country for the Secretariat and headquarters.
Key activities included participation in commemorating 200 years of the Ombudsman institution and participation
in international and regional conferences. Efforts towards establishing an African Ombudsman Research Centre
in collaboration with the University of KwaZulu-Natal also achieved significant progress, which included funding
estimated at R3 million from the Department of International Relations and Cooperation (DIRCO). Involvement in
international relations transcended interface with Ombudsman institutions and included participation by the new
Public Protector in forums seeking global solutions to promote anti-corruption, good governance and the rule of law.
1.9 CONCLUDING OBSERVATIONS: IMPACT, TRENDS AND FORWARD PLANNINg
The complaints that were brought to the Public Protector during the period under review highlighted serious challenges
with regard to service delivery and adherence to good governance. Most of the complaints centred on service delivery
failure or maladministration regarding basic necessities of life such as identity documents, social grants, government
pension fund payout and local government service delivery. There were also a considerable number of investigations
Page 41Accountability • Integrity • Responsiveness
regarding conduct failure mostly involving tender irregularities and
abuse of power in the management of people in various organs
of state. Investigations into service and conduct failure invariably
proved that in most organs of state, particularly in local government,
such failures were mere symptoms of systemic administrative and
governance failures in affected organs of state.
The new strategic plan of the Public Protector places emphasis on a
twin pronged approach of promptly righting each wrong committed
by the state or state actor while facilitating systemic administrative
and governance improvements with a view to minimising demand
and generally promoting good governance. The importance of this
was highlighted during a period where the nation saw an eruption of
service delivery protests and during the Public Protector’s interface
with affected communities.
The experiences of the year under review and the new strategic plan further highlight the importance of partnerships
with other oversight agencies and stakeholders that can serve as enablers for the work of the Public Protector.
Accordingly, efforts in the last five months and the new strategic plan have placed emphasis on leveraging stakeholder
relationships for enhanced institutional effectiveness.
Unfortunately, the issue of resources remains a recurring theme. The problem is particularly acute with regard to
the number of investigators which is a little over ninety for the whole country. The accessibility of services through
effective communication, outreach activities and expanded presence is also hampered by resources.
The period under review was a pivotal period as it involved the end of term for the second Public Protector and the
critical first few months of the third one. The transfer of institutional memory by the outgoing Public Protector made
the transition easy which allowed the new incumbent to hit the ground running. Most of the efforts went into wrapping
up the one term and planning for the new term and 15th anniversary of the Public Protector. The systems are now in
place and ready for delivery.
Top ten Organs of State complained against:
1. Justice & Constitutional
Development
2. Municipalities
3. Home Affairs
4. Social Development and SASSA
5. National/Provincial Treasury/GEPF
6. SA Police Service
7. Labour
8. Human Settlement
9. Education
10. Health
Page 42
PART 2: CHIEF ExECUTIVE OFFICER’S REVIEW
2.1 INTRODUCTION
The Annual Report of the Public Protector provides an audited account of the performance of the Public Protector
for the financial year 2009/10. The report describes the key areas of performance against the Strategic Plan and the
budget of the Public Protector.
The vision of the Public Protector in the 2009/10 Strategic Plan was defined as follows:
To be one of the leading Public Protector (Ombudsman) institutions in the world
The mission of Public Protector, South Africa was defined as follows:
To strengthen constitutional democracy by conducting investigations into alleged or suspected improper conduct by
organs of state, reporting and recommending remedial action, and enhancing awareness and accessibility to all.
2.1.1 KEY STRATEGIC OBJECTIVES
The key strategic objectives of the Public Protector, South Africa defined during 2009/10 are as follows:
a) To be one of the leading Public Protector (Ombudsman) institutions in the world.
b) To ensure that all allegations of improper conduct by the state and its entities are investigated, reported and
appropriate remedial action taken.
c) To ensure accessibility of the Public Protector services to all persons and communities.
d) To ensure the efficient and effective management/ leadership of the Office of the Public Protector.
e) To ensure a high performance culture by attracting and retaining highly competent and skilled individuals.
2.1.2 PROGRAMMES AND SUB-PROGRAMMES
The operations of the Public Protector were revised into three programmes, which are the following:
a) Investigations and Outreach
The sub-programmes defined under the programme are National Investigations, Provincial Investigations, Special
Investigations and the Outreach Programme. The purpose of the programme is to conduct investigations in terms of
the constitutional and legislative mandate of the Public Protector and to empower the people through knowledge, and
ensure accessibility of the services of the Public Protector.
Page 43Accountability • Integrity • Responsiveness
b) Executive Management
The programme consists of the Public Protector, Deputy Public Protector, Chief Executive Officer, Executive Support
and Security and Risk Management. The purpose of the programme is to provide leadership, oversight and strategic
direction and effective support services to the Executive Authority.
c) Corporate Support Services
The programme consists of corporate support sub-programmes such as Human Resources Management and
Development, Finance and Supply Chain Management, Information Technology and Knowledge Management,
Administration Support and Communications. The purpose of the programme is to provide effective and efficient
corporate support services.
2.1.3 KEY ACHIEvEMENTS
2.1.3.1 Investigations and Outreach
a) 12 316 new complaints were received, and a total of 18 111 complaints were investigated, of which 14 738
complaints were finalised.
b) 44 formal reports were produced and signed by the Public Protector.
c) The following Outreach activities were achieved:
• 81 collaboration activities
• 245 information sessions
• 48 slots obtained on community radio stations
• 29 articles on the Public Protector’s mandate published in provincial/community newspapers
• 362 posters put up at key service centres
• 921 clinics conducted.
2.1.3.2 Executive Management
a) An exchange strategy has been reviewed and adopted.
b) A process of consultation with stakeholders in all nine provinces was held to brief and consult with
stakeholders.
c) Organisational risks were identified and monitored monthly and reported on quarterly.
Page 44
2.1.3.3 Corporate Support Services
a) The Master Systems Plan has been reviewed and approved, and the following projects have been
implemented:
• Case management was further developed to enhance business reporting and training provided to all
users
• Development and implement of Sharepoint technology: training for all users will be provided in the next
financial year
• The financial system Great Planes has been upgraded and implementation is ongoing.
b) The Human Resources Staff Manual has been drafted and approved.
c) Reviewed and implemented Performance Management and Development System and Performance
Agreements have been signed by all staff.
d) Staff workshops were conducted on the Disease Management and Life Skills Management programmes, a
Health Awareness Day was arranged and World AIDS Day was commemorated at all the Public Protector
offices.
2.1.4 STATISTICAL OVERVIEW OF CASES AND INVESTIGATIONS
Table 1: Statistics of complaints brought forward, received, finalised and carried over to the 2009/10 financial year
Branch Brought Forward
From 2008/09
Received = 16 136 Finalised Carried Over To 2010/11
Jurisdiction no Jurisdiction
Referral To Other
Institutions
national 5681 1 628 23 107 1 731 2212
Early Resolution 911 219 118 789 3662
Eastern Cape 5473 828 89 49 1 245 130
Free State 121 1 206 65 9 1 146 181
Gauteng 831 1 305 950 394 1 758 378
Kwazulu-natal 6974 742 151 11 1 298 141
Limpopo 1 0505 1 147 362 26 2 073 124
Mpumalanga 611 593 148 29 945 259
northern Cape 213 1 108 84 12 745 576
north West 665 1635 612 21 1734 566
Western Cape 492 1213 284 57 1274 431
Total 5 7956 12 316 2 987 833 14 738 3 373
1 Corrected from 459 that was reported in 2008/09 2 The Early Resolution Unit was created in November 2009 and staff were transferred with 244 existing files from National Investigations 3 Corrected from 558 that was reported in 2008/09 4 Corrected from 1015 that was reported in 2008/09 5 Corrected from 1030 that was reported in 2008/09 6 Corrected from 5 995 that was reported in 2008/09
Page 45Accountability • Integrity • Responsiveness
Breakdown of Complaints received during 2009/10
Breakdown of Complaints received during 2009/10
Average turnaround times for the finalisation of investigations in the 2009/10 financial year.
52%
18%
19%
11%
0-3 months
4-6 months
7-12 months
13+ months
Page 46
Sample of complaints received against top 12 organs of state
1918
1543
1501
1333
684
602
530
463
443
389
301
121
96
0 500 1000 1500 2000 2500
Other
Public Works & Transport
Health
Education
Correctional Services
Human Settlement
Labour
SA Police
National/Provincial Treasury/GEPF
Social Development & SASSA
Home Affairs
Municipalities
Justice & Constitutional Development
Page 47Accountability • Integrity • Responsiveness
2.2
SU
MM
AR
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be
on
e o
f th
e le
adin
g P
ub
lic P
rote
cto
r (O
mb
ud
sman
) in
stit
uti
on
s in
th
e w
orl
d
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men
ts o
f th
e S
trat
egy
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ject
ive
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nh
ance
inte
rnat
ion
al p
arti
cip
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n
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b-
pro
gra
mm
eO
utp
uts
/O
utc
om
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/ In
dic
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0 Ta
rget
Act
ual
per
form
ance
ag
ain
st t
arg
et
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cutiv
e S
uppo
rtIn
crea
sed
visi
bilit
y an
d pa
rtic
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Evi
denc
e of
in
tern
atio
nal e
xcha
nge
stra
tegy
enh
ance
men
t an
d im
plem
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rter
ly r
epor
ts
on p
artic
ipat
ion
and
impa
ct
Ens
ure
inte
rnat
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l ex
chan
ge s
trat
egy
enha
nced
and
im
plem
ente
d
Qua
rter
ly r
epor
t on
part
icip
atio
n an
d im
pact
of A
fric
an
Om
buds
man
an
d M
edia
tors
A
ssoc
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n (A
OM
A)
and
Inte
rnat
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l O
mbu
dsm
an In
stitu
te
(IO
I),
inte
rnat
iona
l hu
man
rig
hts
/ om
buds
man
w
orks
hops
Exc
hang
e st
rate
gy h
as b
een
revi
ewed
, ado
pted
on
18 J
une
2009
and
is
bein
g im
plem
ente
d.Q
uart
erly
rep
orts
on
the
part
icip
atio
n an
d im
pact
of
AO
MA
and
IOI a
ctiv
ities
sub
mitt
ed. T
he P
ublic
Pro
tect
or p
artic
ipat
ed in
the
follo
win
g IO
I and
AO
MA
act
iviti
es:
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IOI W
orld
Con
fere
nce
in S
tock
holm
in J
une
2009
and
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ente
nnia
l a)
Cel
ebra
tion
of th
e S
wed
ish
Om
buds
man
. Pub
lic P
rote
ctor
pre
sent
ed
a pa
per
entit
led
Est
ablis
hing
a N
ew In
stitu
tion
at a
Tim
e of
Tra
nsiti
on:
Exp
erie
nces
from
Sou
th A
fric
a. A
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A E
xecu
tive
Com
mitt
ee m
eetin
g in
Lib
ya in
Apr
il 20
09.
