1. STRATEGIC PLAN AND BUDGET 2010/11 T MTHETHWA CHIEF EXECUTIVE OFFICER
PRESENTATION TO THE portfolio committee on justice and constitutional development
STRATEGIC PLAN AND BUDGET 2010/11
T MTHETHWA
CHIEF EXECUTIVE OFFICER

2. Contents Mandate Vision Mission Core Values Core Principles
OPP Strategic Framework
Strategic Objectives
Strategies
Organisational Structure
Budget
Premier activities that need additional funding
Detailed Budget by CFO

3. 1. Mandate of the Public Protector
To strengthen constitutional democracy by:
investigating and redressing improper and prejudicial conduct, maladministration and abuse of power 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;
reporting and recommending;
advising and investigating violations of the Executive Members Ethics Act of 1994;
resolving disputes relating to the operation of the Promotion of Access to Information Act of 2000; and
discharging other responsibilities as mandated by other legislation

4. 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.

5. 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.

6. 4. Core Values Independence and Impartiality Human Dignity Equality
Ubuntu 
Redress 
Accountability 
Integrity
Responsiveness 
Transparency
Justice and Fairness

7. 5. Core Principles Accountability ; Integrity and Responsiveness
8 Batho Pele principles:
Consultation
Setting Service Standards;
Increasing Access;
Ensuring Courtesy;
Providing Information;
Openness and Transparency;
Redress; and
Value for money

8. 6. Strategic Planning Framework
Vision
Mission
Core Values and Principles
Corporate Culture
Strategic
Direction
Accessible to and trusted by all persons and communities
Prompt remedial action
Promotion of good governance in the conduct of all state affairs
An efficient and effective organization
Optimal performance and service focused culture
PROGRAMMES
Core Operations
Strategic Direction and Executive Support
Corporate Support Services
Strategic Objectives
Mandate
Institutional Foundations
Infrastructure Support and Systems Facilities
Performance Management, Monitoring and Evaluation

9. 7. Key Strategic Objectives for 2010/13
Strategic Objective 1: Accessible to and trusted by all persons and communities;
Strategic Objective 2: Prompt remedial action;
Strategic Objective 3: Promotion of good governance in the conduct of all state affairs;
Strategic Objective 4: An efficient and effective organization; and
Strategic Objective 5: Optimal performance and service focused culture.

10. 8. Strategies STRATEGIES 2010 TARGET STRATEGIC OBJECTIVE
1 Accessible to and
trusted by all persons and
Communities
1.1 To extend and take the services of the Public Protector to all persons and communities
80% regions and
district to be
reached
1.2 To effectively engage
and partner with stakeholders to reach all persons and communities
4 engagements
per Province per
Annum
1.3 Annual Public Protector Good Governance week
1 Event per province
per annum

11. 8. Strategies Strategies 2010 Target Strategic Objective Accessible to
and
trusted by all
persons and
Communities
1.4 To implement an outreach strategy, including an Integrated outreach communication plan that promotes education and awareness and partnering with media
100% implementation of the Outreach strategy
1.5 To produce periodic newsletters
Bi- Annual News letter

12. 8. Strategies STRATEGIES 2010 TARGET STRATEGIC OBJECTIVE
2. Prompt Remedial Action
2.1 Consolidate and roll out Intake and Early Resolution components throughout the Country
100% roll-out of Intake and
Early Resolution Unit
2.2 Speedy resolution of
complaints
Resolve complaints within
30 days for Intake and Early
Resolution Unit
2.3 Develop and implement
Alternative Dispute
Resolution procedures,
processes and
Competencies
Approved ADR procedures,
competencies

13. 8. Strategies STRATEGIES 2010 TARGET
STRATEGIC OBJECTIVE
STRATEGIES
2010 TARGET
2. Prompt Remedial Action
2.4 Establish response protocols with all organs of state and monitor implementation of
decisions
100% of state organs on the priority list with formally authorised response protocols
2.5 Design and implement
rules and other measures
under the Public Protector
Act to ensure remedial
action
Approved measures to ensure remedial action

