1. PUBLIC PROTECTOR’S PRESENTATION TO THE PORTFOLIO COMMITTEE ON JUSTICE AND CORRECTIONAL SERVICES: STRATEGIC PLAN AND 2016/17 BUDGET 7 APRIL 2016

2. Overview of Presentation
INTRODUCTION
STRATEGIC OVERVIEW
SITUATIONAL ANALYSIS
FLAGSHIP ACTIVITIES
OVERVIEW OF PROGRAMMES
BUDGET ALLOCATION
ORGANISATIONAL STRUCTURE
KEY DELIVERY CHALLENGES
EMERGING RISKS
CONCLUDING REMARKS

3. 1. INTRODUCTION
It is an honour to present the Public Protector South Africa 2016/17 budget of R263.3 million for approval by the National Assembly. We also request a review of the budget in response to the Constitutional injunction for the Public Protector to be accessible to all persons and communities and the increasing challenge this institution faces regarding balancing promptitude and rigour in its service delivery
The budget remains anchored in the Public Protector
Vision It is also anchored in the strategic plan
and the 2016/17.

4. INTRODUCTION CONT ..
“The Public Protector is thus one of the most invaluable constitutional gifts to our nation in the fight against corruption, unlawful enrichment, prejudice and impropriety in State affairs and for the betterment of good governance. The tentacles of poverty run far, wide and deep in our nation. Litigation is prohibitively expensive and therefore not an easily exercisable constitutional option for an average citizen. For this reason, the fathers and mothers of our Constitution conceived of a way to give even to the poor and marginalised a voice, and teeth that would bite corruption and abuse excruciatingly” (Mogoeng CJ, Constitutional Court, 31 March 2016).

5. 2. STRATEGIC OVERVIEW Mandate
The Public Protector as an independent institution is established by section 181 of the Constitution with a mandate to support and strengthen constitutional democracy operating in a manner that is subject only to the Constitution and the law.
Section 182 of the Constitution provides that:
“(1) The Public Protector has the power, as regulated by national legislation-
to investigate 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;
to report on that conduct; and
to take appropriate remedial action.”

6. STRATEGIC OVERVIEW CONT..
Vision
A trusted constitutional institution that rights administrative wrongs and promotes good governance in state affairs.
Mission
We strengthen constitutional democracy by investigating, rectifying and redressing any improper or prejudicial conduct in state affairs.
Purpose
We protect the people from and by rooting out improper conduct and promoting good governance in state affairs 

7. STRATEGIC OVERVIEW CONT..
Principles
Accountability
Integrity
Responsiveness
Values
Fairness
Redress
Ubuntu
Impartiality
Transparency
Efficiency and  professionalism

8. STRATEGIC OVERVIEW CONT..
STRATEGIC GOALS
The budget is underpinned by programmes based on the following strategic goals which also constitute the Public Protector service promise
Prompt service
Access
Efficiency
Impact
Influence

9. STRATEGIC OVERVIEW : OBJECTIVES
STRATEGIC OBJECTIVES
STRATEGIC GOAL: PROMPT SERVICE
1. Adherence to defined turnaround times in investigations
This is to ensure that investigations are finalised within stipulated timeframes
Implementation of Remedial action
Aimed at ensuring that remedial action is implemented and monitored by the Compliance unit
Speedy Resolution of every matter
To ensure prompt investigation of all complaints in line with approved Investigation Plans by the AJSD and GGI branches
STRATEGIC GOAL: ACCESS
4. Ease of Access
Aimed at achieving universal access to all Public Protector services to all persons and communities through the Stakeholder Management Branch projects and activities
5. Awareness
Aimed at increasing awareness of the Public Protector’s constitutional mandate
through activities and projects by Stakeholder Management, Communications
and the Executive office

10. STRATEGIC OVERVIEW : OBJECTIVES CONT..
STRATEGIC GOAL: EFFICIENCY
Operational efficiencies
Aimed at improving optimal use of time and resources by putting in place SOPs and standard templates for some business processes
Transform Human Resources to align internal competencies with business needs
Aimed at enhancing PPSA’s HR capacity ito the organisation and capacitation of the HR support unit, the number of people and aligning the skills set of PPSA as a whole with business needs
Transform ICT to optimally support business needs
Aimed at enhancing the institution’s ICT infrastructure and capacity to support business needs
9. Financial stability
To acquire external/additional funding for implementation of specific projects
10. Strategic Review of Outsourcing of key facilities/ infrastructure
Aimed at reviewing the current approach in respect of procurement of facilities/infrastructure through the Corporate Services and Finance Branches