b) P
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tect
or v
isite
d th
e IO
I and
the
Aus
tria
n O
mbu
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c)
N
ovem
ber
2009
whe
n sh
e at
tend
ed th
e W
orld
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tice
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gram
me
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fere
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in v
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a.T
he P
ublic
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tect
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a p
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at a
n an
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d) in
Nig
eria
in J
anua
ry 2
010.
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ted
and
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d ex
perie
nces
with
the
follo
win
g in
stitu
tions
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O
mbu
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f Sie
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e •
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buds
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of N
orw
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•O
mbu
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buds
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haila
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inla
nd•
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tral
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liam
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ry C
omm
ittee
•
Rea
sons
for
maj
or v
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nce
Page 48
Str
ateg
ic O
bje
ctiv
e 1:
To
be
on
e o
f th
e le
adin
g P
ub
lic P
rote
cto
r (O
mb
ud
sman
) in
stit
uti
on
s in
th
e w
orl
d
Ele
men
ts o
f th
e S
trat
egy
Ob
ject
ive
To e
nh
ance
inte
rnat
ion
al p
arti
cip
atio
n
Su
b-
pro
gra
mm
eO
utp
uts
/O
utc
om
eM
easu
res
/ In
dic
ato
rs20
09/1
0 Ta
rget
Act
ual
per
form
ance
ag
ain
st t
arg
et
Com
mun
icat
ions
Incr
ease
d vi
sibi
lity
and
part
icip
atio
n
Qua
rter
ly a
nd a
nnua
l co
nsol
idat
ed r
epor
tsQ
uart
erly
and
Ann
ual
cons
olid
ated
rep
ort
on th
e in
itiat
ives
/ pr
ogra
mm
es
unde
rtak
en to
incr
ease
th
e pu
blic
ity o
f the
P
ublic
Pro
tect
or
Qua
rter
ly a
nd A
nnua
l con
solid
ated
rep
ort o
n th
e in
itiat
ives
/ pro
gram
mes
un
dert
aken
to in
crea
se th
e pu
blic
ity o
f the
Pub
lic P
rote
ctor
. T
he fo
llow
ing
initi
ativ
es/ p
rogr
amm
es w
ere
unde
rtak
en to
incr
ease
the
publ
icity
of t
he
Pub
lic P
rote
ctor
:M
edia
Bri
efin
g(a
)
Med
ia b
riefin
g to
rel
ease
rep
ort o
n th
e N
ando
ni D
am in
vest
igat
ion;
Co
nsu
ltat
ion
wit
h S
take
ho
lder
s(b
)
Sta
keho
lder
brie
fing
and
cons
ulta
tion
on th
e P
ublic
Pro
tect
or V
isio
n 20
20 in
all
9 P
rovi
nces
and
one
at N
atio
nal l
evel
;E
ven
ts:
(c)
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ch o
f New
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egio
nal o
ffice
;8
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ia r
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ses
(d) 30
Rad
io a
nd
TV
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ws
(e)
Rea
sons
for
maj
or v
aria
nce
Page 49Accountability • Integrity • Responsiveness
Str
ateg
ic O
bje
ctiv
e 1:
To
be
on
e o
f th
e le
adin
g P
ub
lic P
rote
cto
r (O
mb
ud
sman
) in
stit
uti
on
s in
th
e w
orl
d
Ele
men
ts o
f th
e S
trat
egy
Ob
ject
ive
To e
stab
lish
an
eff
ecti
ve r
elat
ion
ship
wit
h o
rgan
s o
f st
ate
Su
b-
pro
gra
mm
eO
utp
uts
/O
utc
om
eM
easu
res
/ In
dic
ato
rs20
09/1
0 Ta
rget
Act
ual
per
form
ance
ag
ain
st t
arg
et
All
Inve
stig
atio
ns
Sub
-pr
ogra
mm
es
Tim
eous
and
qu
alita
tive
resp
onse
s
Evi
denc
e of
tim
eous
an
d qu
alita
tive
resp
onse
s
Tim
eous
and
qu
alita
tive
resp
onse
s
Min
imum
of o
ne
enga
gem
ent p
er
quar
ter
The
follo
win
g or
gans
of s
tate
that
do
not c
o-op
erat
e w
ith th
e P
ublic
P
rote
ctor
hav
e be
en id
entifi
ed:
Dep
artm
ent o
f Hom
e A
ffairs
a) In
depe
nden
t Com
plai
nts
Dire
ctor
ate
b) R
egis
trar
of t
he H
igh
Cou
rt J
ohan
nesb
urg
c)
City
of T
shw
ane
d) S
AS
SA
e) C
ompe
nsat
ion
Com
mis
sion
erf)
Le
gal A
id B
oard
of S
outh
Afr
ica
g)
At t
he e
nd o
f the
fina
ncia
l yea
r th
e P
ublic
Pro
tect
or h
eld
mee
tings
to
esta
blis
h an
effe
ctiv
e re
latio
nshi
p, c
o-op
erat
ion
and
impr
ovin
g re
spon
se
times
with
the
follo
win
g or
gans
of s
tate
:Le
gal A
id B
oard
a) Ts
hwan
e M
eter
ed S
ervi
ces
on
b) 26
Mar
ch 2
010
SA
PS
on
16 M
arch
201
0c)
S
AS
SA
on
18 M
arch
201
0
d)
Rea
sons
for
maj
or v
aria
nce
Page 50
Str
ateg
ic O
bje
ctiv
e 1:
To
be
on
e o
f th
e le
adin
g P
ub
lic P
rote
cto
r (O
mb
ud
sman
) in
stit
uti
on
s in
th
e w
orl
d
Ele
men
ts o
f th
e S
trat
egy
Ob
ject
ive
To
est
ablis
h th
e m
edia
as
a cr
itica
l par
tner
for
enh
anci
ng
the
wo
rk o
f th
e P
ub
lic P
rote
cto
r
Su
b-
pro
gra
mm
eO
utp
uts
/O
utc
om
eM
easu
res
/ In
dic
ato
rs20
09/1
0 Ta
rget
Act
ual
per
form
ance
ag
ain
st t
arg
et
Com
mun
icat
ions
Med
ia c
onsi
ders
th
e P
ublic
P
rote
ctor
a
valu
ed p
artn
er
and
in tu
rn
prod
uces
ba
lanc
ed a
nd
obje
ctiv
e m
edia
re
port
s
Med
ia r
elat
ions
pla
n im
plem
ente
d an
d en
hanc
ed
Med
ia r
elat
ions
pl
an a
ppro
ved
and
impl
emen
ted
Act
ivit
ies
App
rova
l of t
he m
edia
re
latio
ns p
lan
Impl
emen
tatio
n as
per
th
e ap
prov
ed p
lan
Med
ia r
elat
ions
str
ateg
y an
d pl
an h
ave
been
dra
fted
and
will
be
final
ised
du
ring
2010
/11
finan
cial
yea
r.
