1. PUBLIC PROTECTOR’S PRESENTATION TO THE PORTFOLIO COMMITTEE ON JUSTICE AND CONSTITUTIONAL DEVELOPMENT: STRATEGIC PLAN AND BUDGET Thursday 02 May Presented by Adv. Thuli Madonsela Public Protector

2. SCOPE OF PRESENTATION Introduction
Past year 2012/13 at a glance (unaudited),
Lessons learned
Changes in the Strategic Plan
Trends of maladministration for noting by Parliament
Key areas of investment
Budget overview
Conclusion and a word of gratitude

3. 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

4. INTRODUCTION Cont…
The baseline study focusing on stakeholder views on the Public Protector’s week also informed the strategy.

5. PAST YEAR AT A GLANCE (Unaudited)
new complaints received
complaints carried over from the previous financial year.
complaints finalised
carried over to the 2013/2014
people reached in pursuit of accessibility and trust
Improvement in thoroughness of investigations

6. PAST YEAR AT A GLANCE (Unaudited)

7. 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.

8. 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%

9. CHANGES IN THE STRATEGIC PLAN
As stated Strategic actions remain mostly unchanged; slight changes in response to the following:
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

10. CHANGES IN THE STRATEGIC PLAN Cont…
Four balanced scorecard perspectives were adopted as follows:
Stakeholder Perspective
Internal Processes Perspective
Financial Resources Perspective
People Skills and Culture Perspective
Sub Strategic Objectives collapsed from 28 to 18

11. 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

12. 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

13. 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

14. 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

15. 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

16. TRENDS OF MALADMINISTRATION FOR NOTING BY PARLIAMENT Cont…
Other areas with bulk complaints include police (brutality), health, worker’s compensation and local government

17. 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.

18. BUDGET ALLOCATION
2013 – 2016

19. BUDGET ALLOCATION FUNDS ALLOCATED TO BASELINE OVER THE MTEF PERIOD
2012/13
2013/14
2014/15
2015/16
TOTAL
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

20. BUDGET ALLOCATION (Continue)
BASELINE ALLOCATION
2012/13
2013/14
2014/15
2015/16
R Million
Baseline

21. BUDGET ALLOCATION (Continue)
BUDGET PER ECONOMIC CLASSISFICATIONS
Compensation of Employees
Goods and Services
Capital Expenditure
Depreciation
Interest
Total Budget
199 

22. BUDGET ALLOCATION (Continue)

23. BUDGET ALLOCATION (Continue)
2013/14
Public Protector 1 
Deputy Public Protector
Executive Support
Administration& Policy
Compliance, governance and Parliamentary Liaison
International Relations
1 200 000
Media Relations and Corporate Branding
SUB TOTAL - Executive Support
 CEO
Office of the Chief Executive Officer 1 
Internal Audit
Risk Management and Security
Strategic Planning & Performance Management
Provincial Liaison
SUB TOTAL - CEO 3 
TOTAL FOR PROGRAMME 1 7 

24. BUDGET ALLOCATION (Continue)
CORE OPERATIONS
Outreach, Education and Communication
10 
Early Resolution
Intake Assessment and Customer Service
Good Governance and Integrity
Service Delivery
PP Provincial Representation
15 
TOTAL BUDGET FOR PROGRAMME 2
30 

25. BUDGET ALLOCATION (Continue)

26. BUDGET ALLOCATION (Continue)
PUBLIC PROTECTOR PROVINCIAL REPRESENTATION
Eastern Cape
Free State
Gauteng
Kwazulu Natal
Limpopo
Mpumalanga
Northern Cape
North West
Western Cape *
*Budget allocation to provinces is proportional to the population statistics as per the Census 2011

27. BUDGET ALLOCATION (Continue)
CORPORATE SUPPORT SERVICES
Finance, Payroll & SCM (Chief Financial Officer) 3 
Facilities Management, Logistics and Security 8 
Human Resources Management & Development 3 
Information Communication Technology 7 
Legal services and Knowledge Management
TOTAL BUDGET FOR PROGRAMME 3
23 

28. BUDGET ALLOCATION (Continue)

29. 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