14. 8. Strategies STRATEGIES 2010 TARGETS STRATEGIC OBJECTIVE
3. Promotion of Good Governance in the Conduct of all State Affairs
3.1 To investigate and resolve complaints of improper conduct, maladministration
and corruption by state
organs and take appropriate
remedial action
85% of complaints
investigated and
resolved within
service standards
per annum
3.2 Through complaint handling or on own initiative, identify and resolve systemic administrative deficiencies in Service delivery  and corruption
12 service delivery
and maladministration
weaknesses
recommended and
addressed

15. 8. Strategies STRATEGIES 2010 TARGET 3.3 To investigate complaints
STRATEGIC OBJECTIVE
STRATEGIES
2010 TARGET
3. Promotion of
Good
Governance
in the
Conduct of all
State Affairs
3.3 To investigate
complaints
relating to the
Executive
Members Ethics Act
Compliance with the Executive Members Ethics Act

16. 8. Strategies Strategies 2010 target Strategic Objective
4. An Efficient and Effective Organisation
4.1 Automate the identified the business processes and systems, and improving the Case Management System application (CMS)
Feasibility study and approval of viable Enterprise Resource Solution
4.2 Develop and implement a security and risk management plan
Approved security and risk plan
4.3 Effectively monitor and report organisational performance against the strategic objectives
Quarterly reporting on organisational performance

17. 8. Strategies Strategies 2010 target Strategic Objective
4. An Efficient and Effective Organisation
4.4 Develop and implement a case precedent system and Legal Research facility
Percentage completion of case precedent system and utilization of Legal research facility
4.5 Realign the Organisation in
terms of the strategic plan
Implementation of new structure
4.6 Develop, implement and
Maintain financial management, policies and systems and Governance according to best practice and audit findings
Unqualified audit report and compliance with all statutory reporting regulations

18. 8. Strategies Strategies 2010 target 5.1 Review and Align the Human
Strategic Objective
Strategies
2010 target
5. Optimal Performance and Service Focused Culture
5.1 Review and Align
the Human
Resources
Strategy with the
Organisational
Strategy
Approved Integrated Human Resources strategy
5.2 Training and
development of staff
Develop and implement Human Resources development strategy and plan
5.3 Implement an employment
wellness programme
Percentage of total employee usage

19. 8. Strategies Strategies 2010 target
Strategic Objective
Strategies
2010 target
5. Optimal
Performance and Service Focused Culture
5.4 Integrate organisational values into the employee behaviour
Periodic surveys on employee behavior
5.5 Improved organisational teamwork
Number of team-building and people management interventions

20. 9. PROGRAMMES AND SUB-PROGRAMMES
Strategic Direction
And Executive
Support Services
Public Protector;
b) Deputy Public Protector;
c) Executive Support:
Administration & Policy, International
Relations and, Parliamentary Liaison,
Media Relations & Corporate Branding
d) Chief Executive Officer :-
Internal Audit & Risk Management
Strategy and Organisational Performance
Provincial Liaison

21. 9. PROGRAMMES AND SUB-PROGRAMMES
Core Operations
Outreach ,Education and Communication
Intake and Early Resolution
Service Delivery
Good Governance and Integrity
Public Protector Provincial Representation

22. 9.PROGRAMMES AND SUB-PROGRAMMES
Corporate Support
Services
Finance and Supply Chain Management (Chief Financial Officer)
Human Resource Management and Development
Information and Communications Technology;
Legal Advisory Services and Knowledge Management
Facilities Management, Logistics and Security

23. 10.Organisational Structure approved in 2009
Public Protector
Deputy Public Protector
Chief Executive Officer
National Investigations
Corporate Support Services
Communications
Executive Support: Administration, Parliamentary Liaison,
International Relations
Chief Financial Officer
Provincial Investigations
Outreach

