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1STRATEGIC PLAN: 2013 – 2016 & PUBLIC PROTECTOR VISION 2020

Accountabi l i ty • Integr i ty • Responsiveness

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TABLE OF CONTENTS

PART 1: INTRODUCTION1.1 Public Protector’s Statement of Policy and Commitment 1.2 Overview by the Chief Executive Officer

PART 2: STRATEGIC OVERVIEW 2.1 Mandate2.2 Vision2.3 Mission 2.4 Core Values and Principles

PART 3: ORGANISATIONAL ENVIRONMENTAL ANALYSIS3.1 Organisational Environment3.2 Environmental Analysis and Strategic Planning3.3 SWOT Analysis3.4 Four Action Framework

PART 4: ORGANISATIONAL STRATEGY4.1 Medium Term Strategic Objectives4.2 Overview of the Strategic Plan

PART 5: PROGRAMMES, BUDGET AND INSTITUTIONAL PERFORMANCE PLAN51 Programmes and Sub- Programmes 5.2 Budget 2013/20145.3 Overview of Institutional Performance Plan5.4 Institutional Performance Plan

PART 6 : ORGANISATIONAL STRUCTURE AND BUDGET6.1 Organisational Structure6.2 Budget per Strategic Objectives6.3 Budget per Strategies

PART 8: ANNEXURE AGlossary of TermsAbbreviations

PartOne

INTRODUCTION

STRATEGIC PLAN: 2013 – 2016 & PUBLIC PROTECTOR VISION Accountabi l i ty • Integr i ty • Responsiveness



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1.1 PUBLIC PROTECTOR’S STATEMENT OF POLICY AND COMMITMENT

I am honoured to present the Public Protector’s strategic plan for the 2013/14 financial year. This is a revised version of the Public Protector Vision 2020. The Strategic Plan represents, a long term organisational road map that received the blessings of our stakeholder network, including Parliament and the people of South Africa before its adoption in March 2010.

The slightly revised strategy is principally shaped by consensus reached by my office’s internal leadership collective at a planning session late in December 2012. It is also informed by more recent stakeholder feedback, particularly through the Annual Stakeholder Dialogue and a Baseline Survey conducted by an independent academic institution in 2012.Our mission, vision, core values and principles remain unchanged.

The Public Protector’s mandate as defined by section 181-2 of the Constitution, involves supporting and strengthening constitutional democracy by investigating 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; report on that conduct; and take appropriate remedial action. The Constitution also directs that our services be accessible to all persons and communities.

A review of our Strategic Objectives also found them to remain relevant to our constitutional mandate and ongoing strategic challenges. They remain capable of focusing our pursuit of righting the administrative wrongs of the state while reconciling the state and its citizens and serving as a catalyst for change in pursuit of good governance.

The revised strategic objectives are as follows: 1. Be accessible to and trusted by all persons and communities;2. Provide prompt remedial action;3. Promote good governance in the conduct of all state affairs;4. Become an efficient and effective organisation; and5. Achieve an optimal performance and service.

Ensuring that all our stakeholders have faith and confidence in this constitutional institution remains a non-negotiable pursuit . In this regard we are continuously improving our processes in pursuit of swift and quality investigations. With the challenge of capacity remaining unresolved, balancing investigation swiftness and rigour remains a major challenge. However, we are grateful to the Ministry of Finance and Parliament for the modest cash injection that enabled us to employ a few more investigators and a hundred trainee investigators, bringing the investigation team to about 240. From our side we are continuing with our quest to find smart ways to do more with the little we have. The trainee investigators, who are a product of that quest, have made an immense contribution to the Public Protector Team’s outputs. It is also importanat that internal stakeholders have faith and confidence in the institution. We are constantly improving our gorvenance systems, ensuring that we identify and address all the gaps. This includes the use of internal grievance mechanisms and even the Protected Disclosures Act, which we encourage people to use when they are governance issues to be reported. Failure to use such mechanisms creates a climate that could potentially undermine the credibility of the office.

Adv. Thuli Madonsela PUBLIC PROTECTOR

4 STRATEGIC PLAN: 2013 – 2016 & PUBLIC PROTECTOR VISION 2020


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Our productivity enhancement efforts have also received a boost from the leadership and team development journey we embarked upon towards the end of the last financial year, with a view to becoming an institution that is driven by a higher purpose. In this regard, we have developed draft higher purpose statements to complement our strategic framework. In this regard, facilitated dialogues are already being held in all provinces.

We trust that this process will inspire our workforce, drive all our activities and influence behavioural patterns in so far as we relate to all stakeholders, including complainants who come into contact with our offices daily, with high hopes. The baseline survey referred to earlier has contributed immensely towards our efforts at redirecting our own operations particularly those aimed at ensuring accessibility and trust. The study sought to measure stakeholders levels of awareness, access, trust, confidence and faith in the Public Protector.It found ,among others, that levels of awareness about the existence of the institution were satisfactory. It was gratifying though to learn from the study that 76% of the thousand people sampled indicated that they had confidence in a further 76% said they trusted the office. In addition, 63% of the respondents indicated that they were satisfied with the manner in which their complaints had been handled. The people further agreed that the Public Protector exists to protect people’s rights and exact accountability in state affairs. Deeply worrying, though, was the fact that not a lot of respondents were aware of the location and existence of our provincial offices(43%) This is a major concern because the offices constitute a key avenue for the accessibilityof our services. More said they were not aware of our public campaigns (65%) and 6% attended our events.

Regarding our core business, we have continued to give priority to administrative wrongs experienced by ordinary people in their day-to-day interface with the exercise of state power. However, our work in the areas of enforcing the Executive Ethics Code, under the Executive Members’ Ethics Act, receiving protected disclosures under the protected disclosures Act and investigating maladministration involving allegations of corruption and fraud is growing astronomically. With it comes case complexity requiring complex skills and larger investigation teams further putting a spanner on our efforts aimed at balancing swiftness and rigour. Even some of our service failure investigations are increasingly bringing up allegations of fraud and corruption. This is primarily the case in service failure related to outsourced state services such as the provision of RDP houses. In the body of the report, I have highlighted some of the key service and governance failure challenges observed during investigations carried through in the past year. Key among these are the issues of budget and price control in state tenders or contracts.

I wish to thank Parliament, the people of South Africa, civil society, the media and organs of state for the support they have given us in the execution of our constitutional mandate thus far. We need more of this support as we continue to do our bit in ensuring that our state is accountable, operates with integrity and is responsive to the needs of its entire people.

Adv. Thuli N MadonselaPublic Protector of South Africa31 March 2013



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1.2 OVERVIEW BY THE CHIEF EXECUTIVE OFFICER

Public Protector Vision 2020 was developed with the focus being on building a trusted, effective and accessible Public Protector that rights administrative wrongs and consistently acts with integrity to ensure fair, accountable and decision making ,service and good governance in all state affairs and public administration in every sphere of government. Since the institution is in its third year of implementation of the Vision 2020, we are also committed to the implementation of our five strategic objectives.

However, as an institution we recognise our challenges and came up with systematic interventions to deal with our challenges, whilst also delivering on our mandate

The institution is in the process of adopting a higher purpose statement. It is through this process that our employees will be motivated to improve the performance of the institution in serving the people of South Africa. Furthermore, training remains an important aspect in the institution as we are striving to continually improve as an organisation.

Though the institution remains understaffed, one hundred trainee investigators were appointed in January 2013 to improve investigative capacity and assist the institution in our endeavour to perform optimally whilst delivering excellent services. The focus of the institution is to improve financial performance and implement internal controls to ensure that we maintain the unqualified audit opinion obtained in the last three years.