How
ever
, the
re w
as o
ngoi
ng in
tera
ctio
n w
ith th
e m
edia
as
follo
ws:
(a) M
edia
bri
efin
g
One
med
ia b
riefin
g to
rel
ease
rep
ort o
n th
e N
ando
ni D
am in
vest
igat
ion
(b
) Med
ia r
elea
ses
E
ight
med
ia r
elea
ses
(c
) R
adio
an
d T
V in
terv
iew
s
30 r
adio
and
TV
inte
rvie
ws
with
the
Pub
lic P
rote
ctor
Mee
ting
with
Dep
uty
Edi
tor
of M
ail &
Gua
rdia
n(d
)
Rea
sons
for
maj
or v
aria
nce
Page 51Accountability • Integrity • Responsiveness
Str
ateg
ic O
bje
ctiv
e 1:
To
be
on
e o
f th
e le
adin
g P
ub
lic P
rote
cto
r (O
mb
ud
sman
) in
stit
uti
on
s in
th
e w
orl
d
Str
ateg
ic O
bje
ctiv
e 1
To e
stab
lish
str
ateg
ic p
artn
ersh
ips
wit
h s
take
ho
lder
s
Su
b-
pro
gra
mm
eO
utp
uts
/O
utc
om
eM
easu
res
/ In
dic
ato
rs20
09/1
0 Ta
rget
Act
ual
per
form
ance
ag
ain
st t
arg
et
Exe
cutiv
e S
uppo
rtR
obus
t en
gage
men
ts
with
st
akeh
olde
rs
resu
lting
in th
e P
ublic
Pro
tect
or
bein
g vi
ewed
as
a va
lue-
addi
ng
part
ner
Evi
denc
e of
a
com
preh
ensi
ve
inte
grat
ed s
take
hold
er
plan
impl
emen
ted
and
enha
nced
Com
preh
ensi
ve
inte
grat
ed s
take
hold
er
man
agem
ent p
lan
appr
oved
Act
ivit
ies
Iden
tifica
tion
of
stak
ehol
ders
Dra
ft M
OU
fo
r pr
iorit
ised
st
akeh
olde
rs
Ado
ptio
n of
the
stak
ehol
der
plan
Fin
alis
atio
n an
d im
plem
enta
tion
All
stak
ehol
ders
hav
e be
en i
dent
ified
and
a c
ompr
ehen
sive
sta
keho
lder
lis
t dr
afte
d. I
n or
der
to i
dent
ify t
he n
eeds
of
all
stak
ehol
ders
, a
proc
ess
of
cons
ulta
tion
with
sta
keho
lder
s in
all
nine
pro
vinc
es w
as h
eld
to b
rief
and
cons
ult w
ith S
take
hold
ers
prio
r to
dra
fting
the
plan
. The
mee
tings
wer
e he
ld
as fo
llow
s:F
ree
Sta
te: 1
7 F
ebru
ary
2010
a) N
orth
ern
Cap
e: 2
2 F
ebru
ary
2010
b) N
orth
Wes
t: 1
Mar
ch 2
010
c)
Kw
aZul
u-N
atal
: 8 M
arch
201
0 d)
Eas
tern
Cap
e: 1
0 M
arch
201
0e)
Wes
tern
Cap
e: 1
7 M
arch
201
0f)
Li
mpo
po: 2
5 M
arch
201
0g)
Gau
teng
: 19
Mar
ch 2
010
h) M
pum
alan
ga: 3
0 M
arch
201
0i)
Nat
iona
l Sta
keho
lder
: 29
Mar
ch 2
010
j) The
inpu
ts r
ecei
ved
durin
g st
akeh
olde
r co
nsul
tatio
n m
eetin
gs w
ill b
e us
ed to
dr
aft
a co
mpr
ehen
sive
inte
grat
ed s
take
hold
er m
anag
emen
t pl
an d
urin
g th
e 20
10/1
1 fin
anci
al y
ear.
Sta
keho
lder
C
olla
bora
tion
For
um
es
tabl
ishe
d an
d M
OU
si
gned
w
ith
stak
ehol
ders
in
E
aste
rn
Cap
e,
Fre
e S
tate
, K
waZ
ulu-
Nat
al,
Lim
popo
, M
pum
alan
ga,
Nor
th W
est
and
Wes
tern
Cap
e. I
n G
aute
ng a
nd N
orth
ern
Cap
e th
e fo
rum
has
bee
n es
tabl
ishe
d, b
ut a
MO
U i
s st
ill b
eing
neg
otia
ted
with
sta
keho
lder
s.
Rea
sons
for
maj
or v
aria
nces
The
Sta
keho
lder
Col
labo
ratio
n P
lan
was
def
erre
d to
the
nex
t fin
anci
al y
ear
beca
use
the
Pub
lic P
rote
ctor
was
app
oint
ed m
id-y
ear
and
a pr
oces
s of
co
nsul
tatio
n w
ith s
take
hold
ers
in a
ll ni
ne p
rovi
nces
was
hel
d to
brie
f an
d co
nsul
t with
them
prio
r to
dra
fting
the
plan
.
Page 52
Str
ateg
ic O
bje
ctiv
e 1:
To
be
on
e o
f th
e le
adin
g P
ub
lic P
rote
cto
r (O
mb
ud
sman
) in
stit
uti
on
s in
th
e w
orl
d
Str
ateg
ic O
bje
ctiv
e 1
An
eff
ecti
ve in
teg
rate
d in
tern
al a
nd
ext
ern
al c
om
mu
nic
atio
ns
str
ateg
y
Su
b-
pro
gra
mm
eO
utp
uts
/O
utc
om
eM
easu
res
/ In
dic
ato
rs20
09/1
0 Ta
rget
Act
ual
per
form
ance
ag
ain
st t
arg
et
Com
mun
icat
ions
An
effe
ctiv
e in
tegr
ated
in
tern
al a
nd
exte
rnal
co
mm
unic
atio
ns
stra
tegy
App
rove
d co
mm
unic
atio
ns
stra
tegy
Inte
grat
ed e
xter
nal
and
inte
rnal
co
mm
unic
atio
ns
stra
tegy
The
fra
mew
ork
and
draf
t st
rate
gy h
ave
been
rev
iew
ed a
nd a
n in
tegr
ated
ex
tern
al
and
inte
rnal
co
mm
unic
atio
ns
stra
tegy
w
as
draf
ted
but
not
adop
ted.
Rea
sons
for
maj
or v
aria
nces
Ado
ptio
n of
the
Com
mun
icat
ions
Str
ateg
y w
as d
efer
red
to th
e ne
xt fi
nanc
ial
year
in o
rder
to e
nsur
e th
at th
e st
rate
gy a
ddre
sses
the
need
s of
sta
keho
lder
s an
d is
enh
ance
d w
ith th
e in
puts
obt
aine
d du
ring
stak
ehol
der
cons
ulta
tions
.
Page 53Accountability • Integrity • Responsiveness
Str
ateg
ic O
bje
ctiv
e 2:
To
en
sure
th
at a
ll al
leg
atio
ns
of
imp
rop
er c
on
du
ct b
y th
e st
ate
and
its
en
titi
es a
re i
nve
stig
ated
, re
po
rted
on
an
d a
pp
rop
riat
e re
med
ial
acti
on
tak
en
Str
ateg
ic O
bje
ctiv
e 2
To in
vest
igat
e al
leg
ed im
pro
per
co
nd
uct
Su
b-
pro
gra
mm
eO
utp
uts
/O
utc
om
eM
easu
res
/ In
dic
ato
rs20
09/1
0 Ta
rget
Act
ual
per
form
ance
ag
ain
st t
arg
et
All
inve
stig
atio
ns
Sub
-pr
ogra
mm
es
All
com
plai
nts
inve
stig
ated
1
Ow
n-in
itiat
ive
in
vest
igat
ion
final
ised
and
on
e sy
stem
ic
inve
stig
atio
n fin
alis
ed
Num
ber
of
inve
stig
atio
ns
com
plet
ed w
ithin
ap
prov
ed ti
mel
ines
, ag
reed
sta
ndar
ds a
nd
qual
ity
Com
plet
ion
of
targ
eted
num
ber
of
inve
stig
atio
ns w
ithin
ap
prov
ed ti
mel
ines
, ag
reed
sta
ndar
ds a
nd
qual
ity
12 in
vest
igat
ions
per
in
vest
igat
or p
er m
onth
Co
mp
lain
ts in
vest
igat
ed5
7957
com
plai
nts
wer
e ca
rrie
d ov
er fr
om 2
008/
09 a
nd 1
2 31
6 ju
risdi
ctio
n co
mpl
aint
s re
ceiv
ed. A
tota
l of 1
8 11
1 co
mpl
aint
s w
ere
inve
stig
ated
, of
whi
ch 1
4 73
8 w
ere
final
ised
. The
targ
et w
as e
xcee
ded
as 1
2 63
6 co
mpl
aint
s sh
ould
hav
e be
en fi
nalis
ed (
12 fi
les
per
inve
stig
ator
per
mon
th)
The
14
738
com
plai
nts
wer
e fin
alis
ed w
ithin
the
follo
win
g ap
prov
ed
timel
ines
:0-
3 M
onth
s -
7 68
7 co
mpl
aint
s fin
alis
ed4-
6 m
onth
s -
2 59
7 co
mpl
aint
s fin
alis
ed7-
12 m
onth
s -
2 79
7 co
mpl
aint
s fin
alis
ed13
+ m
onth
s –1
657
com
plai
nts
final
ised
Ser
vice
Del
iver
y In
dica
tors
hav
e be
en d
evel
oped
pro
vidi
ng g
uide
lines
and
st
anda
rds
to b
e fo
llow
ed in
inve
stig
atio
ns. H
owev
er, i
t is
ackn
owle
dged
th
at in
vie
w o
f the
new
app
roac
h to
ens
ure
spee
dy r
esol
utio
n of
co
mpl
aint
s, th
e st
anda
rds
need
to b
e re
view
ed.
The
abo
ve c
ompl
aint
s al
so in
clud
e:
Ow
n-I
nit
iati
ve In
vest
igat
ion
s12
ow
n-in
itiat
ive
inve
stig
atio
ns w
ere
iden
tified
and
app
rove
d, fi
ve w
ere
final
ised
and
six
are
ong
oing
Sys
tem
ic in
vest
igat
ion
sN
ine
syst
emic
inve
stig
atio
ns w
ere
iden
tified
and
app
rove
d, th
ree
have
be
en fi
nalis
ed a
nd s
ix a
re o
ngoi
ng
Rea
sons
for
maj
or v
aria
nces
In a
dd
itio
n t
o t
he
12 3
16 ju
risd
icti
on
co
mp
lain
ts r
ecei
ved
, 2 9
87 n
o-j
uri
sdic
tio
n c
om
pla
ints
wer
e d
ealt
wit
h a
nd
a f
urt
her
833
co
mp
lain
ts w
ere
refe
rred
to
oth
er
inst
itu
tio
ns.