24. 10.Proposed Organisational Structure
Public Protector
Deputy Public Protector
Chief Executive Officer
Core Operations
Corporate Support Services
Strategic Planning & Organisational Performance Management
Corporate Communications and Branding
Executive Support: Administration, Parliamentary Liaison,
International Relations
Internal Audit & Risk Management
Provincial Liaison
Chief Financial Officer

25. 10.Organisational Structure
CHIEF EXECUTIVE OFFICER
Provincial Offices
Eastern Cape
Free State
Gauteng
Kwa-zulu Natal
Limpopo
Mpumalanga
Northern Cape
North West
Western Cape
Outreach Education & Communication
Intake and Early Resolution
Good Governance & Integrity
Service Delivery
Facilities, Logistics and Security
Human Resources and Development
Information Communication Technology.
Internal Audit and Risk
Strategy and Organinsational Performance
Provincial Liaison
Chief Operations Officer
(COO)
Chief Financial Officer
(CFO)
Corporate Support Services
(CSS)
Supply Chain Management
Financial Management and Payroll
Legal Advisory and Knowledge Management

26. 12. Operational alignment
The process has necessitated several operational adjustments listed hereunder:
Strategic adjustment/emphasis
Operational adjustments
Ensuring that all persons and communities know about, trust and are able to access the services of the Public Protector regardless of socio-economic status, language or geographic location
Additional regional offices;
Expanded outreach activities:-
more community visits,
strengthened use of the media particularly
community radios,
strengthened awareness materials
production and distribution,
a focus week called the Public Protector Good
Governance Week,
popularization of legislation governing the
Public Protector, and
leveraging stakeholder relationships

27. 12. Operational alignment
Strategic adjustment/emphasis
Operational adjustments
Ensuring that every complainant is treated responsively and that prompt remedial action is afforded all those that have been wronged by public authorities
Early resolution mechanism and
specialization;
Strengthened professional capabilities
especially in the areas of investigation rigor,
forensic competence, ADR skills and value
alignment .
Promotion of good governance, incorporating a culture of legal compliance
strategic interventions to help identify
system malfunctions that breed habitual
improper conduct and poor service
delivery;
strengthened administrative mechanisms for
the enforcement of the Executive Members’
Act and the general promotion of good
governance and integrity.

28. 12. Premier activities that need additional funding
The premier activities under the new strategic thrust that need additional funding beyond the small seed funding redirected the current already stretched budget are the following:
Access enhancing measures such as additional regional offices, expanded media activities, additional materials, including a Pocket Book on Public Protector Legislation and additional posters/brochures;
b) Public Protector Good Governance Week;

29. 12. Premier activities that need additional funding
c) Roll out of Early Resolution Mechanism;
d) Development and Consultation on Public Protector Rules
e) Establishment of a specialized Good Governance and Integrity Unit to support the Executive Members’ Ethics Act and general promotion of good governance

30. PRESENTATION BY: J MCULU CFO-OPP
Budget
PRESENTATION BY:
J MCULU
CFO-OPP

31. Over view – Budget in R’000

32. Over view – Budget percentage change

33. Overview: Budget split in R’000

34. Budget allocation for the financial year 2010/11
Description
Amount
Percentage
Personnel Costs
75,879,000
68.6%
Total budget per strategic Objectives
30,936,000
27.9%
Capital costs
1,969,000
1.8%
Contingency budget
1,903,000
1.7%
Total annual budget
110,687,000
100%

35. Graphical representation of the budget 2010/11 expressed in %

36. Financial Year ended 31 March
MTEF allocation
Descriptions
Financial Year ended 31 March
2011
2012
2013
Personnel Costs
75,879,000
80,583,498
85,176,757
Total budget per strategic objectives
30,936,000
31,228,094
32,695,814
Capital Costs
1,969,000
2,071,388
2,168,743
Contingency Budget
1,903,000
2,001,956
2,096,048
Total Annual budget
110,687,000
115,884,936
122,137,363