Themba Mthethwa

Chief Executive Officer

Public Protector South Africa

31 March 2013

Themba Mthethwa CHIEF EXCECUTIVE OFFICER

PartTwo

STRATEGIC OVERVIEW




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2.1 MANDATE OF THE PUBLIC PROTECTOR

2.1.1 Constitutional mandate

The Public Protector’s mandate deriving from section 181 and 182 of the Constitution is to support and strengthen constitutional democracy by investigating any conduct in state affairs, or in the public administration in any sphere of government, that is alleged or suspect to be improper or to result in any impropriety or prejudice; to report on that conduct; and to take appropriate remedial action. The Public Protector must be accessible to all persons and communities

2.1.2 Statutory Mandate Areas

The Public Protector’s mandate is to strengthen constitutional democracy through the pursuit of the following key statutory mandate areas:

1. Maladministration Investigations and Dispute Resolution: Investigate and redress maladministration or improper or prejudicial conduct, including abuse of power and abuse of state resources in all state affairs; resolving administrative disputes or rectifying any act or omission in administrative conduct through mediation, conciliation or negotiation; advising on appropriate remedies or employing any other expedient means and reporting as envisaged under the Public Protector Act 23 of 1994;

2. Executive Ethics Enforcement: Enforce the Executive Members Ethics code as empowered by the Executive Members’ Ethics Act 82 of 1998;

3. Protected Disclosures: Receive protected disclosures from whistle blowers under the Protected Disclosures Act 26 of 2000;

4. Promotion of Access to Information: Access to information disputes under Promotion of Access to Information Act (PAIA) 2 of 2000 (Parliament is in the process of transferring this mandate to a specialised information regulator);

5. Corruption Investigations: Investigate allegations of corruption as empowered by Section 64 Public Protector Act, read with the Prevention and Combating of Corrupt Activities Act 12 of 2004; and

6. Review of NHBRC Decisions: Review the decisions of the National Home Builders Registration Council as empowered by the Housing Protection Measures Act 95 of 1998.

2.1.2 Miscallenaeous Mandates

In addition, the following laws either recognise the inherent investigative powers of the Public Protector or assign some administrative role to the office:• Electoral Commission Act 51 of 1996 – The Public Protector must serve as a member

of a panel that that recommends a list of candidates to a National Assembly committee that nominates Electoral Commissioners

• National Archives and Record Service Act 43 of 1996 – The Public Protector must be consulted on investigations into the unauthorised destruction of records otherwise protected under this Act

• National Energy Act 40 of 2004 – The protection (from civil or criminal liability,



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dismissal, disciplinary action, prejudice or harassment) of people who make disclosures of health and safety risks or failure to comply with a duty imposed by this Act to the Public Protector

• Promotion of Equality and Prevention of Unfair Discrimination 4 of 2000 – In preparing an equity plan contemplated in terms of this law, a Minister must consult the Public Protector

• Public Finance Management Act 1 of 1999 – The Public Protector must receive a certificate from an accounting officer of an organ of state that has received donations or sponsorship from donors or sponsors who wish to remain anonymous, stating that the identity of the donor or sponsor has been revealed to them, that they have noted it and have no objection. This provision does not limit the Public Protector from supplying this information to his/her staff, and where she/he deems it in the public interest, to report on this.

• Lotteries Act 57 of 1997 – Receives bona fide confidential disclosures in respect publishing any information in connection with any grant application or the grant itself

• Special Investigating Units and Special Tribunals Act 74 of 1996 – Referral of cases between the Public Protector and the SIU

• National Environmental Management Act 108 of 1999 – Records and annual reports on environmental conflict management referred to in the Act include proceedings by the Public Protector

2.2 VISION

A trusted, effective and accessible Public Protector that rights administrative wrongs and consistently acts with integrity to ensure fair, accountable and responsive decision-making, service and good governance in all state affairs and public administration in every sphere of government.

2.3 MISSION

To strengthen constitutional democracy in pursuit of our constitutional mandate by investigating, rectifying and redressing any improper or prejudicial conduct in state affairs and resolving related disputes through mediation, conciliation, negotiation and other measures to ensure fair, responsive and accountable public sector decision-making and service delivery.

2.4 CORE VALUES AND PRINCIPLES

2.4.1 Core Values

Anchored in the supremacy of the Constitution and the rule of law, all operations andcommunications are informed by the following values: 1. Independence and Impartiality – we perform our constitutional duties without fear or favour,

and without deference to any person or institution2. Human Dignity and Ubuntu – we respect the constitutionally protected dignity of all those

we interact with as we deliver services and manage our affairs and serve professionally with humanity, empathy, compassion, understanding and respect for every person’s human

VISION, MISSION, CORE VALUES AND PRINCIPLES



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rights3. Transparency – We always give an account of our actions and decisions, promote and

maintain openness within the state in all our actions keeping affected parties informed at all times

4. Equality and Fairness– we treat all those we serve or interact with equal consideration, taking into account human diversity and related needs in our endeavour to investigate and resolve complaints and treat all persons in a manner that promotes fair administrative action and lawfulness

5. Redress – We strive to place those who have been wronged as close as possible to where they would have been had the state acted properly.

2.4.2 Core Principles

The work of the Public Protector and its interaction with the public and the state are anchored in the core principles of: Accountability, Integrity and Responsiveness (AIR). We further remain committed to and seek to promote public sector adherence to the following eight Batho Pele Principles, which constitute the cornerstone of public sector service delivery:

1. Consultation 2. Setting service standards; 3. Increasing access; 4. Ensuring courtesy; 5. Providing information; 6. Openness and transparency; 7. Redress; and 8. Value for money.

PartThree

ORGANISATIONAL ENVIRONMENTAL ANALYSIS




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3.1.1 Broad Situation Analysis

3.1.1.1 Introduction

This is the fourth year of implementing the Public Protector Vision 2020. The Public Protector Strategic Plan 2013-16 is a result of a thorough review process. The review process entailed reflecting on the lessons learnt over the past years and an analysis of our challenges to determine what worked and what did not work. The process involved reviewing the four action framework which analyses the organisational environment to determine what we need to eliminate, raise, reduce and create. This process involved some rethinking of the strategies and targets with a view to ensuring that the institution delivers on its mandate of strengthening constitutional democracy. We have also adopted the balanced score card model.

3.1.1.2 Investigations

While the institution remains understaffed, investigative capacity has improved primarily through the employment of 100 trainee investigators with effect from January 2013. With improved capacity, we are better placed for swifter and more thorough investigations aimed and uncovering and redressing maladministration, while enhancing our accessibility and serving as a catalyst as a transformed, accountable and responsive state. The use of ADR and an emerging thematic approach to investigations have also enhanced the quality and speed of investigations. Another key fact that is contributing to better investigations is improved stakeholder relations.

3.1.1.3 Accessibility

The accessibility of our services remains a great concern for us. Although received complaints increased rapidly year on year, amounting to over 23 000 in the past year, we are not convinced that this reflects the extent of need with regard to maladministration encounters by ordinary people.per annum continue to concern us. The latest national Census figures indicate that that the country has over 50 million people. Anecdotal evidence, which includes observations during stakeholder consultations, indicates that a lot more people suffer maladministration that those that approach the office annually. Two scientific stakeholder surveys conducted with the help of University of Pretoria in 2012 and 2013 confirmed that the Public Protector is yet to fulfil its constitutional injunction to be accessible to all person and communities.

We have developed an ambitious National Footprint Framework, to increase presence in all provinces, districts and local municipalities without necessarily increasing our resources. While increasing responsiveness to marginalised communities and language groups, we want to reach at least 30 million people in the country. Our key focus areas are groups that our surveys have identified as not knowing about or using the office services.

3.1 ORGANISATIONAL ENVIRONMENT



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We areleverage our relations with stakeholders such as the South African Post Office and the Government Communications and Information System (GCIS) to enhance accessibility. We are engaging with GCIS regarding partnering with its Thusong Service Centres.. In Gauteng, a municipality gave us a satellite office, which is an avenue we intend to pursue nationwide. We are also pursuing the idea of posters in government service centres and final letters to unhappy customers incorporating information about a possible approach to the Public Protector.