7 In th
e 20
08/0
9 A
nnua
l Rep
ort,
com
plai
nts
carr
ied
over
wer
e re
port
ed a
s 5
995,
the
files
hav
e be
en v
erifi
ed a
nd 5
795
com
plai
nts
wer
e ca
rrie
d ov
er to
the
2009
/10
finan
cial
yea
r
Page 54
Str
ateg
ic O
bje
ctiv
e 2:
To
en
sure
th
at a
ll al
leg
atio
ns
of
imp
rop
er c
on
du
ct b
y th
e st
ate
and
its
en
titi
es a
re i
nve
stig
ated
, re
po
rted
on
an
d a
pp
rop
riat
e re
med
ial
acti
on
tak
en
Str
ateg
ic O
bje
ctiv
e 2
To
pro
du
ce r
epo
rts
on
inve
stig
atio
ns
Su
b-
pro
gra
mm
eO
utp
uts
/O
utc
om
eM
easu
res
/ In
dic
ato
rs20
09/1
0 Ta
rget
Act
ual
per
form
ance
ag
ain
st t
arg
et
All
inve
stig
atio
ns
Sub
-pr
ogra
mm
es
Pub
lishe
d re
sults
Rep
orts
sig
ned
by th
e P
ublic
Pro
tect
or
Qua
rter
ly r
epor
t on
the
num
ber
of r
epor
ts
sign
ed b
y th
e P
ublic
P
rote
ctor
To p
rodu
ce q
ualit
y re
port
s on
app
ropr
iate
in
vest
igat
ions
si
gned
by
the
Pub
lic
Pro
tect
or. Q
uart
erly
re
port
on
the
num
ber
of r
epor
ts s
igne
d by
th
e P
ublic
Pro
tect
or
44 fo
rmal
rep
orts
wer
e pr
oduc
ed a
nd s
igne
d by
the
Pub
lic P
rote
ctor
.
Qua
rter
ly r
epor
ts o
n th
e nu
mbe
r of
rep
orts
sig
ned
and
subm
itted
.
Rea
sons
for
maj
or v
aria
nces
2.3.
2 S
trat
egic
Ob
ject
ive
2: T
o e
nsu
re t
hat
all
alle
gat
ion
s o
f im
pro
per
co
nd
uct
by
the
stat
e an
d i
ts e
nti
ties
are
in
vest
igat
ed,
rep
ort
ed o
n a
nd
ap
pro
pri
ate
rem
edia
l act
ion
tak
en
Str
ateg
ic O
bje
ctiv
e 2
To t
ake
rem
edia
l act
ion
Su
b-
pro
gra
mm
eO
utp
uts
/O
utc
om
eM
easu
res
/ In
dic
ato
rs20
09/1
0 Ta
rget
Act
ual
per
form
ance
ag
ain
st t
arg
et
All
inve
stig
atio
ns
Sub
-pr
ogra
mm
es
Rec
tified
and
pr
even
ted
impr
oper
and
in
appr
opria
te
cond
uct
Evi
denc
e of
rem
edia
l ac
tion
take
n an
d m
onito
red
Ens
ure
rem
edia
l act
ion
is ta
ken
and
mon
itore
dR
emed
ial a
ctio
n w
as ta
ken
and
is b
eing
mon
itore
d in
all
appr
opria
te
com
plai
nts
thro
ugh
lette
rs a
nd q
uart
erly
rep
orts
as
follo
ws:
26 r
epor
ts: t
he r
ecom
men
datio
ns w
ere
follo
wed
up
thro
ugh
lette
rs to
the
• re
leva
nt o
rgan
s of
sta
teon
e re
port
was
follo
wed
up
tele
phon
ical
ly•
one
repo
rt w
as a
n in
terim
rep
ort i
n te
rms
of th
e E
xecu
tive
Mem
bers
•
Eth
ics
Act
82
of 1
998
and
no r
ecom
men
datio
ns w
ere
mad
e an
d th
ere
was
no
need
for
follo
w-u
p
Two
repo
rts:
ther
e w
as n
o ne
ed fo
r fo
llow
-up
as th
e re
com
men
datio
ns
• w
ere
alre
ady
impl
emen
ted
14 r
epor
ts w
ere
sign
ed to
war
ds th
e en
d of
the
last
qua
rter
and
will
be
• fo
llow
ed u
p in
the
next
fina
ncia
l yea
r.
How
ever
, the
sys
tem
is c
urre
ntly
bei
ng e
nhan
ced
to e
nsur
e th
at a
ll re
med
ial a
ctio
n ta
ken
is r
egul
arly
mon
itore
d.
Rea
sons
for
maj
or v
aria
nces
Page 55Accountability • Integrity • Responsiveness
Str
ateg
ic O
bje
ctiv
e 2:
To
en
sure
th
at a
ll al
leg
atio
ns
of
imp
rop
er c
on
du
ct b
y th
e st
ate
and
its
en
titi
es a
re
inve
stig
ated
, re
po
rted
on
an
d a
pp
rop
riat
e re
med
ial
acti
on
tak
en
Str
ateg
ic O
bje
ctiv
e 2
To m
on
ito
r th
e im
ple
men
tati
on
of
reco
mm
end
atio
ns
Su
b-
pro
gra
mm
eO
utp
uts
/O
utc
om
eM
easu
res
/ In
dic
ato
rs20
09/1
0 Ta
rget
Act
ual
per
form
ance
ag
ain
st t
arg
et
All
inve
stig
atio
ns
Sub
-pr
ogra
mm
es
Com
plia
nce
with
re
com
men
datio
nsQ
uart
erly
rep
ort o
n th
e im
plem
enta
tion
of
reco
mm
enda
tions
Qua
rter
ly r
epor
t on
the
impl
emen
tatio
n of
re
com
men
datio
ns
Qua
rter
ly r
epor
ts o
n th
e im
plem
enta
tion
of r
ecom
men
datio
ns s
ubm
itted
.
How
ever
, as
stat
ed a
bove
, the
sys
tem
is c
urre
ntly
bei
ng e
nhan
ced
to
ensu
re th
at a
ll re
med
ial a
ctio
n ta
ken
is r
egul
arly
mon
itore
d.
Rea
sons
for
maj
or v
aria
nces
Page 56
Str
ateg
ic O
bje
ctiv
e 3:
To
en
sure
acc
essi
bili
ty o
f th
e P
ub
lic P
rote
cto
r se
rvic
es t
o a
ll p
erso
ns
and
co
mm
un
itie
s
Str
ateg
ic O
bje
ctiv
e 3
To r
aise
aw
aren
ess
of
the
man
dat
e o
f th
e P
ub
lic P
rote
cto
r
Su
b-
pro
gra
mm
eO
utp
uts
/O
utc
om
eM
easu
res
/ In
dic
ato
rs20
09/1
0 Ta
rget
Act
ual
per
form
ance
ag
ain
st t
arg
et
Out
reac
hE
mpo
wer
ed
com
mun
ities
Ann
ual r
epor
t on
the
impa
ct o
f th
e aw
aren
ess
prog
ram
me
Ann
ual r
epor
t on
the
impa
ct o
f th
e aw
aren
ess
prog
ram
me
Yea
r-on
-yea
r in
crea
se in
ou
trea
ch a
ctiv
ities
To d
evel
op a
n im
pact
ass
essm
ent
met
hodo
logy
for
the
awar
enes
s pr
ogra
mm
e Y
ear-
on-y
ear
incr
ease
in
out
reac
h ac
tiviti
es-
Act
ivit
ies
20 c
olla
bora
tive
(a) ac
tiviti
es70
info
rmat
ion
(b) se
ssio
ns20
slo
ts o
btai
ned
(c)
on a
com
mun
ity
radi
o st
atio
n20
art
icle
s on
the
(d) P
ublic
Pro
tect
or
man
date
pub
lishe
d in
pro
vinc
ial/
com
mun
ity
new
spap
ers
120
Pub
lic
(e) P
rote
ctor
pos
ters
pu
t up
at k
ey
serv
ice
cent
res
Impa
ct a
sses
smen
t met
hodo
logy
for
the
awar
enes
s pr
ogra
mm
e w
as
deve
lope
d an
d th
e fo
llow
ing
quan
titat
ive
tool
s w
ere
adop
ted
to m
easu
re th
e im
pact
of o
utre
ach
activ
ities
:T
he n
umbe
r of
inf
orm
atio
n se
ssio
ns/w
orks
hops
con
duct
ed t
hrou
ghou
t th
e •
coun
try
and
atte
ndan
ce a
t suc
h in
form
atio
n se
ssio
nsT
he n
umbe
r of
rad
io in
terv
iew
s an
d pr
esen
tatio
ns a
nd t
he li
sten
ersh
ip o
f th
e •
radi
o st
atio
n in
que
stio
nT
he n
umbe
r of
pro
vinc
ial
and
com
mun
ity n
ewsp
aper
art
icle
s co
mm
issi
oned
•
by p
rovi
nces
on
the
man
date
of t
he P
ublic
Pro
tect
or a
nd th
e re
ader
ship
of t
he
new
spap
ers
The
geo
grap
hica
l sp
read
of
outr
each
act
iviti
es s
uch
as c
linic
s, i
nfor
mat
ion
• se
ssio
ns/ w
orks
hops
A s
urve
y qu
estio
n in
clud
ed i
n th
e P
ublic
Pro
tect
or c
ompl
aint
for
ms
whi
ch
• in
dica
tes
the
sour
ces
from
whi
ch C
ompl
aina
nts
get
info
rmat
ion
abou
t th
e P
ublic
Pro
tect
or, e
.g. r
adio
, frie
nds,
new
spap
ers,
TV
, etc
An
indi
catio
n fr
om t
he P
ublic
Pro
tect
or w
ebsi
te o
f ho
w m
any
visi
tors
hav
e •
been
to th
e w
ebsi
teT
he d
iffer
ent
area
s co
vere
d by
the
Mob
ile P
ublic
Pro
tect
or,
Sou
th A
fric
a an
d •
num
ber
of a
ctiv
ities
T
he n
umbe
r of
tim
es in
form
atio
n m
ater
ial a
bout
the
Pub
lic P
rote
ctor
suc
h as
•
post
ers
and
new
slet
ters
are
dis
trib
uted
at
key
serv
ice
cent
res
(mun
icip
aliti
es,
gove
rnm
ent
depa
rtm
ents
, T
huso
ng C
entr
es)
and
the
geog
raph
ical
spr
ead
of
the
dist
ribut
ion
Yea
r-on
-yea
r in
crem
ent o
f Out
reac
h ac
tiviti
es.