37. MTEF allocation per objectives
Description
Budget Financial Year ended 31 March
2011
2012
2013
Accessible to and Trusted by all Persons and Communities
4,693,582
4,937,648
5,169,718
Prompt Remedial Action
3,524,460
3,707,732
3,881,995
Promotion of Good Governance
in the Conduct of all State Affairs
3,585,158
3,771,586
3,948,851
An Efficient and Effective Organisation
15,977,800
16,808,646
17,598,652
Optimal Performance and Service
Focused Culture
3,155,00
3,319060
3,475,056
Total: Strategic Objectives
31,228,094
32,695,814

38. Budget allocation per programme
Percentage
1. Strategic Direction And Executive Support Services
4,086,000
13.2%
2. Core Operations
10,648,000
34.4%
3. Corporate Support Services
16,202,000
52.4%
Total
30,936,000
100.0%

39. Graphical representation of budget allocation per programme

40. Budget allocation - Strategic direction and executive support services
Budget
Percentage
Public Protector
889,000
21.8%
Deputy Public Protector
296,000
7.2%
Executive Support
1,500,000
36.7%
CEO
1,401,000
34.3%
TOTAL FOR PROGRAMME 1
4,086,000
 100.0%

41. Graphical representation – Programme 1

42. Detailed Budget allocation Programme 1
Strategic Direction And Executive Support Services
Public Protector
889,000
Deputy Public Protector
296,000
Executive Support
Administration& Policy, International Relations and Parliamentary Liaison
1,000,000
Media Relations & Corporate Branding
500,000
SUB TOTAL - Executive Support
2,685,000
CEO
Internal Audit & Risk Management
536,000
Strategic Planning & Performance Management
589,000
Provincial Liaison
276,000
SUB TOTAL - CEO
1, 401,000
TOTAL BUDGET FOR PROGRAMME 1
4,086,000

43. Budget allocation Core Operations
Budget
Percentage
Outreach, Education and Communication
3,063,000
28.8%
Intake and Early Resolution
395,000
3.7%
Good Governance and Integrity
436,000
4.1%
Service Delivery
553,000
5.2%
PP Provincial Representation
6,201,000
58.2%
TOTAL BUDGET FOR PROGRAMME 2
10,648,000
100.0%

44. Graphical representation - Budget allocation Core Operations

45. PP Provincial Representation
2010/11
Province
Budget
Percentage
Eastern cape
591,000
9.5%
Free State
639,000
10.3%
Gauteng
837,000
13.5%
KwaZulu Natal
Limpopo
689,000
11.1%
Mpumalanga
640,000
North West
984,000
15.9%
Northern Cape
541,000
8.7%
Western Cape
TOTAL
6,201,000
100.0%

46. Graphical representation - PP Provincial Representation

47. Budget allocation – Corporate Support Services
Budget
Percentage
Finance, Payroll & SCM
1,433,000
8.8%
Security
364,000
2.2%
Facilities Management, Logistics and Security
3,101,000
19.1%
Human Resources Management & Development
3,437,000
21.2%
Information Communication Technology
7,175,000
44.3%
Legal services and Knowledge Management
692,000
4.3%
TOTAL BUDGET FOR PROGRAMME 3
16,202,000
100.0%

48. Presentation by T Mthethwa-CEO-OPP
Graphical representation of budget allocation – Corporate Support Services
Presentation by T Mthethwa-CEO-OPP 48

49. Financial Challenges Funding for proposed regional offices;
Upgrading financial system;
Funding for annual salary cost of leaving improvement shortfall in the event is more than 6%;
Funding for the proposed structure;
High rate of staff turnover;
Development of costing model for investigators; and
Upgrading of telecommunications systems 49

50. Conclusion
Thank you & Questions