Regarding the disabled, we are working towards Memorandum of Understanding (MOU) with organisations for people with disabilities through the offices of Provincial Premiers. We have already started talks with the office of the Premier in Gauteng. Once an MOU is signed with this particular office, this process will be duplicated in all other provinces.

In February 2013 we launched Twitter and Facebook, a medium, which primarily targets young people.

Our new strategy includes rolling out the Mobile Office of the Public Protector (MOPP) programme to all provinces with a view to reaching out to the most remote communities. With regard to regional offices, our strategy combines rationalising, including relocating existing offices, while establishing new offices where appropriate.

3.1.1.4 Stakeholders Relations Steady progress has been made, particularly in relation to:1. Expeditions supply of information and documents by organs of state2. Implementation of remedial action.

The improvement is primarily attributable to regular bilateral stakeholder meetings, response protocols and stakeholder consultative forums.

3.1.1.5 Human Resources

While the office continues to be grossly understaffed, innovative organisation of work, skills development and improved performance management are yielding results. The higher purpose driven organisation initiative and improved remuneration are also making a difference

Our performance management improvement efforts are continuing and measures are being taken to improve competitive incentives to raise staff morale and arrest an emerging brain drain.

3.1.1.6 International Relations

Through our affiliation to the African Ombudsman and Mediators Association (AOMA), for which we serve as the Secretariat, our membership of the IOI and bilateral relations with



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fellow Ombudsman institutions, we continue to add our voice in matters of international importance. These include encouraging peace, stability and development in trouble-ravaged countries.

We believe the good governance efforts of AOMA play an important role that support the African Union’s objective of promoting the African Agenda of strengthening democracy, peace and stability in the continent while contributing to development.

We continued to engage with our international counterparts, exchanging experiences and good practices. This ensures that we remain relevant and our approaches remain up to date as the institution of the ombudsman continues to evolve.

3.1.1.7 Conclusion

The Public Protector is increasingly becoming a good alternative to the courts, ensuring access to justice for those who have been wronged by the state administratively, while contributing to ethical governance and combating corruption.

Our efforts in ensuring that state resources are used to deliver a better life as promised in the Constitution are well documented. Today more people know about the Public Protector than they did a few years ago and this is all thanks to our intensive outreach, education and communication strategy. The continued strengthening of stakeholder relations has ensured that more people, particularly those in government, get to understand our constitutional mandate. We will intensify this drive, going into the future.

We will continue to manage state resources in line with the dictates of the Constitution and the law. This will help maintain our strong brand integrity and help us remain a seamless organisation.

3.2 ENVIRONMENTAL ANALYSIS AND STRATEGIC PLANNING FRAMEWORK



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3.2 ENVIRONMENTAL ANALYSIS AND STRATEGIC PLANNING FRAMEWORK

3.2.1. The organisational environmental analysis and forward looking planning continue to beconducted using a strategic framework for an optimally functional and performing organisation that was introduced three years ago. Five strategic pillars underpin the framework, which is represented by the following diagram:

3.2.2. The organizational environment analysis was informed by the following strategic outcomes for an optimally functioning Public Protector South Africa in support of the constitutional and statutory mandate of the Public Protector:

3.2.2.1Accessibility and trustworthy to all persons and communities:

Accessibility means availability and usability of the information and services of the Public Protector to the people irrespective of their geographical location and their language. It

Vision

Mission

Core Values and Principles

Mandate

Performance Management, Monitoring and Evaluation

Infrastructure Support and Systems Facilities

Strategic Direction

Strategic Objectives

Institutional

Foundations

Corporate Culture

PROGRAMMESCore Operations

Strategic Direction and Executive Support

Corporate Support Services

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includes the quality, quantity, reach and penetration of the service. Trustworthiness relates to the extent to which all persons believe in the integrity of the institution and its findings.

3.2.2.2 Responsiveness to all complainants through prompt justice, including appropriate remedial action.

The focus is on the complainant through prompt resolution of all complaints and redressing any improper or prejudicial conduct in state affairs. The definition of responsiveness to all complainants is to: • attend to all complaints promptly• be receptive to all complaints• resolve the complaints promptly

3.2.2.3 Promoting good governance through systemic transformation:

This focuses on serving as a catalyst for change to ensure sustainable transformation of the state to ensure good governance and responsive service delivery through using every case as an opportunity to make input on good governance and undertaking systemic investigations/interventions where appropriate.

3.2.2.4 Effective and efficient business support systems and operations:

This relates to the systems, policies, procedures, processes, resources and organisational behaviour required and managed to ensure an effective and efficient service focused organisation and necessary to support the Public Protector in optimally fulfilling the constitutional mandate.

3.2.2.5 Optimal performance and service focused culture with committed people:

This speaks to the extent of productivity and professionalism incorporating optimal use of all available resources and opportunity to achieve organisational objectives. Internally, this pillar relates to learning and development, recruitment and retention, proficiency, remuneration and retention. It also covers the leadership and alignment of the values and culture with the Public Protector’s vision, strategic objectives and the extent to which the organisation performs as a team. Externally it relates to partnerships, collaboration, and stakeholder buy-in.



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3.3 SWOT ANALYSIS

STRATEGIC OUTCOME

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

3.3.1 Accessibility to and trusted by all persons and Communities(quality, quantity, reach and penetration)

Greater accessibility and trust established through the Outreach, Education and Communications activities at all levels of government.

Not accessible to all communities with respect to language, people with disabilities, income groups, certain age groups and places of work.

Constitutional requirement that the Public Protector should be accessible to all persons and communities.

Lack of adequate funding to reach most communities;

Being multi located and present in all Provinces.Collaboration with external stakeholders such as Community Development Workers (CDWs), Non-governmental organisations (NGOs).

Good relationship with community development workers, NGOs and other Chapter nine (9) institutions.

Correct interpretation of the mandate by the Public Protector.

Inadequate attention to people with disabilities and low literacy levels.

Partnerships and collaboration with NGOs at local, provincial and national levels not fully harnessed

Inability to deal with increased workload as a result of positive publicity.

Signed Memoranda of Understanding (MoUs) with key stakeholders including departments.

Formalisation of stakeholder collaborations.

Increased accessibility owing to increased level of awareness which has resulted in strong public perception and Trust.

Limited geographic points of accessibility create a structural barrier to reaching all population through local walk-in centres and mobile units.

Risk of abuse of Public Protector for political agendas.

Unfulfilled high expectations by the public.

Occasional unwarranted political attacks.

Anonymous complaints, to the extent that it is not whistle-blowing but information peddling.



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STRATEGIC OUTCOME


3.3.1 Accessibility to and trusted by all persons and Communities(quality, quantity, reach and penetration)

Well-developed relationship with other international ombudsman entities

Failure to meet and manage expectations of media and the public

Collaboration with African Ombudsman bodies and supporting stakeholders, e.g. DIRCO.

Identified as all-encompassing complaints handling institution.

The Public Protector is a constitutional entity with constitutional powers to investigate and redress improper conduct in state affairs.

Ability to build on the goodwill created by the positive feedback and public confidence in the Public Protector

Extensive constitutional and legislative mandate

The long turnaround time in the investigation process.

Non-alignment of roles within the Units in Provinces due to understaffing or lack of replication of the system in the Provinces and heavy workload for Investigators in Provinces

Inadequate understanding of procedures, processes and training on Alternative Dispute Resolution

Use of statutory powers to source support from other state organs and civil society

Increased capacity through internship programme and benchmarking against national and international good practices.

Collaborating with other institutions promoting Good Governance. The government’s strong emphasis on improvement of service delivery and demonstrated support of the Public Protector.

Budget constraints which hamper investigation capacity and service delivery

Insufficient awareness of provincial and regional offices and awareness of PP programmes and campaigns

Increased media coverage on high profile cases creates an impression that we are not interested in ordinary cases.