• The
out
reac
h aw
aren
ess
activ
ities
are
rev
iew
ed m
onth
ly a
nd th
e fo
llow
ing
wer
e ar
chiv
ed:
81 c
olla
bora
tion
activ
ities
a) 24
5 in
form
atio
n se
ssio
nsb)
48 s
lots
obt
aine
d on
com
mun
ity r
adio
sta
tions
c)
29 a
rtic
les
on th
e P
ublic
Pro
tect
or m
anda
te p
ublis
hed
in a
pro
vinc
ial/
d) co
mm
unity
new
spap
er36
2 po
ster
s pu
t up
at k
ey s
ervi
ce c
entr
es.
e)
The
ann
ual r
epor
t on
the
impa
ct o
f the
aw
aren
ess
prog
ram
me
was
com
pile
d an
d th
e ke
y im
pact
of t
he p
rogr
amm
e is
that
the
Pub
lic P
rote
ctor
act
ually
re
ache
d ou
t to:
5 37
1 pe
ople
thro
ugh
MO
PP
• 28
095
thro
ugh
clin
ics
• 19
525
thro
ugh
info
rmat
ion
• s
essi
ons.
Rea
sons
for
maj
or v
aria
nces
Page 57Accountability • Integrity • Responsiveness
Str
ateg
ic O
bje
ctiv
e 3:
To
en
sure
acc
essi
bili
ty o
f th
e P
ub
lic P
rote
cto
r se
rvic
es t
o a
ll p
erso
ns
and
co
mm
un
itie
s
Str
ateg
ic O
bje
ctiv
e 3
To t
ake
the
serv
ices
of
the
Pu
blic
Pro
tect
or
to c
om
mu
nit
ies
Su
b-
Pro
gra
mm
eO
utp
uts
/O
utc
om
eM
easu
res
/ In
dic
ato
rs20
09/1
0 Ta
rget
Act
ual
per
form
ance
ag
ain
st t
arg
et
Out
reac
hTo
take
the
se
rvic
es o
f the
P
ublic
Pro
tect
or
to c
omm
uniti
es
Qua
rter
ly r
epor
t on
the
num
ber
of c
linic
s co
nduc
ted
Ann
ual r
epor
t on
the
num
ber
of c
linic
s co
nduc
ted
Min
imum
of 2
49 c
linic
s co
nduc
ted
per
quar
ter
921
of 9
96 ta
rget
ed c
linic
s co
nduc
ted
as fo
llow
s:N
atio
nal O
ffice
= 4
9 cl
inic
sE
aste
rn C
ape
= 1
06 c
linic
sF
ree
Sta
te =
95
clin
ics
Gau
teng
= 7
6 cl
inic
sK
waZ
ulu-
Nat
al =
98
clin
ics
Lim
popo
= 1
06 c
linic
sM
pum
alan
ga =
63
clin
ics
Nor
ther
n C
ape
= 9
6 cl
inic
sN
orth
Wes
t = 1
57 c
linic
sW
este
rn C
ape
= 7
5 cl
inic
s
A d
ecis
ion
was
take
n by
Man
agem
ent t
o m
inim
ise
the
num
ber
of o
utre
ach
activ
ities
dur
ing
the
last
qua
rter
in o
rder
to r
educ
e th
e ca
ses
on h
and
and
redu
ce c
ompl
aint
s ol
der
than
six
(6)
mon
ths
The
follo
win
g ou
trea
ch e
vent
s w
ere
held
and
the
Pub
lic P
rote
ctor
ad
dres
sed
stak
ehol
ders
on
the
man
date
of t
he P
ublic
Pro
tect
or, S
outh
A
fric
a:B
otsh
abel
o S
tadi
um, M
anga
ung,
18
Feb
ruar
y 20
10
a) R
ecre
atio
nal H
all,
Gal
eshe
we
Tow
nshi
p 23
Feb
ruar
y 20
10
b) B
arol
ong
Com
mun
ity H
all,
Mafi
keng
, 2 M
arch
201
0c)
U
mla
zi V
Sec
tion
Com
mun
ity H
all,
9 M
arch
201
0d)
Mos
es T
web
e ha
ll (D
imba
za T
owns
hip)
11
Mar
ch 2
010
e) D
elft
Com
mun
ity H
all,
Cap
e To
wn,
18
Mar
ch 2
010
f)
Bun
ghen
i Com
mun
ity H
all,
Loui
s T
richa
rdt,
24 M
arch
201
0g)
San
Kop
ano
Cen
tre,
Ale
xand
ra T
owns
hip,
10
Feb
ruar
y 20
10h)
Gle
nmor
e C
omm
unity
Hal
l, C
arol
ina
Tow
n, 3
1 M
arch
201
0i)
Rea
sons
for
maj
or v
aria
nces
Page 58
Str
ateg
ic O
bje
ctiv
e 4:
To
en
sure
th
e ef
fici
ent
and
eff
ecti
ve m
anag
emen
t/ le
ader
ship
of
the
Pu
blic
Pro
tect
or
Str
ateg
ic O
bje
ctiv
e 4
En
sure
au
tom
atio
n o
f b
usi
nes
s sy
stem
s an
d p
roce
sses
Su
b-
pro
gra
mm
eO
utp
uts
/O
utc
om
eM
easu
res
/ In
dic
ato
rs20
09/1
0 Ta
rget
Act
ual
per
form
ance
ag
ain
st t
arg
et
Info
rmat
ion
Tech
nolo
gyR
e-en
gine
ered
an
d in
tegr
ated
bu
sine
ss
proc
esse
s,
stab
le a
nd
relia
ble
infr
astr
uctu
re
MS
P r
evie
wed
, ap
prov
ed a
nd
impl
emen
ted
Impl
emen
tatio
n of
the
MS
P m
onito
red
and
eval
uate
d
MS
P r
evie
wed
, ap
prov
ed a
nd
impl
emen
ted.
M
onito
r an
d ev
alua
te
the
impl
emen
tatio
n of
th
e M
SP
Act
ivit
ies
Sta
bilis
e th
e C
ase
a) M
anag
emen
t S
yste
m a
nd
prov
ide
trai
ning
to
the
syst
em u
sers
.D
evel
opm
ent a
nd
b) im
plem
enta
tion
of
the
Offi
ce S
hare
P
oint
sol
utio
n,
incl
udin
g th
e In
tran
etU
pgra
de th
e c)
fin
anci
al s
yste
m –
g
reat
Pla
nes
Reh
ears
als
of th
e d)
Dis
aste
r R
ecov
ery
Pla
n.S
yste
ms
upgr
ade
e) an
d re
liabl
e in
fras
truc
ture
and
re
duce
d do
wnt
ime,
pr
ovid
e A
ctiv
e us
er
Syn
c
MS
P h
as b
een
revi
ewed
, app
rove
d an
d th
e fo
llow
ing
proj
ects
hav
e be
en
impl
emen
ted:
Cas
e M
anag
emen
t fur
ther
dev
elop
ed to
enh
ance
bus
ines
s re
port
ing
a) an
d tr
aini
ng p
rovi
ded
to a
ll us
ers.
How
ever
, CM
S is
stil
l bei
ng d
evel
oped
fu
rthe
r an
d pi
lote
d.D
evel
opm
ent a
nd im
plem
enta
tion
of S
hare
poin
t tec
hnol
ogy.
Tra
inin
g to
b)
all u
sers
will
be
prov
ided
in th
e ne
xt fi
nanc
ial y
ear.
Gre
at P
lane
s fin
anci
al s
yste
m-w
as u
pgra
ded
and
impl
emen
tatio
n is
c)
on
goin
g.R
ehea
rsal
s of
the
Dis
aste
r R
ecov
ery
Pla
n do
ne.
d) T
he V
PN
req
uire
men
ts w
ere
docu
men
ted
and
disc
usse
d w
ith S
ITA
. A
e) P
ropo
sal w
as d
rafte
d by
SIT
A, a
nd d
ue to
fina
ncia
l con
stra
ints
, thi
s ha
s be
en d
efer
red
to th
e ne
xt fi
nanc
ial y
ear.
Rea
sons
for
maj
or v
aria
nces
Page 59Accountability • Integrity • Responsiveness
Str
ateg
ic O
bje
ctiv
e 4:
To
en
sure
th
e ef
fici
ent
and
eff
ecti
ve m
anag
emen
t/ le
ader
ship
of
the
Pu
blic
Pro
tect
or
Str
ateg
ic O
bje
ctiv
e 4
En
sure
go
od
go
vern
ance
Su
b-
pro
gra
mm
eO
utp
uts
/O
utc
om
eM
easu
res
/ In
dic
ato
rs20
09/1
0 Ta
rget
Act
ual
per
form
ance
ag
ain
st t
arg
et
Cor
pora
te
Sup
port
S
ervi
ces
Adh
eren
ce
to a
pplic
able
le
gisl
atio
n,
polic
ies
and
corp
orat
e go
vern
ance
pr
inci
ples
and
sy
nerg
y
The
Pub
lic P
rote
ctor
co
mpl
iant
with
all
appl
icab
le le
gisl
atio
n an
d re
gula
tions
Ens
ure
com
plia
nce
with
app
licab
le
legi
slat
ion
and
regu
latio
ns, e
.g.