11. STRATEGIC OVERVIEW : OBJECTIVES CONT..
STRATEGIC GOAL: IMPACT
11. Clean Audit
Aimed at ensuring that our internal administrative and governance processes comply with the regulatory framework and Strategic Plan
12. Promote good governance (tenders, PMDS, cronyism/nepotism)
Aimed at inculcating a culture of good governance in state affairs through the Stakeholder Management and Investigations branches, as well as the Executive Office
13. Exemplary conduct
Aimed at ensuring internal compliance with all policies and relevant legislative prescripts by all branches and Units
All staff capacitated for good quality and good time
Aimed at ensure that staff is capacitated to optimally carry out their
responsibilities

12. STRATEGIC OVERVIEW : OBJECTIVES CONT..
STRATEGIC GOAL: INFLUENCE
Development of Ombudsmanship in Africa and beyond
Aimed at influencing the growth of ombudsman institutions in support of good governance, optimal service delivery, and instilling ethical conduct public affairs
Ethical leadership
Aimed at promoting ethical leadership in State affairs through the Stakeholder Management Branch
Influence government and Parliament to amend the Public Protector Act
Aimed at proposing the amendment of the Public Protector Act through Legal Services to quantify the powers of the Public Protector as contained in the Constitution and clarified by the Concourt (will assist organs of state)

13. 3. SITUATIONAL ANALYSIS: CHANGE DRIVERS
Building on the successes of the last 20 years while addressing challenges and responding to environmental changes.
Refocusing the work of the Public Protector to deliver more value, impact and enhance responsiveness
Align with NDP imperatives which identifies the Public Protector as one of the key institutions in fighting corruption (Chapter 14)
Response to impatient community cries for social justice and systemic service delivery challenges

14. SITUATIONAL ANALYSIS: CHANGE DRIVERS Cont…
Align operations with clarification of powers by the Constitutional Court
Contribute to transformation of the State to improve governance , thus expediting compliance with SDG (NB 16) and Agenda 2063
Enhance internal governance in order to lead by example on clean governance
Respond to financial constraints whilst optimising operational efficiencies
Balancing accessibility, rigour efficiency and impact

15. 4. FLAGSHIP ACTIVITIES
Investigative and ADR services provided in 20 service centres by 369 permanent staff including 39 Assistant Investigators and mobile clinics
Implementation of an Electronic Case and Customer Relations Management System to assist with management and monitoring of complaints, and efficiencies (estimated cost R50m)
Dealing with case backlog to allow for prompt justice
Focus on promotion of ethical conduct in State affairs (has implications for responsive action by leaders when problems are brought to
their attention in line with the NDP and reduction in costly
and unnecessary reviews

16. FLAGSHIP ACTIVITIES CONT..
Expansion of the constitutional injunction to be accessible to all persons and communities beyond physical accessibility to include access to substantive justice through timely investigations and remedies
Strengthening synergies with ombudsman institutions to standardise approaches and free to operate as an institution of last resort dealing with substantive matters

17. PUBLIC PROTECTOR SOUTH AFRICA 2016-2020 STRATEGIC PLAN AND BUDGET

18. CORNERSTONES OF THE 2016 STRATEGIC PLAN
The Strategic Plan is founded on section 181 and 182 of the Constitution
Also informed by the Public Protector Act (no.23 of 1994)
Various other key legislative instruments that confer additional mandates to the Public Protector
National priorities as per the NDP
Policy priorities set out by the President during the 2016 State of the Nation Address

19. The Public Protector’s 2016 Strategic plan complements the implementation of:
The National Development Plan, Vision 2030 (Chapter 14):
Emphasis on zero tolerance to corruption and need for anti-corruption system - relevant anti-corruption agencies include the Public Protector
Protection of whistle-blowers
Public education and awareness campaigns linking the effect of corruption on service delivery and reporting mechanisms