3.3 SWOT ANALYSIS (continued)

3.3.2 Responsivenessto all complainants through exacting accountability and Prompt justice including remedial action

Division of work into specialised units with investigators specialising in certain areas

Sympathetic attitude of government regarding the need for additional resources

Inadequate resources for fully specialised units and investigators and lack of common understanding institutional powers and values

High staff turnover amongst investigators



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STRATEGIC OUTCOME


3.3.2 Responsivenessto all complainants through exacting accountability and Prompt justice including remedial action

Increased co-operation with Public Institutions due to stakeholder engagements, including response protocols

Turnaround time for responses still unduly long

Implementation of Public Protector rules published in terms of the Public Protector Act

High expectations by the Public owing to popularity of the Public Protector Office.

Public trust in the Public Protector and increasing public awareness of the office

Wide interpretation of the Public Protector mandate, thereby strengthening constitutional democracy

Capacity constraints and inadequate responsiveness to organs of state leading to long turnaround times.

Lack of uniformity in interpretation of the powers of the organisation

Collaborating with Parliament and Monitoring Units in government

Government’s commitment to eradication of corruption and improvement of service delivery

Unrealistic expectations leading to dissatisfaction with regard to complaints handling.

Lack of common understanding of the mandate of the PP by organs of state especially as regards remedial actions.


3.3.3 Promoting Good Governance through systemic transformation

Globally respected, peer credibility and access to cutting-edge and international best practices

Conscientious Public on Corporate Governance Matters.

Limited forensic capacity to deal with cases regarding good governance and integrity issues

Inadequate resources for systemic investigations and following up on impact

Creation of the Office of Institutions Supporting Democracy in Parliament to facilitate the role of PP and othersEmbracement of collaborative ventures by Oversight Agencies

Increasing tendency in some parts of government to adopt a litigious approach towards PP

Emerging competitive rather than collaborative tendencies in the integrity sector



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STRATEGIC OUTCOME



3.3.4 Effective and Efficient Business Support Systems and operations

Basic information technology Infrastructure and an approved 3-year Master Systems Plan

Collaborative agreements with other ombudsman offices such as the UK, Jordan

Committed and solid leadership; vision, mission and strategy

Strategic plan Alignment and values institutionalization process commenced

Well-developed internal policies including delegation of authority and responsibilities

Lack of automated HR, finance and dysfunctional CMS

Lack of a uniform, holistic Case Management philosophy and approach

Inadequate international relations management resources to sustain benchmarking processes

Slow roll-out of change management strategy and organisational purpose process

Inadequate common organization culture and awareness of new policies

Potential for synergies and cost-sharing with other Chapter 9 Institutions

Bilateral agreements signed with other Ombudsman offices, opening possibilities of collaboration and institutional strengthening

Dates set for roll-out of higher purpose

Commensurate devolution of powers and responsibilities

Inability to sustain media relations

Being defined by the Media.

Aging of cases

Inability to meet targets, leading to demonstrations and media enquiries

International demands for assistance may overstretch resources

No developmental budget in relation to new legislation and additional responsibilities

Inadequate policy management resources in the context of our stretched corporate support services



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STRATEGIC OUTCOME



3.3.5 Optimal Performance and Service Focused Culture with Committed people

Building and consolidating human capacity through training in specialized investigative and complaints resolution

Establishment of peer network for benchmarking

Experienced, hardworking and skilled personnel

Training opportunities at the International Ombudsman Institute and other International bodies

High turnover of skilled and specialized staff and inadequate teamwork

Insufficient forensic capabilities for effective investigations and lack of adherence to investigation plans and deadlines

Low levels of computer literacy

Low staff morale principally due to high workload in some parts of the organisation and insufficient team building

Lack of a specialised training management unit and training resources

Availability of information about best practices in the field of human resources

Intensified training programmes, including Fraud Examiner’s training and AORC training potential

Trainee investigators initiative and approved new organisational structure

MOUs with various institutions and possibilities for internship, exchanges and benchmarking visits

Poaching of skilled staff by other institutions

Imposters

Fiscal constraints for the entire state

Loss of trained personnel due to high staff turnover owing to misaligned OSD.



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ELIMINATE RAISE REDUCE CREATE

3.4 FOUR ACTION FRAMEWORK (Eliminate, Raise, Reduce and Create)

Internal Complaints handling mechanisms and train institutions and civil society on the same.

Unnecessary red tape so as to improve turnaround time for approvals/long approvals process

Non adherence to case/investigation plans

Unreasonable demands and deadlines

Work overload in respect of Investigations. Creation of a set norm for a number of cases / investigator / month

Cases older than a year

Complaints about our customer service by communicating regularly with complainants on the status of their matters and monitoring of effectiveness thereof

Being responsive to complainants by using Dashboard and Think Tank and bulk sms at Branches/Provinces

Strengthen functioning of governance structures

Staff training in ADR, Induction, Computer literacy and Customer service charter

Increase the number of systemic investigations and team cohesion

Prioritise existing old cases

Early Warning systems for picking up challenges to and reasons for non-achievement of targets

Automation of sending of documents

Optimal utilization of Sharepoint

Cancellations of planned and scheduled work at short notice

Requests for information at short notice

Overreliance on archaic and manual systems

Long turnaround times for resolving cases

E-Learning Portal for internal staff and targeted groups training

Review system for dealing with dissatisfaction with decisions made.

Enterprise resource planning: Financial, electronic submission system

Terms and conditions for complainants when working with PP

Trauma centres for complainants

Operate/function as team

Decentralization approach on corporate support unit

Another analytical tool used to gather information about the current situation and organization environment was the four actions framework, used to draw more information from participants required for formulating the annual performance plan.



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ELIMINATE RAISE REDUCE CREATE

3.4 FOUR ACTION FRAMEWORK (Eliminate, Raise, Reduce and Create) (continued)

Early intervention measures and implementation of rules to increase external levels of cooperation by organs of state by ensuring compliance with the rules

All manual systems – leave, S&T, statistics, performance reports.

Risks arising from non- compliance with decisions/resolutions/procedures

Unnecessary creation of unreasonable expectations

Undermining the status of authority in provinces

Outsourcing work that could be competently performed internally, excluding investigations

Recruit and provide adequate training on forensic investigation to capacitate investigators.

Capacitation of Provinces to make decisions commensurate with level of work and needs.

Good working environment with empowered and engaged staff and inculcate a service oriented culture/purposiveness

Uncoordinated process flows

Labour turnover of talented and competent staff.

Intake of individual complaints by focusing more on systemic investigations

Intake of individual complaints by focused outreach initiatives relating communities and sector complaints

Improve risk management processes by quarterly review of risk registers and risk plans

Perfect the assessment and allocation of files

Create a program on systemic investigations

Delegation of authority which allows approvals at appropriate levels

Education of Public Protector’s systems and processes (as a preventative measure)

PartFour

ORGANISATIONAL STRATEGY




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4.1 MEDIUM TERM STRATEGIC OBJECTIVES

4.1.1 In pursuit of its constitutional and legislative mandate, vision and mission the Public Protector will once again focus on five (5) strategic objectives in the medium term period 2013-2016. These strategic objectives constitute the pillars to focus organisational energies, decisions and performance management in the next 3-5 years.

4.1.2 Informed by the logical framework planning methodology entailed in the Treasury Guidelines, the strategic objectives collectively seek to generate the desired impact for the realisation of the organisational vision. These are further supported by strategies which are further devolved into programmes with each programme’s strategies geared at generating the outputs and outcomes that will collectively achieve a given strategic objective.

4.1.3 The strategic objectives to underpin and guide the operations of the Public Protector in the next 3-5 years are:

a) Strategic Objective 1: Accessible to and trusted by all persons and communities;b) Strategic Objective 2: Prompt justice including remedial action;c) Strategic Objective 3: Promotion of good governance in the conduct of all state affairs;d) Strategic Objective 4: An efficient and effective organization; ande) Strategic Objective 5: Optimal performance and service focused culture.