PF
MA
, Tre
asur
y re
gula
tions
, etc
.
Com
plia
nce
with
app
licab
le le
gisl
atio
n an
d re
gula
tions
, e.g
. PF
MA
, T
reas
ury
regu
latio
ns, e
tc. w
as m
onito
red
and
inci
dent
s of
non
-com
plia
nce
wer
e id
entifi
ed a
nd d
ealt
with
Org
anis
atio
nal
Ris
k M
anag
edE
vide
nce
of
orga
nisa
tiona
l ris
k as
sess
ed a
nd
man
aged
Org
anis
atio
nal
risk
asse
ssed
and
m
anag
ed
Org
anis
atio
nal r
isks
iden
tified
and
mon
itore
d m
onth
ly a
nd r
epor
ted
on
quar
terly
Pro
tect
ion
of
asse
ts a
nd
info
rmat
ion
ensu
red
Evi
denc
e of
sec
urity
m
anag
emen
t pol
icy
revi
ewed
and
cha
nges
im
plem
ente
d
Rev
iew
pol
icy
and
impl
emen
t cha
nges
Sec
urity
man
agem
ent p
olic
y ha
s be
en r
evie
wed
and
cha
nges
are
bei
ng
impl
emen
ted
Cle
an a
udits
m
aint
aine
dC
lean
aud
its
mai
ntai
ned
Cle
an a
udits
m
aint
aine
dU
nqua
lified
aud
it re
port
obt
aine
d
Bes
t pra
ctic
e co
st
man
agem
ent
inst
itutio
nalis
ed
Cos
t mod
el
impl
emen
ted,
re
view
ed a
nd
enha
nced
Cos
t mod
el
impl
emen
ted.
Qua
rter
ly r
epor
t on
the
expe
nditu
re o
n bu
dget
vs
. act
ual p
er li
ne it
em
per
BU
Qua
rter
ly r
epor
ts o
n th
e ex
pend
iture
on
budg
et v
s. a
ctua
l per
line
item
pe
r B
U c
ircul
ated
Rea
sons
for
maj
or v
aria
nces
Page 60
Str
ateg
ic O
bje
ctiv
e 4
: To
en
sure
th
e ef
fici
ent
and
eff
ecti
ve m
anag
emen
t/ le
ader
ship
of
the
Pu
blic
Pro
tect
or
Str
ateg
ic O
bje
ctiv
e 4
En
sure
th
at t
he
org
anis
atio
nal
str
uct
ure
is a
lign
ed t
o s
trat
egy
Su
b-
pro
gra
mm
eO
utp
uts
/O
utc
om
eM
easu
res
/ In
dic
ato
rs20
09/1
0 Ta
rget
Act
ual
per
form
ance
ag
ain
st t
arg
et
CE
OO
rgan
isat
iona
l st
ruct
ure
alig
ned
to s
trat
egy
Evi
denc
e of
org
anis
atio
nal
stru
ctur
e al
igne
d to
str
ateg
y
Ens
ure
that
the
orga
nisa
tiona
l str
uctu
re is
al
igne
d to
str
ateg
y
The
org
anis
atio
nal s
truc
ture
was
rev
iew
ed, a
ligne
d to
the
stra
tegy
and
tabl
ed in
Par
liam
ent f
or a
ppro
val
Rea
sons
for
maj
or v
aria
nces
Str
ateg
ic O
bje
ctiv
e 4
Mo
nit
or
an
d e
valu
ate
the
ove
rall
inst
itu
tio
nal
per
form
ance
Su
b-
pro
gra
mm
eO
utp
uts
/O
utc
om
eM
easu
res
/ In
dic
ato
rs20
09/1
0 Ta
rget
Act
ual
per
form
ance
ag
ain
st t
arg
et
CE
OT
he P
ublic
P
rote
ctor
pe
rfor
man
ce
alig
ned
to
man
date
Evi
denc
e of
the
Pub
lic
Pro
tect
or p
erfo
rman
ce
mon
itore
d an
d ev
alua
ted
Ens
ure
the
mon
itorin
g an
d ev
alua
tion
of b
usin
ess
perf
orm
ance
Ens
ure
quar
terly
mon
itorin
g an
d ev
alua
tion
of th
e or
gani
satio
n's
annu
al p
lan
Org
anis
atio
nal a
nnua
l pla
n m
onito
red
thro
ugh
quar
terly
re
port
ing
on th
e pe
rfor
man
ce o
f the
str
ateg
ic o
bjec
tives
Rea
sons
for
maj
or v
aria
nces
Str
ateg
ic O
bje
ctiv
e 4:
To
en
sure
th
e ef
fici
ent
and
eff
ecti
ve m
anag
emen
t/ le
ader
ship
of
the
Pu
blic
Pro
tect
or
Str
ateg
ic O
bje
ctiv
e 4
En
sure
th
e im
ple
men
tati
on
of
the
Ser
vice
Del
iver
y C
har
ter
Su
b-
pro
gra
mm
eO
utp
uts
/O
utc
om
eM
easu
res
/ In
dic
ato
rs20
09/1
0 Ta
rget
Act
ual
per
form
ance
ag
ain
st t
arg
et
Exe
cutiv
e S
uppo
rtA
ligni
ng th
e P
ublic
Pro
tect
or
to th
e S
ervi
ce
Del
iver
y C
hart
er
Evi
denc
e of
the
impl
emen
tatio
n of
the
Ser
vice
Del
iver
y C
hart
er
Ser
vice
Del
iver
y C
hart
er
revi
ewed
Ens
ure
the
impl
emen
tatio
n of
th
e S
ervi
ce D
eliv
ery
Cha
rter
R
evie
w th
e S
ervi
ce D
eliv
ery
Cha
rter
The
Ser
vice
Del
iver
y C
hart
er w
as n
ot im
plem
ente
d an
d re
view
ed
Rea
sons
for
maj
or v
aria
nces
The
rev
iew
of t
he S
ervi
ce D
eliv
ery
Cha
rter
was
def
erre
d to
the
next
fina
ncia
l yea
r in
ord
er to
ens
ure
that
the
stra
tegy
add
ress
es th
e ne
eds
of
stak
ehol
ders
and
is e
nhan
ced
with
the
inp
uts
obta
ined
dur
ing
stak
ehol
der
cons
ulta
tions
Page 61Accountability • Integrity • Responsiveness
Str
ateg
ic O
bje
ctiv
e 4
Inst
itu
tio
nal
ise
org
anis
atio
nal
mem
ory
, re
sear
ch a
nd
kn
ow
led
ge
pro
du
cts
Su
b-
pro
gra
mm
eO
utp
uts
/O
utc
om
eM
easu
res
/ In
dic
ato
rs20
09/1
0 Ta
rget
Act
ual
per
form
ance
ag
ain
st t
arg
et
Kno
wle
dge
Man
agem
ent
Org
anis
atio
nal
mem
ory,
re
sear
ch a
nd
know
ledg
e pr
oduc
ts
inst
itutio
nalis
ed
Inte
grat
ed s
trat
egy
on
orga
nisa
tiona
l mem
ory,
re
sear
ch a
nd k
now
ledg
e pr
oduc
ts
Mon
itor
and
eval
uate
the
impl
emen
tatio
n of
the
stra
tegy
R
evie
w a
nd e
nhan
ce th
e st
rate
gy
Kno
wle
dge
Man
agem
ent
stra
tegy
impl
emen
ted
and
mon
itore
d th
roug
h qu
arte
rly
repo
rts.
