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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
3STRATEGIC PLAN: 2013 – 2016 & PUBLIC PROTECTOR VISION 2020
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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
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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
STRATEGIC PLAN: 2013 – 2016 & PUBLIC PROTECTOR VISION Accountabi l i ty • Integr i ty • Responsiveness
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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
STRATEGIC PLAN: 2013 – 2016 & PUBLIC PROTECTOR VISION Accountabi l i ty • Integr i ty • Responsiveness
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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
Ac
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ible t
o and
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all
perso
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, qu
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, rea
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Prom
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Prom
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of go
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in
the co
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ll stat
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An ef
ficien
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effec
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orga
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Optim
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rform
ance
and
servi
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d cult
ure
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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
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
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
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
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 SWOT ANALYSIS (continued)
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
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
3.3 SWOT ANALYSIS (continued)
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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3.3 SWOT ANALYSIS (continued)
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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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
S1. Extend, communicate and take the services of the Public Protector to 30 million persons by 2016
8 Clinics per Province per month
5 national events per annum
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
5 national events per annum
8 information sessions per outreach officer in each 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
5 national events per annum
8 information sessions per outreach officer in each 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
5 national events per annum
8 information sessions per outreach officer in each province per annum (focusing on organs of state)
6 radio slots per Province per annum
6 newspaper articles per province per annum
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)
STRATEGIC OBJECTIVE 1 : ACCESSIBLE TO AND TRUSTED BY ALL PERSONS AND COMMUNITIESBALANCED SCORECARD: STAKEHOLDER PERSPECTIVE
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
S1. Extend, communicate and take the services of the Public Protector to 30 million persons by 2016
S1. Extend, communicate and take the services of the Public Protector to 30 million persons by 2016
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
Good Governance week per Province per annum
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
Good Governance week per Province per annum
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
Good Governance week per Province per annum
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
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)
STRATEGIC OBJECTIVE 1 : ACCESSIBLE TO AND TRUSTED BY ALL PERSONS AND COMMUNITIESBALANCED SCORECARD: STAKEHOLDER PERSPECTIVE
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
S1. Extend, communicate and take the services of the Public Protector to 30 million persons by 2016
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
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)
STRATEGIC OBJECTIVE 1 : ACCESSIBLE TO AND TRUSTED BY ALL PERSONS AND COMMUNITIESBALANCED SCORECARD: STAKEHOLDER PERSPECTIVE
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
S2. Increase the no of people reached through effective engagement with all stakeholders and partners
1 National Stakeholder consultation and engagement by the Public Protector in all Provinces
2 External Newsletters published per annum
8 engagements/ collaborations with stakeholders including organs of state per Province per annum
Report on activities of MOU signed during the previous financial year
10 National Stakeholder consultation and engagement by the Public Protector in all Provinces
2 External Newsletters published per annum
8 engagements/ collaborations with stakeholders including organs of state per Province per annum
4 quarterly reports on implementation of activities of MOUs signed during previous financial years
10 National Stakeholder consultation and engagement by the Public Protector in all Provinces
2 External Newsletters published per annum
8 engagements/ collaborations with stakeholders including organs of state per Province per annum
4 quarterly reports on implementation of activities of MOUs signed during previous financial years
10 National Stakeholder consultation and engagement by the Public Protector in all Provinces
2 External Newsletters published per annum
8 engagements/ collaborations with stakeholders including organs of state per Province per annum
4 quarterly reports on implementation of activities of MOUs signed during previous financial years
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)
STRATEGIC OBJECTIVE 1 : ACCESSIBLE TO AND TRUSTED BY ALL PERSONS AND COMMUNITIESBALANCED SCORECARD: STAKEHOLDER PERSPECTIVE
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
S2. Increase the no of people reached through effective engagement with all stakeholders and partners
S3. Build trust, confidence and faith with stakeholders
4 Internal newsletters published per annum
N/A
1 Survey on Stakeholder trust, confidence, faithand satisfaction
N/A
4 Media briefings per annum
4 Internal newsletters published per annum
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
4 Media briefings per annum
4 Internal newsletters published per annum
Implement Automated electronic customer survey
1 Survey on Stakeholder trust, confidence, faithand satisfaction to be conducted by December 2014
Finalise reviews within 2 months after receipt of the request
4 Internal newsletters published per annum