4.1.4 The first three strategic objectives focus on service delivery whereas the last two focus on leveraging systems and people to achieve the outputs, outcomes and impacts necessary for the realisation of the strategic objectives in pursuit of the institutional vision.

4.2 OVERVIEW OF THE STRATEGIC PLAN

PartFive

PROGRAMMES, BUDGET AND INSTITUTIONAL PERFORMANCE PLAN




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5.1 PROGRAMMES AND SUB-PROGRAMMES

Programme Sub-programme

Strategic Direction and Executive Support Public Protector Deputy Public Protector Executive Support Admin & Policy, International Relations & Parliamentary Liaison Intake and Customer Care Media Relations and Corporate Branding Office of the Chief Executive Officer Internal audit Risk Management and Security Strategic Planning and Performance Management* CEO Office Provincial Liaison

Core operations Outreach Education and Communication Early Resolution Good Governance and Integrity Service Delivery Public Protector Provincial Representation

Corporate Support Services Finance, Payroll and SCM Facility Management and Logistics Human Resource Management and Development Information and Communication Technology Quality Assurance, Research and Knowledge Management



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5.2 BUDGET FOR 2013/14

2013/14

Public Protector 1 500 000Deputy Public Protector 700 000

Executive Support • Administration& Policy • Compliance, governance and Parliamentary Liaison • International Relations 1 200 000 • Media Relations and Corporate Branding 300 000

SUB TOTAL - Executive Support 3 700 000

CEO Office of the Chief Executive Officer 1 300 000 Internal Audit 500 000 Risk Management and Security 600 000 Strategic Planning & Performance Management 600 000 Provincial Liaison 300 000

SUB TOTAL - CEO 3 300 000TOTAL FOR PROGRAMME 1 7 000 000

CORE OPERATIONS

Outreach, Education and Communication 10 000 000Early Resolution 470 000Intake Assessment and Customer Service 875 000Good Governance and Integrity 1 300 000Service Delivery 1 953 000PP Provincial Representation 15 700 000

TOTAL BUDGET FOR PROGRAMME 2 30 298 000

CORPORATE SUPPORT SERVICES

Finance, Payroll & SCM (Chief Financial Officer) 3 900 000Facilities Management, Logistics and Security 8 800 000Human Resources Management & Development 3 300 000Information Communication Technology 7 000 000Legal services and Knowledge Management 300 000

TOTAL BUDGET FOR PROGRAMME 3 23 300 000 TOTAL PROGRAMME BUDGET 60 598 000



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Public Protector of South Africa: Financial information R thousand 2013/14

Budget Per programme Strategic Direction and Executive Support 23 724Core Operations 110 618Corporate Support Services 65 436

Total expense 199 778 Budget per Economic classification Compensation of employees 130 207Goods and services 60 598Capital Expenditure 4 742Depreciation 3 476Interest 755

Total expenses 199 778

5.2 BUDGET FOR 2013/14 (continued)



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Stakeholder Perspective

Internal Processes Perspective

5.3 OVERVIEW OF THE STRATEGIC PLAN

Public Protector South Africa decided to adopt the Balanced Scorecard Model for its planning and performance management. The four perspectives of the balanced scorecard model are stakeholder perspective, Internal Processes Perspective, Financial Resources Perspective and People Skills and Culture Perspective.

S1

S2

S3

S4

S5

S6

S7

S8

S9

S10

S11

S12

Strategic Objective 1:Accessible to and trusted by all persons and communities

Strategic Objective 2: Prompt justice including remedial action

Strategic Objective 3: Promotion of good governance in the conduct of all state affairs

Extend, communicate and take the services of the Public Protector to 30 million persons by 2016

Increase the no of people reached through effective engagement with all stakeholders and partners

Build trust, confidence and faith with stakeholders

Perform required Business Process Reengineering programme

Speedy and quality resolution of all complaints

Implement Alternative Dispute Resolution procedures, processes and competencies

Improve the level of responsiveness and cooperation from organs of state with regards to investigations that fall under Public Protector’s scope and mandate

Effectively resolve systemic administrative deficiencies

Effectively resolve own initiative investigations

Investigate and handle all complaints relating to the Executive Members Ethics Act

Ensure implementation of remedial action and the impact thereof

Leverage stakeholder and international relations for improved organisational performance



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Financial Resources Perspective

People Skills and Culture Perspective

5.3 OVERVIEW OF THE STRATEGIC PLAN (continued)

Strategic Objective 4: An efficient and effective organization

Strategic Objective 5: Optimal performance and service focused culture

S13

S14

S15

S16

S17

S18

Align all strategic objectives to the allocated budget for the financial year

Improve governance controls

Ensure that the institution has the human capability to deliver on its mandate

Improve on employee engagement

Ensure that the institution is a high performing organisation

Ensure that the institution is a service focussed organisation



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5.4 INSTITUTIONAL PERFORMANCE PLAN

STRATEGIC OBJECTIVE 1 : ACCESSIBLE TO AND TRUSTED BY ALL PERSONS AND COMMUNITIESBALANCED SCORECARD: STAKEHOLDER PERSPECTIVE

Number of MOPP clinics conducted per outreach officer in each province per month

Number of national events conducted per annum

Number of information sessions conducted per outreach officer in each province per annum (focusing on organs of state)

Number of radio slots used per Province per annum

Number of newspaper articles published per province per annum

1137 overall for all PP offices

5 national events per annum

1137 overall for all PP offices

78 for all PP offices

58 newspaper articles for all PP offices

S1. Extend, communicate and take the services of the Public Protector to 30 million persons by 2016


8 Clinics per Province per month


8 information sessions per Province per annum (focusing on organs of state)

6 radio slots per Province per annum

6 newspaper articles per province per annum

8 MOPP clinics per outreach officer in each province per month


8 information sessions per outreach officer in each province per annum (focusing on organs of state)













STRATEGIES2013/14 TARGET

2014/15 TARGET

2015/2016PERFORMANCE

INDICATOR2011/12 AUDITED/

ACTUAL PERFORMANCE

2013/14 ESTIMATED

PERFORMANCE

MEDIUM-TERM TARGETS



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5.4 INSTITUTIONAL PERFORMANCE PLAN (continued)


Hosting of Good Governance week per Province per annum

Number of regional offices relocated

Hosting Annual Good Governance Conference

Number of people reached through outreach, communication and education activities

Number of regional offices established and launched

Good Governance week celebrated in October 2011

N/A

Good Governance Conference in October 2011N/A

N/A



Good Governance week per Province per annum

N/A

Annual Good Governance Conference in October 2012

Reach out 10 million persons per annum through outreach, communication and education activities

Establish and launch Regional offices in Thohoyandou, Port Elizabeth and Pietermaritzburg


Relocate Siyabuswa office to Emalahleni; relocate Vryburg office to Klerksdorp and open relocated office from Mabopane to Germiston)

Annual Good Governance Conference in October 2013Reach out 10 million persons per annum through outreach, communication and education activities

Establish and launch regional offices in Vredendal, Springbok, Kroonstad and Ermelo


N/A

Annual Good Governance Conference in October 2014Reach out 10 million persons per annum through outreach, communication and education activities

Establish and launch regional offices in Vredendal, Springbok, Kroonstad and Ermelo


N/A

Annual Good Governance Conference in October 2015Reach out 10 million persons per annum through outreach, communication and education activitiesEstablish and launch Regional officesBeaufort West, Queenstown, Tzaneen and Empangeni


2014/15 TARGET



ACTUAL PERFORMANCE

2013/14 ESTIMATED

PERFORMANCE

MEDIUM-TERM TARGETS



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Number of social networks utilised