All
ha
rd
copi
es
of
repo
rts
from
in
vest
igat
ors
and
prov
ince
s co
llect
ed a
nd s
cann
ed fo
r in
clus
ion
in S
hare
poin
t
Rea
sons
for
maj
or v
aria
nces
Str
ateg
ic O
bje
ctiv
e 5:
To
en
sure
a h
igh
-per
form
ance
cu
ltu
re b
y at
trac
tin
g a
nd
ret
ain
ing
hig
hly
co
mp
eten
t an
d s
kille
d in
div
idu
als
Str
ateg
ic O
bje
ctiv
e 5
Inte
gra
ted
HR
str
ateg
y an
d p
olic
ies
imp
lem
ente
d
Su
b-
pro
gra
mm
eO
utp
uts
/O
utc
om
eM
easu
res
/ In
dic
ato
rs20
09/1
0 Ta
rget
Act
ual
per
form
ance
ag
ain
st t
arg
et
Hum
an
Res
ourc
esB
est p
ract
ice
appr
oach
to
man
agin
g H
uman
R
esou
rces
App
rova
l, co
mm
unic
atio
n an
d im
plem
enta
tion
of th
e H
R p
olic
ies
Evi
denc
e of
HR
str
ateg
y an
d po
licie
s re
view
ed a
nd
enha
nced
HR
pol
icie
s ap
prov
ed,
com
mun
icat
ed a
nd
impl
emen
ted
The
HR
Sta
ff M
anua
l was
dra
fted
and
appr
oved
on
11 A
ugus
t 20
09. I
nfor
mat
ion
sess
ions
on
HR
pol
icie
s w
ere
cond
ucte
d in
al
l offi
ces
as fo
llow
s:Li
mpo
po: 1
– 2
Oct
ober
200
9a)
Mpu
mal
anga
: 24
– 25
Nov
embe
r 20
09b)
Nor
th W
est:
9 –
10 D
ecem
ber
2009
c)
Nor
ther
n C
ape:
25
– 26
Jan
uary
201
0d)
Fre
e S
tate
: 28:
– 2
9 Ja
nuar
y 20
10e)
Wes
tern
Cap
e: 1
1 –
12 F
ebru
ary
2010
f)
Kw
aZul
u-N
atal
: 18
– 19
Feb
ruar
y 20
10g)
Gau
teng
(in
clud
ing
Mab
opan
e): 2
3 –
24 F
ebru
ary
2010
h) N
atio
nal O
ffice
(in
clud
ing
Siy
abus
wa
and
Rus
tenb
urg)
:i)
10
–11
Mar
ch 2
010
Rea
sons
for
maj
or v
aria
nces
Page 62
Str
ateg
ic O
bje
ctiv
e 5:
To
en
sure
a h
igh
-per
form
ance
cu
ltu
re b
y at
trac
tin
g a
nd
ret
ain
ing
hig
hly
co
mp
eten
t an
d s
kille
d in
div
idu
als
Str
ateg
ic O
bje
ctiv
e 5
Inst
il a
con
du
cive
en
viro
nm
ent
to s
up
po
rt a
hig
h-p
erfo
rman
ce c
ult
ure
Su
b-
Pro
gra
mm
eO
utp
uts
/O
utc
om
eM
easu
res
/ In
dic
ato
rs20
09/1
0 Ta
rget
Act
ual
per
form
ance
ag
ain
st t
arg
et
Hum
an
Res
ourc
esP
erfo
rman
ce
man
agem
ent
inst
illed
in th
e or
gani
satio
nal
etho
s
Sig
ned
annu
al p
erfo
rman
ce
agre
emen
ts a
ligne
d to
op
erat
iona
l pla
ns
Sig
ned
annu
al p
erfo
rman
ce
agre
emen
ts a
ligne
d to
op
erat
iona
l pla
ns
Per
form
ance
Man
agem
ent a
nd D
evel
opm
ent S
yste
m
revi
ewed
and
impl
emen
ted.
Per
form
ance
Agr
eem
ents
sig
ned
by m
ost s
taff
exce
pt n
ew a
ppoi
ntee
s.
Rea
sons
for
maj
or v
aria
nces
2.3.
5 S
trat
egic
Ob
ject
ive
5: T
o e
nsu
re a
hig
h-p
erfo
rman
ce c
ult
ure
by
attr
acti
ng
an
d r
etai
nin
g h
igh
ly c
om
pet
ent
and
ski
lled
ind
ivid
ual
s
Str
ateg
ic O
bje
ctiv
e 5
En
sure
th
at t
he
org
anis
atio
nal
val
ues
are
dis
pla
yed
in t
he
beh
avio
ur
of
emp
loye
es
Su
b-
pro
gra
mm
eO
utp
uts
/O
utc
om
eM
easu
res
/ In
dic
ato
rs20
09/1
0 Ta
rget
Act
ual
per
form
ance
ag
ain
st t
arg
et
Hum
an
Res
ourc
esO
rgan
isat
iona
l co
re v
alue
s di
spla
yed
in th
e be
havi
our
of
staf
f
Org
anis
atio
nal c
ore
valu
es
disp
laye
d in
the
beha
viou
r of
st
aff
Rev
iew
cod
e of
con
duct
and
co
nduc
t wor
ksho
pD
efer
red
to 2
010/
11 d
ue to
bud
get c
onst
rain
ts.
The
Nat
iona
l S
ympo
sium
to
alig
n in
vest
igat
ions
to
the
new
vi
sion
and
val
ues
was
hel
d on
27
Mar
ch 2
010
Rea
sons
for
maj
or v
aria
nces
Page 63Accountability • Integrity • Responsiveness
Str
ateg
ic O
bje
ctiv
e 5:
To
en
sure
a h
igh
-per
form
ance
cu
ltu
re b
y at
trac
tin
g a
nd
ret
ain
ing
hig
hly
co
mp
eten
t an
d s
kille
d in
div
idu
als
Str
ateg
ic O
bje
ctiv
e 5
Fu
rth
er d
evel
op
men
t, r
evie
w a
nd
imp
lem
enta
tio
n o
f th
e E
mp
loye
e W
elln
ess
Pro
gra
mm
e
Su
b-
Pro
gra
mm
eO
utp
uts
/O
utc
om
eM
easu
res
/ In
dic
ato
r20
09/1
0 Ta
rget
Act
ual
per
form
ance
ag
ain
st t
arg
et
Hum
an
Res
ourc
esP
rodu
ctiv
e an
d he
alth
y em
ploy
ees
Qua
rter
ly r
epor
t on
the
impl
emen
tatio
n an
d im
pact
of
the
Wel
lnes
s an
d D
isea
se
Man
agem
ent P
rogr
amm
e E
vide
nce
of th
e W
elln
ess
and
Dis
ease
Man
agem
ent
Rep
ort a
nnua
lly o
n th
e im
plem
enta
tion
and
impa
ct
of th
e W
elln
ess
and
Dis
ease
M
anag
emen
t Pro
gram
me
Wel
lnes
s an
d D
isea
se
Man
agem
ent P
rogr
amm
e re
view
ed a
nd e
nhan
ced
Det
aile
d qu
arte
rly re
port
on
the
Wel
lnes
s P
rogr
amm
e su
bmitt
ed
to t
he E
xecu
tive
Com
mitt
ee a
nd a
gen
eral
rep
ort
pres
ente
d to
th
e M
anag
emen
t Com
mitt
ee
Sta
ff w
orks
hops
con
duct
ed o
n D
isea
se M
anag
emen
t P
rogr
amm
e an
d Li
fe S
kills
Man
agem
ent;
Hea
lth A
war
enes
s D
ay a
rran
ged
and
Wor
ld A
IDS
Day
com
mem
orat
ed a
t all
the
Pub
lic P
rote
ctor
offi
ces
Rea
sons
for
maj
or v
aria
nces
Page 64
MA
NA
gE
ME
NT
Adv Christoffel FourieExecutive Manager
National Investigations
Jevio MculuChief Financial Officer
Reginald ndouExecutive Manager
Outreach
Dr Tinus SchutteExecutive Manager
Intake & Early Resolution
Ponatshego MogaladiSenior Manager
Strategic Support
Kgalalelo MasibiSenior Manager Communications
Charles MotauSenior Manager
Information Technology
Sebaba LentsoaneSenior Manager
Human Resources
Zoleka MntumtumSenior Manager
Facility Management & Auxillary Services
Elsabe De WaalChief Investigator -
National Investigations
Sechele KeebineChief Investigator
National Investigations
Sello MothupiSenior Manager
Provincial Investigations & Co-ordination
Adv Thembi BokakoSenior Manager
Executive Support
Mlandeli nkosiKwaZulu-Natal Provincial
Representative
Adv Johan RaubenheimerNorth-West Provincial
Representative
Sibekuza DubeMpumalanga Provincial
Representative
Lesedi SekeleGauteng Provincial
Representative
Adv nomsa ThomasEastern Cape
Provincial Representative
Suné GriesselFree State Provincial
Representative
Botromia SitholeNorthern Cape Provincial
Representative
Adv Ruthven Janse van RensburgWestern Cape
Provincial Representative
Sphelo SamuelLimpopo Provincial
Representative
Page 65Accountability • Integrity • Responsiveness
2.3. HUMAN RESOURCE MANAgEMENT AND DEvELOPMENT
2.3.1 EMPLOYMENT AND vACANCIES
The following tables summarise the number of posts in the establishment, the number of employees, the vacancy
rate, and whether there are any staff that are additional to the establishment. This information is presented in terms of
three key variables: programme (Table 2.4.1.1), salary band (Table 2.4.1.2) and critical occupations (Table 2.4.1.3).
The Public Protector, South Africa has identified critical occupations that need to be monitored. Table 2.4.1.3 provides
establishment and vacancy information for the key critical occupations of the department.
The vacancy rate reflects the percentage of posts that are not filled.
TABLE 2.3.1.1: Employment and vacancies by programme, 31 March 2010
Programme number of posts
number of posts filled
Vacancy rate number of posts filled additional to the establishment
The Public Protector 267 255 4.5% 0
Total 267 255 4.5% 0
TABLE 2.3.1.2: Employment and vacancies by salary bands, 31 March 2010
Salary band number of posts
number of posts filled
Vacancy rate number of posts filled additional to the establishment
Lower skilled (Levels 1-2) 0 0 0 0
Skilled(Levels 3-5)
77 71 7.7% 0
Highly skilled production(Levels 6-8)
518 498 3.9% 0
Highly skilled supervision (Levels 9-12)
114 1108 3.5% 0
Senior management (Levels 13-16)
25 25 0% 0
8 The variation between the 2008/9 financial year and the 2009/10 financial year in the number of posts in each level is due to the fact that
investigators’ salaries were adjusted from level 8 to level 9, hence the discrepancy between levels 6-8 and 9-12.
Page 66
TABLE 2.3.1.3: Employment and vacancies by critical occupation, 31 March 2010
Critical occupations number of posts
number of posts filled
Vacancy rate number of posts filled additional to the establishment
Public Protector 1 1 0% 0
Deputy Public Protector 1 1 0% 0
Chief Executive Officer 1 1 0% 0
Executive Manager: PICU 1 0 100% 0
Executive Manager: Intake and Early Resolution
1 1 0% 0
Executive Manager: Outreach
1 1 0% 0
Executive Manager: National Investigation
1 1 0% 0
Senior Manager HRM & D 1 1 0% 0
Senior Manager: IT 1 1 0% 0
Total 9 8 11% 0
The information in each case reflects the situation as at 31 March 2010.
