The Special Anti-Corruption Unit Presented by Mr. Nkosinathi Nhleko Head: SACU

BACKGROUND

PRESENTATION OUTLINE 1.Legislative Mandate (MPSA) 2.Gap Analysis 3.The establishment of the Special Anti-Corruption Unit. 4.Phase 1 5.Phase 2 6.Feasibility Study 7.Stakeholder Management

Legislative Mandate zChapter II, Section 3 of the PSA states: yThe Minister of Public Service and Administration is responsible for establishing norms and standards relating to labour relations, ethics, integrity, conduct and anti-corruption in the public service to improve the effectiveness and efficiency of the public service and its service delivery to the public. yThe Minister shall give effect to this function by making regulations, determinations and directives, and by performing any other acts provided for in the Act.

Gap Analysis Departmental, AG, IMC and NACH reports have revealed concerning statistics regarding the conduct of public servants. The research conducted by the DPSA as a result of the AG Report of 2008 have identified lack of coordination in investigating cases of corruption and enforcement of anti-corruption measures.

Gap Analysis (2) zAudit, risk assessment / fraud control cases referred back to departments for investigations are not dealt with because of a: x Insufficient investigative capacity xLack of accountability by managers to effectively deal with cases referred to departments x Lack of clarity regarding who should initiate investigations i.e. internal

The establishment of the SACU The Special Anti-Corruption Unit (The SACU) was launched on 25 th November 2010 by the Hon. Richard Baloyi, Minister of Public Service and Administration Vision A corruption free public service Mission Providing a coordinated anti-corruption enforcement framework to support the national integrity system through amongst others: Effective investigations Disciplinary processes Comprehensive management of strategic information

Establishment of the SACU cont… Strategic objectives: Effective and integrated management of investigation of corruption cases in the public service Effective and integrated disciplinary proceedings in the public service Effective and integrated legal and advisory support Effective and integrated management of strategic informationIndicators  Percentage reduction in incidents of corruption in the public service  Percentage increase in finalised cases ( administrative and criminal)  Number of cases successfully concluded  Percentage increase in time it takes to finalise cases  Percentage reduction in the level of negative perception of corruption  Percentage increase in amounts of money received  Number of case reported

… Establishment of the SACU cont … Outcomes:  Central management of anti-corruption cases  Uniformity of standards  Enhanced capacity to deal with corruption cases  Increased reporting on corruption  Improved rating of South Africa in global anti-corruption indices (Development of own barometer)  Contributing to improving global perception on corruption in RSA  Restored trust and confidence  Improved delivery of government services

Phase 1  25 November 2010 –Unit was launched as a Pilot till 23 June 2011  The operational model in the pilot phase will focus on: Collaborative investigations and disciplinary cases on identified cases to address backlogs. New priority cases o 30 priority cases identified from SIU and National Treasury  Training of presiding officers  Conduct a feasibility study for phase 2  Together with existing structures, the SACU will collaborate to share data and ensure coordination  Development and implementation of a communication strategy and stakeholder engagement framework  These relations will ensure that there are no duplication in investigations takes place

Phase 2 z01 July 2010 =Fully fledged government component reporting to the Minister of Public Service and Administration. zThe feasibility study conducted during Phase 1 will provide a business case for the Unit including the: yLegislative mandate analysis; yService delivery Model; yGovernance Arrangement; yFunding Model

In a nutshell zThe Special Anti-corruption Unit is established to: y Phase 1 (25 November 2009 – 23 June 2011): coordinate investigations and disciplinary processes relating to corruption cases in the public service; yPhase 2: (from July 2011) Centralise the management of investigations and enforcement (DC) of anti-corruption measures; will require legislative amendments,

Work undertaken thus far 1.Collaborative investigations with the SIU yInvestigations of 30 high profile cases 2.Coordination of the intervention in the Eastern Cape Department of Health through the WAM (Wasps, MAWG, ACTT) yPilot project x– to put in place systems to prevent corruption in supply chain management and procurement 3.The training of 20 presiding officers through PALAMA (15 – 18 February 2011) 4.The establishment of the following task teams to coordinate and implement different programmes :  Feasibility study;  Stakeholder management; and  Communications strategy

Work undertaken thus far..cont 5.Planned engagements with Stakeholders to: xBeginning in March 2011 – Consolidation of working relationships between the SACU and respective stakeholders in the fight against corruption in the Pilot phase xObtain buy-in xactive involvement xRaise and heighten awareness on the existence of the unit

CONCLUSION & WAY FORWARD The fight against corruption is a matter of social consciousness, thus it requires an overall societal effort.

END  Thank you  Dankie  Siyabonga  Realeboha