20. PUBLIC PROTECTOR SOUTH AFRICA 2016/17 ANNUAL PERFORMANCE PLAN

21. 5. OVERVIEW OF PROGRAMMES
For effective implementation and monitoring, the PPSA 2016 Plan has been categorised into three main programmes which are:
Programme 1: Administration
The aim of the programme is to create an effective and efficient and optimally funded organisation, and to ensure optimal performance
2. Programme 2: Investigations
The aim of the programme is to ensure prompt investigation of impropriety and maladministration in state affairs, provide timely remedies, and to promote good governance
3. Programme 3: Stakeholder Management
The aim of the programme is to ensure access to services of the Public Protector, promote awareness, and ethical leadership in state affairs, and to influence ombudsmanship in general

22. OVERVIEW OF PROGRAMMES CONT ..
Programme 1: ADMINISTRATION
Strategic Objective
Key projects/Targets for 2016/17
Exemplary conduct
Clean audit opinion
Operational Efficiencies
Implement Integrated Security System
Transform ICT To Optimally support business needs
Implement high speed connectivity, WIFI Connectivity, increased storage capacity, and Remote Access
All staff capacitated for good quality and good time
CEO Accelerator Programme for SMS conducted
12 team building and change management activities
Total Programme Budget
R99,570m

23. OVERVIEW OF PROGRAMMES CONT ..
Programme 2: INVESTIGATIONS
Strategic Objective
Key projects/Targets for 2016/17
Speedy resolution of every matter
Finalise all cases 2 years and older as at 1 April 2016 by 31 March 2017
Operational efficiencies
Appointment of a panel of external investigators, editors ad report writing support and legal advisors/law firms and special advisors
Implementation of the registration module (SharePoint)
Adherence to defined turn times in investigations
Investigate and finalise EMEA and other involved investigations
Promotion of good governance
Investigate and finalise all existing systemic investigations and interventions
Total Programme Budget
159,651m 23

24. OVERVIEW OF PROGRAMMES CONT ..
Programme 3: STAKEHOLDER MANAGEMENT
Strategic Objective
Key projects/Targets for 2016/17
Ease of access to services to all persons and communities
72 mobile clinics per province per annum
Ethical leadership
Good governance week and conference
9 Provincial stakeholder forums with other oversight bodies and organs of state
Operational Efficiencies
4 international benchmarking visits
Total Programme Budget
R4 092m

25. 2016 MTEF BUDGET ESTIMATES

26. SCENARIO 1: EXISTING Budget allocation
BUDGET ALLOCATION OVER THE MTEF
2015/16
2016/17
2017/18
2018/19
R Million
R million
Transfers
245.4
262.6
301.1
318.5
Additional funding of R15 million in 2015/16, R3 million in 2016/17 and R21 million in 2017/18. All other budget adjustments are for cost of living adjustments

27. Programme budget allocation
Name of the Programme
2015/16
R’000
2016/17
2017/18
2018/19
Programme 1: Administration
83 228
99 570
Programme 2: Investigations
Programme 3: Stakeholder Management
3 835
4 092
4 355
4 606
Total Annual Budget

28. Economic classification
Economic classification
2015/16
R’000
2016/17
2017/18
2018/19
Current payments
Compensation of employees
250146
Goods and services
51 035
54 767
57 731
60 839

29. Economic classification…coNTINUED
2015/16
R’000
2016/17
2017/18
2018/19
Communication
915
1 048
1 109
1 087
Computer services
7 358
7 814
8 267
8 757
Consultants
8 952
9 507
10 058
9 983
Lease payments
12 620
13 402
14 180
15 002
Repairs and maintenance 30 32 34 36
Training and staff development
1 935
2 055
2 175
2 301
Travel and subsistence
5 008
5 319
5 628
5 953
Other
14 217
15 590
16 280
17 729
Depreciation
2 000
6 524
6 902
7 303
Interest, dividends and rent on land
873
927
981
1 038
Total Budget

30. BUDGET PRIORITIES
The bulk of the PPSA 2016/17 budget going towards funding the following:
Investigations activities – approximately 61% of the budget
Funding of our service points - (1 Head Office, 9 Provincial Offices and 10 Regional Offices)
Funding of our stakeholder engagement programmes

31. SCENARIO 2: REALISTIC BUDGET OF THE PUBLIC PROTECTOR SA

32. SCENARIO 2: CONT’D
The realistic budget (above) excludes the following which can increase the deficit:
Funding of additional regional offices (approximately R20 million)
Case management system and security (approximately R54 million)
Increased capacity especially interns (50) and trainee investigators (100) (approximately R11 million)