2.3.2 Job evaluation
The Public Service Regulations, 1999, introduced job evaluation as a way of ensuring that work of equal value is
remunerated equally. Within a nationally determined framework, executing authorities may evaluate or re-evaluate
any job in his or her organisation. In terms of the Regulations all vacancies on salary levels 9 and higher must
be evaluated before they are filled. This was complemented by a decision by the Minister for Public Service and
Administration that all SMS jobs must be evaluated before 31 December 2002.
Table 2.3.2.1 summarises the number of jobs that were evaluated during the year under review. The table also
provides statistics on the number of posts that were upgraded or downgraded.
Page 67Accountability • Integrity • Responsiveness
TABLE 2.3.2.1: Job Evaluation, 1 April 2009 to 31 March 2010
Salary band number of posts
number of jobs
evaluated
% of posts
evaluated by salary
bands
Posts upgraded Posts downgraded
Number % of posts
evaluated
Number % of posts
evaluated
Lower skilled (Levels 1-2)
0 0% 0 0% 0 0%
Skilled (Levels 3-5) 2 7.69% 1 16.7% 0 0%
Highly skilled production (Levels 6-8)
3 11.5% 2 33.3% 0 0%
Highly skilled supervision (Levels 9-12)
8 30.76% 0 0% 0 0%
Senior Management Service Band A
7 27% 1 16.7% 1 100%
Senior Management Service Band B
6 23% 2 33.3% 0 0%
Senior Management Service Band C
0 0% 0 0% 0 0%
Senior Management Service Band D
0 0% 0 0% 0 0%
Total 26 100% 6 100% 1 100%
Table 2.3.2.2 provides a summary of the number of employees whose salary positions were upgraded due to
their posts being upgraded. The number of employees may differ from the number of posts upgraded since not all
employees are automatically absorbed into the new posts and some of the posts upgraded could also be vacant.
TABLE 2.3.2.2: Profile of employees whose salary positions were upgraded due to their posts being upgraded,
1 April 2009 to 31 March 2010
Beneficiaries African Asian Coloured White Total
Female N/A N/A N/A N/A N/A
Male
Total n/A n/A n/A n/A n/A
Employees with a disability
Table 2.3.2.3 summarises the number of cases where remuneration levels exceeded the grade determined by job
evaluation. Reasons for the deviation are provided in each case.
Page 68
TABLE 2.3.2.3: Employees whose salary level exceeded the grade determined by job evaluation, 1 April 2009
to 31 March 2010 (in terms of PSR 1.V.C.3)
Occupation number of employees
Job evaluation level
Remuneration level
Reason for deviation
Deputy Public Protector
1 15 15 Last notch of Deputy Director-General
Chief Executive Officer 1 15 15 Last notch of Deputy Director-General
Senior Manager: HRM&D
1 13 13 Appointment salary in 2007 on personal notch
Senior Manager: IT 1 13 13 Appointment salary in 2007 on personal notch
Manager: SCM 1 12 12 Counter-offer to retain skill
Total Number of employees whose salaries exceeded the level determined by job evaluation in 2009/10
5
Percentage of total employment 2%
Table 2.3.2.4 summarises the beneficiaries of the above in terms of race, gender, and disability.
TABLE 2.3.2.4: Profile of employees whose salary level exceeded the grade determined by job evaluation,
1 April 2009 to 31 March 2010 (in terms of PSR 1.V.C.3)
Beneficiaries African Asian Coloured White Total
Female 1 0 0 0 1
Male 4 0 0 0 4
Total 5 0 0 0 5
Employees with a disability
Total number of Employees whose salaries exceeded the grades determined by job evaluation in 2009/10
2.3.3 EMPLOYMEnT CHAnGES
This section provides information on changes in employment over the financial year.
Turnover rates provide an indication of trends in the employment profile of the Public Protector, South Africa. The
following tables provide a summary of turnover rates by salary band (Table 2.3.3.1) and by critical occupations (Table
2.3.3.2). (These "critical occupations" should be the same as those listed in Table 2.3.3.3).
Page 69Accountability • Integrity • Responsiveness
TABLE 2.3.3.1: Annual turnover rates by salary band for the period 1 April 2009 to 31 March 2010
Salary band number of employees per
band as on 1 April 2009
Appointments and transfers
into the department
Terminations and transfers
out of the department
Turnover rate
Lower skilled (Levels 1-2) 0 0 0 0%
Skilled (Levels 3-5) 74 10 10 13.5%
Highly skilled production (Levels 6-8)
96 8 9 9.3%
Highly skilled supervision (Levels 9-12)
54 12 4 7.4%
Senior Management Service Band A
16 1 1 6.25%
Senior Management Service Band B
4 1 1 25%
Senior Management Service Band C
2 0 0 0%
Senior Management Service Band D
1 1 1 100%
Total 247 33 26 10.52%
TABLE 2.3.3.2: Annual turnover rates by critical occupation for the period 1 April 2009 to 31 March 2010
Occupation number of employees per occupation as on 1 April 2009
Appointments and transfers
into the department
Terminations and transfers
out of the department
Turnover rate
N/A N/A N/A N/A N/A
N/A N/A N/A N/A N/A
N/A N/A N/A N/A N/A
N/A N/A N/A N/A N/A
N/A N/A N/A N/A N/A
N/A N/A N/A N/A N/A
Total n/A n/A n/A n/A
Table 2.3.3.3 identifies the major reasons why staff left the department.
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TABLE 2.3.3.3: Reasons why staff left the department
Termination type number % of total
Death 0 0%
Resignation 19 73%
Expiry of contract 6 23%
Dismissal – operational changes 0 0%
Dismissal – misconduct 0 0%
Dismissal – inefficiency 0 0%
Discharged due to ill health 0 0%
Retirement 1 4%
Transfers to other public service departments 0 0%
Other 0 0%
Total 26 100%
Total number of employees who left as a % of the total employment 10.52%
TABLE 2.3.3.4: Promotions by critical occupation
Occupation Employees as at 1 April 2009
Promotions to another salary
level
Salary level promotions
as % of employees by
occupation
Progressions to another
notch within a salary level
notch progressions
as % of employees by
occupation
N/A N/A N/A N/A N/A
N/A N/ A N/A N/A N/A
N/A N/A N/A N/A N/A
N/A N/A N/A N/A N/A
N/A N/A N/A N/A N/A
N/A N/A N/A N/A N/A
Total n/A n/A n/A n/A n/A
Page 71Accountability • Integrity • Responsiveness
TABLE 2.3.3.5: Promotions by salary band
Salary band Employees 1 April 2009
Promotions to another salary level
Salary band promotions
as a % of employees by
salary level
Progressions to another
notch within a salary level
notch progressions
as % of employees by salary band
Lower skilled (Levels 1-2)
N/A N/A N/A N/A N/A
Skilled (Levels 3-5) N/A N/A N/A N/A N/A
Highly skilled production (Levels 6-8)
N/A N/A N/A N/A N/A
Highly skilled supervision (Levels 9-12)
N/A N/A N/A N/A N/A
Senior management (Levels 13-16)
N/A N/A N/A N/A N/A
Total n/A n/A n/A n/A n/A
2.3.4 EMPLOYMEnT EqUITY
The tables in this section are based on the formats prescribed by the Employment Equity Act 55 of 1998.
2.3.4.1 Total number of employees (including employees with disabilities) in each of the following
occupational categories as on 31 March 2010
Occupational categories (SASCO)
Male Female Total
African Coloured Indian White African Coloured Indian White
Legislators, senior officials and managers
11 0 0 4 8 0 0 2 25
Professionals 61 3 2 2 34 2 3 3 110
Technicians and associate professionals
17 0 0 0 26 1 1 4 49
Clerks 17 0 0 0 43 5 3 3 71
Service and sales workers
0 0 0 0 0 0 0 0 0
Skilled agriculture and fishery workers
0 0 0 0 0 0 0 0 0
Craft and related trades workers
0 0 0 0 0 0 0 0 0
Plant and machine operators and assemblers
0 0 0 0 0 0 0 0 0
Elementary occupations 0 0 0 0 0 0 0 0 0
Total 106 3 2 6 111 8 7 12 255
Employees with
disabilities
1 0 0 0 0 0 0 1 2
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2.3.4.2 Total number of employees (including employees with disabilities) in each of the following
occupational bands as on 31 March 2010
Occupational bandsMale Female
African Coloured Indian White African Coloured Indian White Total
Top management 1 0 0 0 2 0 0 0 3
Senior management 10 0 0 4 6 0 0 2 22
Professionally qualified and experienced specialists and mid-management
61 3 2 2 34 2 3 3 110
Skilled technical and academically qualified workers, junior management, supervisors, foremen and superintendents
17 0 0 0 26 1 1 4 49
Semi-skilled and discretionary decision making
17 0 0 0 43 5 3 3 71
Unskilled and defined decision making
0 0 0 0 0 0 0 0 0
Total 106 3 2 6 111 8 7 12 255
2.3.4.3 Recruitment for the period 1 April 2009 to 31 March 2010
Occupational bands Male Female
African Coloured Indian White African Coloured Indian White Total
Top management 0 0 0 0 1 0 0 0 1
Senior management 1 0 0 0 1 0 0 0 2
Professionally qualified and experienced specialists and mid-management
9 0 0 0 3 0 0 0 12
Skilled technical and academically qualified workers, junior management, supervisors, foremen and superintendents
5 0 0 0 3 0 0 0 8
Semi-skilled and discretionary decision making
2 0 0 0 7 0 0 1 10
Unskilled and defined decision making
0 0 0 0 0 0 0 0 0
Total 17 0 0 0 15 0 0 1 33
Employees with disabilities 0 0 0 0 0 0 0 0 0