SCOPE OF PRESENTATION

PUBLIC PROTECTOR’S PRESENTATION TO THE PORTFOLIO COMMITTEE ON JUSTICE AND CONSTITUTIONAL DEVELOPMENT: STRATEGIC PLAN AND BUDGET

Thursday 02 May 2013Presented by Adv. Thuli Madonsela

Public Protector

SCOPE OF PRESENTATION1. Introduction 2. Past year 2012/13 at a glance (unaudited), 3. Lessons learned4. Changes in the Strategic Plan5. Trends of maladministration for noting by

Parliament6. Key areas of investment7. Budget overview8. Conclusion and a word of gratitude

INTRODUCTION

• The Public Protector is honoured and grateful for the opportunity to present the Strategic Plan of the office to Parliament and for Parliament's on-going support

• The strategic vision underpinning the Strategic plan remains as articulated in the Public Protector Vision 2020

• The strategic thrust also remains the same, however we reviewed the sub-strategic objectives

• The review was informed by our internal environment and the changing context of the nature of our work

INTRODUCTION Cont…

• The baseline study focusing on stakeholder

views on the Public Protector’s week also

informed the strategy.

PAST YEAR AT A GLANCE (Unaudited)

• 23 350 new complaints received• 10 183 complaints carried over from the

previous financial year. • 20 153 complaints finalised • 13 085 carried over to the 2013/2014• 48 524 778 people reached in pursuit of

accessibility and trust• Improvement in thoroughness of

investigations

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PAST YEAR AT A GLANCE (Unaudited)

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LESSONS LEARNED

• Need to engage with state lawyers to unlock delays

• Need for round table and protocol for integrity agencies

• Need for enhanced investigations capacity in terms of numbers and skills

• Mobile offices and satellite offices realistic option for accessibility

• Regional offices: There is a plan to open new offices, prioritising them based on population figures and need.

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LESSONS LEARNED

• BASELINE SURVEY RESULTS• Awareness of the office:77%• Awareness of Provincial Offices 57%• Satisfaction With The Handling Of The

Complaint: 63%• Correcting State Wrongs: 69%• Driving Improvements In Government

Systems: 68%

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CHANGES IN THE STRATEGIC PLAN

• As stated Strategic actions remain mostly unchanged; slight changes in response to the following:

1. Feedback received from Parliament regarding efficiency rationalization of service centres

• Reviewed footprint including relocating some of the regional offices;• Relocate Siyabuswa office to Emalahleni; • Relocate Vryburg office to Klerksdorp • Open relocated office from Mabopane to Germiston) • Establish and launch Regional offices in Thohoyandou, Port Elizabeth and

Pietermaritzburg

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CHANGES IN THE STRATEGIC PLAN Cont…

1. Four balanced scorecard perspectives were adopted as follows:– Stakeholder Perspective– Internal Processes Perspective– Financial Resources Perspective– People Skills and Culture Perspective

2. Sub Strategic Objectives collapsed from 28 to 18

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3. Accessible to and trusted by all persons and communities•Put up signage on at least 50% of Public Protector buildings•Signage on roads •Produce and distribute corporate video for corporate branding•Conduct a survey on the Public Protector South Africa’s compliance with internal Customer Service Charter with a view to improve the service experience of complainants

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4. Prompt Justice including Remedial action•Map, re-engineer and automate all identified business process by 31 March 2014, with a special focus on improving efficiency in our key processes•Turnaround times for investigation of early resolution cases were revised as follows:

– 50% of the complaints resolved within 3 months;– 30% of the complaints resolved within 4 months– 20% of complaints resolved within 6 months.