33. PPSA PROVINCIAL BUDGETS (44% of total ppsa budget)

34. Budget allocation CONT..
Name of the Programme
2015/16
R’000
2016/17
2017/18
Programme 1: Administration
67 623
71 777
75 386
Programme 2: Investigations
Programme 3:
Stakeholder Management
7 635
8 125
8 606
Total Annual Budget

35. Budget allocation CONT..
Economic classification
2014/15
2015/16
2016/17
2017/18
Current payments
Compensation of employees
Goods and services
54 784
51 576
55 775
59 825

36. Budget allocation CONT..
Economic classification
2014/15
2015/16
2016/17
2017/18
Communication
4 626
3 350
3 534
3 711
Computer services
14 522
3 012
3 178
3 336
Consultants
3 561
900
950
997
Lease payments
10 271
14 500
15 298
16 062
Training and staff development
2 161
550
580
609
Travel and subsistence
9 457
1 800
1 899
1 994
Other
10 186
27 464
30 337
33 116
Depreciation
3 500
6 000
6 524
6 646
Interest, dividends and rent on land
824
873
919
937
Total Budget

37. Budget allocation CONT..
BUDGET PRIORITIES
The bulk of the PPSA 2016/17 budget going towards funding the following:
Investigations activities – approximately R183.4 million
Funding of our service points - (1 Head Office, 9 Provincial Offices and 9 Regional Offices) – approximately R14.5 million
Funding of our stakeholder engagement programmes

38. 7. Organisational structure
See annexure A

39. 8. KEY delivery CHALLENGES
Human Resources (approved structure only 59% funded
556 approved posts, only 329 are funded)
Trainee investigator programme unable to proceed as originally conceived ( 39 Assistant investigators paid with no budget allocated to them)
Electronic Case Management System which requires approximately R50m (Public Protector trust to be explored)
Increase in the number of reviews without consultation since SCA clarified powers of the Public Protector (18 cases on hand). The likelihood of the numbers going up is very high
Case backlog of critical complex cases and struggle to balance rigour and promptitude
Organisational footprint on hold

40. 9. Emerging RISKS RISK RISK DESCRIPTION MITIGATION STRATEGIES
Operational sustainability
Financial constraints that impact negatively on operations and our ability to fully discharge our mandate
Baseline funding has not increased
Explore donor funding to fund non-core operational projects
Continuous engagement with government for improved funding
Continue with cost saving initiatives
Reputational Risk
Poor systems and processes have impacted on our ability to execute mandates effectively
Business process re-engineering

41. Emerging RISKS CONT.. RISK RISK DESCRIPTION MITIGATION STRATEGIES
Reputational damage
Inability to finalise investigations with the required speed and within our set turnaround times
Approach National Treasury to increase the baseline budget to fund additional permanent investigators
Unassigned cases
Enhance quality assurance processes
Litigation
Increased legal reviews (State organs taking Public Protector to court resulting in increased financial burden)
Appointment of a panel of legal experts
Explore alternative legal support
Limited access
Lack of physical access to the Office of the PP particularly for rural communities
Capacity constraints limiting prompt attendance to all cases reported – resulting in constrained access
A comprehensive outreach and stakeholder programme developed and implemented
Case load model complete

42. 10. Closing Remarks
We are playing our part in redressing administrative wrongs, ensuring public accountability and good governance in support of constitutional democracy
Parliament’s support is requested with regard to:
Approving budget as presented and organisational structure
Urging Treasury to provide requested additional funding at least for the posts approved in 2010
Support the Public protector trust initiative
Joining hands in ensuring remedial action as envisaged in section 182(1)(c)the Constitution is implemented without undue delay

43. ENKOSI: HA KHENSA: RI A LIVHUWA: SIYABONGA; REA LEBOHA; DANKIE
THANK YOU 
ENKOSI: HA KHENSA: RI A LIVHUWA: SIYABONGA; REA LEBOHA; DANKIE
“Within the context of breathing life into the remedial powers of the Public Protector, she must have the resources and capacities necessary to effectively execute her mandate so that she can indeed strengthen our constitutional democracy” (Mogoeng CJ, Constitutional Court, 31 March 2016).
f: Public Protector South Africa