SCOPE OF PRESENTATION
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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
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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
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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
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INTRODUCTION Cont…
• The baseline study focusing on stakeholder
views on the Public Protector’s week also
informed the strategy.
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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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CHANGES IN THE STRATEGIC PLAN Cont…
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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CHANGES IN THE STRATEGIC PLAN Cont…
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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CHANGES IN THE STRATEGIC PLAN Cont…
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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CHANGES IN THE STRATEGIC PLAN Cont…
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
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TRENDS OF MALADMINISTRATION FOR NOTING BY PARLIAMENT Cont…
• Other areas with bulk complaints include police (brutality), health, worker’s compensation and local government
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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.
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BUDGET ALLOCATION
2013 – 2016
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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
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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
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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
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BUDGET ALLOCATION (Continue)
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BUDGET ALLOCATION (Continue)
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
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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
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BUDGET ALLOCATION (Continue)
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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
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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
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BUDGET ALLOCATION (Continue)
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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