4 Internal newsletters published per annum
Implement Automated electronic customer survey
1 Survey on Stakeholder trust, confidence, faithand satisfaction to be conducted by December 2015
Finalise reviews within 2 months after receipt of the request
4 Media briefings per annum
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)
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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5.4 INSTITUTIONAL PERFORMANCE PLAN (continued)
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:
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:
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:
STRATEGIES2013/14 TARGET
2014/15 TARGET
2015/2016PERFORMANCE
INDICATOR2011/12 AUDITED/
ACTUAL PERFORMANCE
2013/14 ESTIMATED
PERFORMANCE
MEDIUM-TERM TARGETS
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STRATEGIC OBJECTIVE 2 : PROMPT JUSTICE INCLUDING REMEDIAL ACTIONBALANCED SCORECARD: INTERNAL PROCESSES PERSPECTIVE
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
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
Response protocolssigned with70% of stateorgans on theapproved prioritylist
Response protocolssigned with70% of stateorgans on theapproved prioritylist
Response protocolssigned with70% of stateorgans on theapproved prioritylist
STRATEGIES2013/14 TARGET
2014/15 TARGET
2015/2016PERFORMANCE
INDICATOR2011/12 AUDITED/
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
Identify training needs and conduct training on approved Alternative 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
Implement and review approved Alternative Dispute Resolution procedures and processes
Implement and review approved Alternative Dispute Resolution procedures and processes
Implement and review approved Alternative Dispute Resolution procedures and processes
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5.4 INSTITUTIONAL PERFORMANCE PLAN (continued)
STRATEGIC OBJECTIVE 2 : PROMPT JUSTICE INCLUDING REMEDIAL ACTIONBALANCED SCORECARD: INTERNAL PROCESSES PERSPECTIVE
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
Conduct training for organs of state on the Public Protector Rules
Conduct training for organs of state on the Public Protector Rules
STRATEGIES2013/14 TARGET
2014/15 TARGET
2015/2016PERFORMANCE
INDICATOR2011/12 AUDITED/
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
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
Review and report quarterly on implementation of response protocols established during the previous financial year
Quarterly report on evaluation of compliance with Public Protector Rules
Review and report quarterly on implementation of response protocols established during the previous financial year
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
Quarterly report on monitoring and management of investigations
Identify, investigate and resolve 1 own initiative investigation per branch
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% compliance with the Executive Members Ethics Act
Quarterly report on monitoring and management of investigations
STRATEGIES2013/14 TARGET
2014/15 TARGET
2015/2016PERFORMANCE
INDICATOR2011/12 AUDITED/
ACTUAL PERFORMANCE
2013/14 ESTIMATED
PERFORMANCE
MEDIUM-TERM TARGETS
5.4 INSTITUTIONAL PERFORMANCE PLAN (continued)
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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STRATEGIC OBJECTIVE 3: PROMOTION OF GOOD GOVERNANCE IN THE CONDUCT OF ALL STATE AFFAIRSBALANCED SCORECARD: INTERNAL PROCESSES PERSPECTIVE
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
Host General Assembly by July 2014
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
Host General Assembly by July 2015
2
100%
100%
Ensure that 95% of all approved and funded vacancies filled at all times
Attendance of World Justice Forum in June 2015
STRATEGIES2013/14 TARGET
2014/15 TARGET
2015/2016PERFORMANCE
INDICATOR2011/12 AUDITED/
ACTUAL PERFORMANCE
2013/14 ESTIMATED
PERFORMANCE
MEDIUM-TERM TARGETS
5.4 INSTITUTIONAL PERFORMANCE PLAN (continued)
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
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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STRATEGIC OBJECTIVE 3: PROMOTION OF GOOD GOVERNANCE IN THE CONDUCT OF ALL STATE AFFAIRSBALANCED SCORECARD: INTERNAL PROCESSES PERSPECTIVE
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
STRATEGIES2013/14 TARGET
2014/15 TARGET
2015/2016PERFORMANCE
INDICATOR2011/12 AUDITED/
ACTUAL PERFORMANCE
2013/14 ESTIMATED
PERFORMANCE
MEDIUM-TERM TARGETS
5.4 INSTITUTIONAL PERFORMANCE PLAN (continued)
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
STRATEGIES2013/14 TARGET
2014/15 TARGET
2015/2016PERFORMANCE
INDICATOR2011/12 AUDITED/
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
STRATEGIES2013/14 TARGET
2014/15 TARGET
2015/2016PERFORMANCE
INDICATOR2011/12 AUDITED/
ACTUAL PERFORMANCE
2013/14 ESTIMATED
PERFORMANCE
MEDIUM-TERM TARGETS
5.4 INSTITUTIONAL PERFORMANCE PLAN (continued)
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
95% of all approved and funded vacancies filled at all times
Implementation of Human Resources CapabilityStrategy
95% of all approved and funded vacancies filled at all times
Implementation of Human Resources CapabilityStrategy
95% of all approved and funded vacancies filled at all times
STRATEGIES2013/14 TARGET
2014/15 TARGET
2015/2016PERFORMANCE
INDICATOR2011/12 AUDITED/
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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5.4 INSTITUTIONAL PERFORMANCE PLAN (continued)
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
1 surveys on employee behaviour per annum
Approve 2015/2016 Business Unit Scorecards by 31 March 2015
Approve Individual scorecards by 30 April 2014
31 October 2014
4
1 surveys on employee behaviour per annum
Approve 2016/2017 Business Unit Scorecards by 31 March 2016
Approve Individual scorecards by 30 April 2015
31 October 2015
4
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)
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
STRATEGIES2013/14 TARGET
2014/15 TARGET
2015/2016PERFORMANCE
INDICATOR2011/12 AUDITED/
ACTUAL PERFORMANCE
2013/14 ESTIMATED
PERFORMANCE
MEDIUM-TERM TARGETS
PartSix
ORGANISATIONAL STRUCTURE AND BUDGET
STRATEGIC PLAN: 2013 – 2016 & PUBLIC PROTECTOR VISION Accountabi l i ty • Integr i ty • Responsiveness
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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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STRATEGIC PLAN: 2013 – 2016 & PUBLIC PROTECTOR VISION Accountabi l i ty • Integr i ty • Responsiveness
GLOSARY OF TERMS
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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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STRATEGIC PLAN: 2013 – 2016 & PUBLIC PROTECTOR VISION Accountabi l i ty • Integr i ty • Responsiveness
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