Production and distribution of corporate video by 31 March 2013

% of Public Protector buildings on which signage is put up

Application for permission to erect Public Protector signage on roads and erection of road signage

N/A

N/A

N/A

N/A


Development and utilisation of Public Protector Facebook and Twitter, MXit, YouTube and other social networks

N/A

N/A

N/A

Utilisation of Public Protector Facebook and Twitter

Produce and distribute corporate video by 31 March 2013

Put up signage on at least 50% of Public Protector buildings

Submit applications to relevant authorities to erect Public Protector signage on roads.Erect Public Protector road signage for all approved applications

Utilisation of Public Protector Facebook, Twitter and MXit

N/A

Put up signage on 100% of Public Protector buildings

Erect Public Protector road signage for all approved applications

Utilisation of Public Protector Facebook and Twitter, MXit, YouTube and other social networks

N/A

N/A

Erect Public Protector road signage for all approved applications


2014/15 TARGET



ACTUAL PERFORMANCE

2013/14 ESTIMATED

PERFORMANCE

MEDIUM-TERM TARGETS



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Number of National Stakeholder consultations and engagements by the Public Protector in all Provinces

Number of external newsletters published per annum

Number of engagements/ collaborations with stakeholders including organs of state per Province per annum

Number of quarterly reports on implementation of activities of MOUs signed during previous financial years

1 National Stakeholder consultation and engagement by the Public Protector in all Provinces

2 External Newsletters published per annum

96 engagements/ collaboration with stakeholders including organs of state

1 Stakeholder forum established and MOU signed with the forum per province

S2. Increase the no of people reached through effective engagement with all stakeholders and partners




8 engagements/ collaborations with stakeholders including organs of state per Province per annum

Report on activities of MOU signed during the previous financial year




4 quarterly reports on implementation of activities of MOUs signed during previous financial years










2014/15 TARGET



ACTUAL PERFORMANCE

2013/14 ESTIMATED

PERFORMANCE

MEDIUM-TERM TARGETS



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Number of internal newsletters published per annum

Development of Automated Electronic Customer Survey

Number of periodic surveys on Stakeholder trust, confidence and faith conducted

Time taken to finalise reviews

Number media briefings held per annum

4 Internal newsletters published per annum

N/A

1 Survey on Stakeholder trust, confidence, faithand satisfaction

N/A

4 Media briefings per annum


S3. Build trust, confidence and faith with stakeholders


N/A

1 Survey on Stakeholder trust, confidence, faithand satisfaction

N/A



Develop Automated Electronic Customer Survey by 31 March 2014

1 Survey on Stakeholder trust, confidence, faithand satisfaction to be conducted by December 2013

Finalise reviews within 2 months after receipt of the request



Implement Automated electronic customer survey





Implement Automated electronic customer survey





2014/15 TARGET



ACTUAL PERFORMANCE

2013/14 ESTIMATED

PERFORMANCE

MEDIUM-TERM TARGETS



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STRATEGIC OBJECTIVE 1 : ACCESSIBLE TO AND TRUSTED BY ALL PERSONS AND COMMUNITIES

STRATEGIC OBJECTIVE 2 : PROMPT JUSTICE INCLUDING REMEDIAL ACTION

BALANCED SCORECARD: STAKEHOLDER PERSPECTIVE

BALANCED SCORECARD: INTERNAL PROCESSES PERSPECTIVE

Conduct a survey on the institution’s compliance with our Customer Service Charter

Date of completion of mapping, engineering and automation of identified business processes

N/A

N/A

S3. Build trust, confidence and faith with stakeholders

S4. Perform required Business Process Reengineering programme

N/A

N/A

Conduct a survey on the institutions compliance with our Customer Service Charter

Map, re-engineer and automate all identified business process by 31 March 2014, with a special focus on improving efficiency in our key processes

Implement measures to deal with results of the survey

Implement the approved re-engineered business process

Implement measures to deal with results of the survey

Implement the approved re-engineered business process

STRATEGIES

STRATEGIES

2013/14 TARGET

2013/14 TARGET

2014/15 TARGET

2014/15 TARGET

2015/2016

2015/2016

PERFORMANCE INDICATOR

PERFORMANCE INDICATOR

2011/12 AUDITED/ACTUAL

PERFORMANCE

2011/12 AUDITED/ACTUAL

PERFORMANCE

2013/14 ESTIMATED

PERFORMANCE

2013/14 ESTIMATED

PERFORMANCE

MEDIUM-TERM TARGETS

MEDIUM-TERM TARGETS

Strategic Objective 2: Prompt justice including remedial action: This objective is aimed at fulfilling the mandate of the Public Protector to strengthen constitutional democracy by maintaining the focus on the complainant through prompt resolution of all complaints and redressing any improper or prejudicial conduct in state affairs



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STRATEGIC OBJECTIVE 2 : PROMPT JUSTICE INCLUDING REMEDIAL ACTIONBALANCED SCORECARD: INTERNAL PROCESSES PERSPECTIVE

Time taken to resolve complaints allocated to the Early Resolution Unit

Time taken to resolve other complaints received by Public Protector

60% of the complaints allocated to early resolution units resolved within 1 month a) 40% of the complaints allocated to early resolution units resolved within 2 months

a) 52% of the complaints investigated and resolved within 3-6 months; b) 48% of the complaints investigated and resolved within 7-12 months;

S5. Speedy and quality resolution of all complaints

Investigate and resolve complaints allocated to Early Resolution units within the following time periods: a) 50% of the complaints resolved within a month; b) 30% ) of the complaints resolved within 2 months c) 20% of complaints resolved within 3 months.

Investigate and resolve all other complaints allocated (not Early Resolution complaints) within the following time periods: a) 50% of the complaints investigated and resolved within 3-6 months; b) 50% of the complaints investigated and resolved within 7-12 months;

Investigate and resolve complaints allocated to Early Resolution units within the following time periods:a) 50% of the complaints resolved within 3 months;b) 30% ) of the complaints resolved within 4 monthsc) 20% of complaints resolved within 6 months.Investigate and resolve all other complaints allocated (not Early Resolution complaints) within the following time periods:




2014/15 TARGET



ACTUAL PERFORMANCE

2013/14 ESTIMATED

PERFORMANCE

MEDIUM-TERM TARGETS



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Frequency of reports on Alternative Dispute Resolution cases resolved

N/A Quarterly report on Alternative Dispute Resolution cases resolved

Quarterly report on Alternative Dispute Resolution cases resolved



% of state organs on the approved priority list with whom response protocols were signed

Response protocols concludedwith 14 (77%) of the stateinstitutions on the approved priority list

S7. Improve the level of responsiveness and cooperation from organs of state with regards to investigations that fall under Public Protector’s scope and mandate

Response protocolssigned with70% of stateorgans on theapproved prioritylist





2014/15 TARGET



ACTUAL PERFORMANCE

2013/14 ESTIMATED

PERFORMANCE

MEDIUM-TERM TARGETS

Identification of training needs and conducting of training on approved Alternative Dispute Resolution procedures and processes

N/A Identify training needs and conduct training xAlternative Dispute Resolution procedures and processes

Identify training needs and conduct training on approved Alternative Dispute Resolution procedures and processes



Implementation and resolution of Alternative Dispute Resolution procedures and processes

Alternative Dispute Resolution procedures and processes implemented

S6. Implement Alternative Dispute Resolution procedures, processes and competencies

Implement and review approved Alternative Dispute Resolution procedures and processes






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Number of workshops with organs of state

N/A Conduct training for organs of state on the Public Protector Rules

Conduct training for organs of state on the Public Protector Rules




2014/15 TARGET



ACTUAL PERFORMANCE

2013/14 ESTIMATED

PERFORMANCE

MEDIUM-TERM TARGETS

Quarterly review and reporting on implementation of response protocols established during the previous financial year

Report on evaluation of compliance with Public Protector Rules

N/A

Public Protector Rules drafted and presented to parliament for final consultation

S7. Improve the level of responsiveness and cooperation from organs of state with regards to investigations that fall under Public Protector’s scope and mandate

Review and report quarterly on implementation of response protocols established during the previous financial year

Promulgate, pilot, train and monitor the implementation of the Public Protector Rules


Promulgate, pilot, train and monitor the implementation of the Public Protector Rules


Quarterly report on evaluation of compliance with Public Protector Rules


Quarterly report on evaluation of compliance with Public Protector Rules

Strategic Objective 3: Promotion of good governance in the conduct of all state affairs: This objective relates to sustainable transformation of the state to ensure good governance and responsive service delivery through systemic investigations and other interventions that target structural changes in organs of state.