•Conduct training for organs of state on the Public Protector Rules

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5. Promotion of good governance in the conduct of all state affairs•Identify, investigate and resolve 1 own initiative investigation per branch•Inclusion of AORC/AOMA Initiatives including hosting of General Assembly by July 2013•Appointment of international relations and parliamentary manager•Through AORC, conduct at least 2 workshops on AU shared values with identified African states•Create a database on Ombudsman/Public Protector jurisprudence

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6. An efficient and effective organisation•80% of strategic objectives achieved within 5.1% budget variance•7. Optimal performance and service focused culture•Purpose driven organisation roll out/team building

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TRENDS OF MALADMINISTRATION FOR NOTING BY PARLIAMENT

• There is an increase in service delivery complaints

• There is an increase in complaints relating to corruption

• Increase in protected disclosures and EMEA cases

• RDP systemic investigation shows continuing RDP housing challenges in areas of planning, procurement, allocation of houses

TRENDS OF MALADMINISTRATION FOR NOTING BY PARLIAMENT Cont…

• Other areas with bulk complaints include police (brutality), health, worker’s compensation and local government

KEY AREAS OF INVESTMENT• Public outreach to improve accessibility in response to survey• Trainee investigators: The office introduced a formal training for

investigators through the trainee investigator programme• Case Management System: We are finalising the procurement to make

case management better in terms of accurate reporting and regular feedback to complainants

• Video conferencing: The video conferencing is up and running. It will assist with cost saving in terms of reducing travelling for meetings.

• Integrated Financial Management System: Procurement of the system was finalised. Therefore, financial and HR systems will be electronically based.

• Call centre: The call centre is up and running and the Toll Free number will be staffed soon, where advise will also be given to complaints. There will a formal launch to popularise it. It will also assist with turnaround times in acknowledgement of complaints.

BUDGET ALLOCATION

2013 – 2016

BUDGET ALLOCATIONFUNDS ALLOCATED TO BASELINE OVER THE MTEF PERIOD

2012/13 2013/14 2014/15 2015/16 TOTAL

R Million R Million R Million R Million R Million

Additional capacity 15,000 20,000 25,000 - 60,000

Additional Investigative Capacity - 6,000 8,000 10,000 24,000

Improvement in condition of service (2011 MTEF) 2,000 2,100 2,200 - 6,300

Improvement in condition of service(2012 MTEF - 3,398 4,564 5,946 13,908

BUDGET ALLOCATION (Continue)

BASELINE ALLOCATION

2012/13 2013/14 2014/15 2015/16

R Million R Million R Million R Million

Baseline 183 147 199 253 217 584 230 397

BUDGET ALLOCATION (Continue)BUDGET PER ECONOMIC CLASSISFICATIONS

Compensation of Employees 130 207 000

Goods and Services 60 598 000

Capital Expenditure 4 742 000

Depreciation 3 476 000

Interest 755 000

Total Budget199 778 000


2013/14Public 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 000SUB 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 000SUB TOTAL - CEO 3 300 000

TOTAL FOR PROGRAMME 1 7 000 000

BUDGET ALLOCATION (Continue)CORE OPERATIONS

• Outreach, Education and Communication 10 000 000

• Early Resolution 470 000

• Intake Assessment and Customer Service 875 000

• Good Governance and Integrity 1 300 000

• Service Delivery 1 953 000

• PP Provincial Representation 15 700 000

TOTAL BUDGET FOR PROGRAMME 2 30 298 000

BUDGET ALLOCATION (Continue)PUBLIC PROTECTOR PROVINCIAL REPRESENTATION

• Eastern Cape 1 993 900

• Free State 832 100

• Gauteng 3 720 900

• Kwazulu Natal 3 108 600

• Limpopo 1 711 300

• Mpumalanga 1 130 400

• Northern Cape 423 900

• North West 1 004 800

• Western Cape 1 774 100

*15 700 000

*Budget allocation to provinces is proportional to the population statistics as per the Census 2011

BUDGET ALLOCATION (Continue)CORPORATE SUPPORT SERVICES

• Finance, Payroll & SCM (Chief Financial Officer) 3 900 000

• Facilities Management, Logistics and Security 8 800 000

• Human Resources Management & Development 3 300 000

• Information Communication Technology 7 000 000

• Legal services and Knowledge Management 300 000

TOTAL BUDGET FOR PROGRAMME 3 23 300 000

CONCLUSION AND A WORD OF GRATITUDE

• Significant progress made in balancing swiftness with thoroughness and in expediting accessibility. Significant challenges for state regarding maladministration

• Parliamentary support sincerely appreciated • Organs of state that supply information on time

appreciated• Public support, including ongoing dialogue on

maladministration, good governance and role of Public Protector

• Financial support from Justice/Treasury and Parliament

SCOPE OF PRESENTATION

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