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STRATEGIC OBJECTIVE 3: PROMOTION OF GOOD GOVERNANCE IN THE CONDUCT OF ALL STATE AFFAIRSBALANCED SCORECARD: INTERNAL PROCESSES PERSPECTIVE

Number of own initiative investigations identified, investigated and concluded

Compliance with the Executive Members Ethics Act

Report on monitoring and management of investigations and implementation of remedial action and the impact thereof

3 own initiative investigations were finalized, 7 were on-going

3 complaints were investigated in terms of Executive Members Ethics Act, however, timelines could not be met

Quarterly report on monitoring and management of investigations submitted

S9. Effectively resolve own initiative investigations

S10. Investigate and handle all complaints relating to the Executive Members Ethics Act

S11. Ensure implementation of remedial action and the impact thereof

Identify, investigate and resolve 1 own initiative investigation per investigator

100% compliance with the Executive Members Ethics Act

Quarterly report on monitoring and management of investigations

Identify, investigate and resolve 1 own initiative investigation per branch

100% compliancewith the Executive Members Ethics Act









2014/15 TARGET



ACTUAL PERFORMANCE

2013/14 ESTIMATED

PERFORMANCE

MEDIUM-TERM TARGETS


Number of systemic administrative deficiencies or interventions relating to service delivery and incidents of maladministration and corruption identified and resolved

8 systemic administrative deficiencies or interventions relating to service delivery and incidents of maladministration and corruption were identified and being investigated

S8. Effectively resolve systemic administrative deficiencies

Identify, and resolve 1 systemic administrative deficiencies or interventions relating to service delivery and incidents of maladministration and corruption per branch and per province

Identify and resolve 1 systemic administrative investigations or interventions relating to service delivery, maladminis-tration and corruption per Branch and per province

Identify and resolve 1 systemic administrative investigations or intervention relating to service delivery and incidents of maladminis-tration and corruption per branch and per province

Identify and resolve 1 systemic administrative investigations or intervention relating to service delivery and incidents of maladminis-tration and corruption per branch and per province



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Date of hosting the general assembly

Number of EXCO meetings held

% of planned AORC/AOMA courses performed

% of AORC/AOMA research outputs performed

Date of appointment of international relations manager, director and other AORC staff

Date of attendance of World Justice Forum and using the opportunity to network and benchmark

N/A

N/A

N/A

N/A

N/A

N/A

S12. Leverage stakeholder and international relations for improved organisational performance

N/A

N/A

N/A

N/A

N/A

N/A

Host General Assembly by July 2013

2

50%

50%

31 March 2014

Attendance of World Justice Forum in June 2013


2

70%

70%

Ensure that 95% of all approved and funded vacancies filled at all times

Prepare and circulate a document that popularises the outcomes of the World Justice Forum


2

100%

100%

Ensure that 95% of all approved and funded vacancies filled at all times

Attendance of World Justice Forum in June 2015


2014/15 TARGET



ACTUAL PERFORMANCE

2013/14 ESTIMATED

PERFORMANCE

MEDIUM-TERM TARGETS


Report on monitoring and management of investigations and implementation of remedial action and the impact thereof

N/A Quarterly report on implementation of remedial action and impact thereof

Quarterly report on implementation of remedial action and impact thereof



S11. Ensure implementation of remedial action and the impact thereof



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Public Protector contribution to ombudsman research and training through collaboration with the IOI and AORC/AU

N/AS12. Leverage stakeholder and international relations for improved organisational performance

N/A Conduct at least 2 workshops on AU shared values with identified African states

Create a database on Ombudsman/Public Protector jurisprudence

N/A N/A


2014/15 TARGET



ACTUAL PERFORMANCE

2013/14 ESTIMATED

PERFORMANCE

MEDIUM-TERM TARGETS


STRATEGIC OBJECTIVE 4: AN EFFICIENT AND EFFECTIVE ORGANISATIONBALANCED SCORECARD: FINANCIAL RESOURCES PERSPECTIVE

% of strategic objectives within budget expenditure in the financial year

N/AS13. Align all strategic objectives to the allocated budget for the financial year

N/A 80% of strategic objectives achieved within 5.1% budget variance

80% of strategic objectives achieved within 5.1% budget variance

80% of strategic objectives achieved within 5.1% budget variance


2014/15 TARGET



ACTUAL PERFORMANCE

2013/14 ESTIMATED

PERFORMANCE

MEDIUM-TERM TARGETS

Strategic Objective 4: An efficient and effective organisation: This objective relates to the systems, policies, procedures, processes and resources required and managed to ensure an effective and efficient service focused organisation and necessary to support the Public Protector in optimally fulfilling the constitutional mandate



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STRATEGIC OBJECTIVE 4: AN EFFICIENT AND EFFECTIVE ORGANISATIONBALANCED SCORECARD: INTERNAL PROCESSES PERSPECTIVE

Obtain unqualified audit report and compliance with zero significant findings

Date of approval of 3-year ICT strategy

Obtained unqualified audit

N/A

S14. Improve governance controls

Monitor and ensurecompliance with allfinancial prescripts

N/A

Unqualified audit report with zero significant findings for year ending 31 March 2014

Develop and approve 3-year ICT strategy by 31 July 3013

Obtain unqualified audit report with zero significant findings for year ending 31 March 2015

Implement 3-year ICT strategy

Obtain unqualified audit report with zero significant findings for year ending 31 March 2016

Implement 3-year ICT strategy


2014/15 TARGET



ACTUAL PERFORMANCE

2013/14 ESTIMATED

PERFORMANCE

MEDIUM-TERM TARGETS


STRATEGIC OBJECTIVE 5 : OPTIMAL PERFORMANCE AND SERVICE FOCUSED CULTUREBALANCED SCORECARD: PEOPLE SKILLS AND CULTURE PERSPECTIVE

Date of approval of Human Resources Capability Strategy that is aligned to organisational strategy

% of approved and funded vacancies filled

N/A

95.4% of all approved and funded vacancies were filled at all times

S15. Ensure that the institution has the human capability to deliver on its mandate

N/A

95% of all approved and funded vacancies filled at all times

Approved Human Resources capability strategy that is aligned to organisational strategy by 30 April 2013


Implementation of Human Resources CapabilityStrategy


Implementation of Human Resources CapabilityStrategy



2014/15 TARGET



ACTUAL PERFORMANCE

2013/14 ESTIMATED

PERFORMANCE

MEDIUM-TERM TARGETS

Strategic Objective 5: Optimal performance and service focused culture: This objective is aimed at addressing people issues which is one of the key success factors that anchor an optimally performing and service focused organisation



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STRATEGIC OBJECTIVE 5 : OPTIMAL PERFORMANCE AND SERVICE FOCUSED CULTUREBALANCED SCORECARD: INTERNAL PROCESSES PERSPECTIVE

Number of surveys on employee behaviour conducted per annum Date of approval of Business Unit Scorecards

Date of approval of Business Unit Scorecards

Date of completion of individual bi-annual performance discussions

Number of quarterly performance reports on monitoring of business performance produced within a month after the end of a quarter

2 surveys on employee behaviour were conducted

N/A

N/A

N/A

N/A

S16. Improve on employee engagement

S17. Ensure that the institution is a high performing organisation

2 surveys on employee behaviour per annum

N/A

N/A

N/A

N/A

1 survey on employee behaviour per annum

Approve 2014/2015 Business Unit Scorecards by 31 March 2014

Approve Individual scorecards by 30 April 2013

31 October 2013

4




31 October 2014

4




31 October 2015

4


2014/15 TARGET



ACTUAL PERFORMANCE

2013/14 ESTIMATED

PERFORMANCE

MEDIUM-TERM TARGETS



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STRATEGIC OBJECTIVE 5 : OPTIMAL PERFORMANCE AND SERVICE FOCUSED CULTUREBALANCED SCORECARD: INTERNAL PROCESSES PERSPECTIVE

Date of roll-out of PP values and higher purpose statement

Number of co-operative and stakeholder engagement activities

Date of approval of Customer Service policy

Number of quarterly reports produced relating to tracking and monitoring provincial performance against the Service Charter

N/A

3 Benchmarking visits and joint ventures

N/A

N/A

S17. Ensure that the institution is a high performing organisation

S18. Ensure that the institution is a service focussed organisation

N/A

Benchmarking visits and joint ventures with 2 identified high performing institutions

N/A

N/A

Roll-out PP values and higher purpose statement by 31 March 2014

Benchmarking visits and joint ventures with 2 identified high performing institutions

Develop and approve Customer Service policy by 30 March 2014

3

N/A

Benchmarking visits and joint ventures with 2 identified high performing institutions by

N/A

4

N/A

Benchmarking visits and joint ventures with 2 identified high performing institutions by

N/A

4


2014/15 TARGET



ACTUAL PERFORMANCE

2013/14 ESTIMATED

PERFORMANCE

MEDIUM-TERM TARGETS

PartSix

ORGANISATIONAL STRUCTURE AND BUDGET




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6.1 ORGANISATIONAL STRUCTURE

6.1 Structure and strategy are dependent on each other. The following structure has been developed as the ideal structure for the optimal implementation of this Strategic Plan.

Public ProtectorExecutive Support

Strategic Planning & Organisational Performance

Management

Deputy Public Protector

Chief Executive Officer

Intake Support and Customer Care

Internal Audit & Risk Management

Corporate Communications and Branding

Provincial Liaison

Corporate Support ServicesCore Operations Chief Financial Officer

CHIEF EXECUTIVE OFFICER

Strategy and Organisational Performance

Internal Audit and Risk

Provincial Liaison

Provincial OfficesEastern CapeFree StateGautengKwaZulu NatalLimpopoMpumalangaNorthern CapeNorth WestWestern Cape

Chief Operations Officer(COO)

Chief Financial Officer(CFO)

Service Delivery

Good Governance & Integrity

Early Resolution

Outreach Education &

Communication

Supply Chain Management

Financial Management

Legal Advisory and Knowledge

Management

Human Resources and Development

Facilities, Logistics

and Security

Information Communication

Technology.

Corporate Support Services(CSS)



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6.2 BUDGET PER STRATEGIC OBJECTIVE

Description Budget Financial Year ended 31 March

2014 2015 2016

Accessible to and Trusted by all Persons 16 765 070 18 307 492 19 390 796

Prompt justice including remedial action 5 321 860 5 811 482 6 155 363

Promotion of Good Governance in the Conduct of all State Affairs 4 449 567 4 858 937 5 146 453

An Efficient and Effective Organisation 29 316 752 31 708 811 33 656 519

Optimal Performance and Service Focused Culture 4 744 751 5 181 278 5 487 869

Total: Strategic Objectives 60 598 000 65 868 000 69 837 000

Contingencies - - -

Capital Costs 4 742 000 5 500 000 5 800 000

Total: Goods and Services 65 340 000 71 368 000 75 637 000

Depreciation 3 476 000 3 796 000 4 020 000

Interest 755 000 824 000 873 000

Personnel Costs 130 207 000 142 170 000 150 537 000

Total Annual Budget 199 778 000 218 158 000 231 067 000

ANNEXURE

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GLOSARY OF TERMS



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GLOSARY OF TERMS

Align: Arrange in a line; be arranged in a line; straighten.Alignment: Act of forming into a line, act of straightening; positioning, arrangement; placement and direction.Capacity: Function, role.Capability: Ability, skill.Coordinate: Arrange in proper order, reference point, and coordinate point.Core Values: Principles that guide the Office of the Public Protector to deliver qualitative services.Develop : Build, improve; mature, grow.Development: Evolvement, gradual growth, evolution, maturation; progression.Enhance: Increase; intensify; improve; raise the value of.Evaluate : Appraise, judge the worth or quality.Facilitators: These are bodies or parties who refer people / act on behalf of other parties to acquire the services of Office of the Public Protector.Impact: The final effect realised by stakeholders upon delivery of a programme.Implementation: Executions, carrying out, performing; putting into effect.Indicator: Instrument which shows performance, sign, signal.Influencer: These are bodies or parties whose actions will positively or negatively affect the operations of Office of the Public Protector.Initiators: These are the bodies or parties who trigger the services of the Office of the Public Protector.Leadership: Leadership, guidance; advance position, first place; person that leads.Level: Status or rank.Maintain: Keep in existence, sustain; keep in good condition, preserve.Management: Act of managing or supervising; person or group of people that manages an enterprise(s); ability to manage or supervise, managerial skill.Mission: A statement that answers questions about why Office of the Public Protector exists, whom it serves and what value it delivers.Monitor: Supervise, observe; follow up on, check up on; regulate the quality of, keep track of.Strategic Objective: Aim, purpose, goal of a programme.Strategic Outcome: The ultimate impact of a scorecard (pillars)Outcome: Result, effect.Output: Defines the end results, i.e. tangible deliverables expected from the objectives.Partner: Entities or individuals who collaborate or work closely with the Office of the Public Protector.Policy: A definite course of action adopted for the sake of expediency, facility.Plan(s): Programme, scheme, plot, design.Principles: Doctrine, tenet, precept; fundamental law, primary law on which other laws are based.Process: Procedure, routine, course of action, advance.Programme: A plan to achieve our mission and vision; also referred to as key focus areas, strategic result areas, and goals.Research: Diligent and systematic inquiry or investigation into a subject in order to discover or revise facts, theories, applications, etc.Resources: A source of supply, support, or aid, esp. one that can be readily drawn upon when needed. Review : Survey, conduct a general study; inspect, examine; reconsider, rethink.Stakeholder: A person or group that has an interest in an organisationStrategic: Based on strategy, designed to achieve a goal; extremely important or beneficial (especially with regard to organisational advantage).Strategy (Strategies): Plans or methods created for the purpose of achieving a goal; science of preparing long-term plans.Vision: The statement that reflects what the organisation wants to be



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ABBREVIATIONS



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ABBREVIATIONS

ADR: Alternative Dispute Resolution

AIR: Accountability, Integrity and Responsiveness

AOMA: African Ombudsman and Mediators Association

AORC: African Ombudsman Research Centre

AU: African Union

CDW: Community Development Workers

CEO: Chief Executive Officer

CFO: Chief Financial Officer

CMS: Case Management System

COO: Chief Operations Officer

CSS: Corporate Support services

DIRCO: Department of International and Relations Corporation

GGIS: Government Communications and Information Systems

HR: Human Resources

ICT: Information Communications Technology

IOI: International Ombudsman Institute

MOPP: Mobile Office of the Public Protector

MOU: Memorandum of Understanding

MOUs: Memoranda of Understanding

NGO: Non-Governmental Organisation

OSD: Occupational Specific Dispensation

PAIA: Promotion of Access to Information Act

PP: Public Protector

PPA: Public Protector Act

SCM: Supply Chain Management

S & T: Subsistence and Travelling

UK: United Kingdom

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