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OFFICE OF THE PUBLIC PROTECTOR
(OPP)
THREE-YEAR STRATEGIC PLAN AND ANNUAL PLAN
01 April 2009 - 31 March 2012
1. ABOUT THE OFFICE OF THE PUBLIC PROTECTOR
1.1 The institution of the Public Protector was established in terms of Chapter 9 of the
Constitution of the Republic of South Africa, 1996 as one of a cluster of institutions whose
primary objective is to strengthen the constitutional democracy of our country.
1.2 The constitutional mandate of the Public Protector is:
1.2.1 To investigate any conduct in state affairs or the public administration in any sphere of
government, that is alleged or suspected to be improper or to result in impropriety or
prejudice;
1.2.2 To report on that conduct to the appropriate body; and
1.2.3 To take the appropriate remedial action, which includes mediation, conciliation, negotiation
and the making of appropriate recommendations regarding redress of the prejudice
concerned, to the affected body or authority.
1.3 The Public Protector has additional powers and functions as prescribed by national
legislation, such as the Public Protector Act, 1994 that empowered the institution to also
investigate, amongst others, any alleged:
1.3.1 maladministration in connection with the affairs of any institution in which the State is the
majority or controlling shareholder or of any public entity, such as Transnet, Telkom and
Eskom;
1.3.2 abuse or unjustifiable exercise of power or unfair, capricious, discourteous or other
improper conduct or undue delay by a person performing a public function connected with
his/her employment by an institution or entity referred to in paragraph 1.3.1 above;
1.3.3 Improper or unlawful enrichment or receipt of any improper advantage by a person as a
result of an act or omission in connection with the affairs of an institution or entity
contemplated in paragraph 1.3.1 above; and
1.3.4 act or omission by a person in the employ of an institution or entity referred to in paragraph
1.3.1above, which results in unlawful or improper prejudice to any other person.
Office of the Public Protector
INDEX
PART 1
1.1 Glossary of Terms 5-7
1.2 Acronyms 8-9
PART 2: INTRODUCTION
2.1 Public Protector’s Overview 10
PART 3: STRATEGIC OVERVIEW
3.1 Mandate 12
3.2 Purpose 12
3.3 Vision 13
3.4. Mission 13
3.5 Core Values 13-14
3.6 SWOT Analysis 15-16
3.7 Stakeholders 17-20
PART 4: ORGANISATIONAL STRATEGY
4.1 Organisational Structure 21
4.2 Outline of Programmes and Sub- Programmes 22
4.2.1 Programme 1: Investigations and Outreach 22
4.2.2 Programme 2: Executive Management 22
4.2.3 Programme 3: Corporate Support Services 22
4.3 The Strategic Objectives of the Office of the Public Protector 23
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Office of the Public Protector
4.4 Strategies of the Office of the Public Protector Per Objective 24-25
4.5 The Office of the Public Protector Strategic and Tactical Plan (2009-
2012) 26-33
4.6 The Office of the Public Protector Annual Performance Plan (2009-
2010) 34-43
PART 5: CONCLUSION
5.1 Conclusion 44
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Office of the Public Protector
PART 1
GLOSSARY OF TERMS
Align Arrange in a line; be arranged in a line; straighten.
Alignment Act of forming into a line, act of straightening; positioning, arrangement;
placement and direction.
Analysis (1) A process as a method of studying the nature of something or of
determining its essential features and their relations. (2) A presentation,
usually in writing, of the results of this process. (3) A philosophical
method of exhibiting complex concepts or propositions as compounds or
functions of more basic ones.
Agenda Schedule, outline of things to be done.
Capacity Function, role.
Capability Ability, skill.
Coordinate Arrange in proper order, reference point, coordinate point.
Cohesion Cohering, sticking together, act of uniting, union.
Core Values Principles that guide the Office of the Public Protector to deliver
qualitative services.
Develop Build, improve; mature, grow.
Development Evolvement, gradual growth, evolution, maturation; progression.
Enhance Increase; intensify; improve; raise the value of.
Evaluate Appraise, judge the worth or quality.
Execution Accomplishment, putting into practice, putting into effect.
Facilitators These are bodies or parties who refer people / act on behalf of other
parties to acquire the services of Office of the Public Protector.
Goals The purpose towards which an endeavour is directed; an objective.
Impact The final effect realised by stakeholders upon delivery of a programme.
Implementation Executions, carrying out, performing; putting into effect.
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Indicator Instrument which shows performance, sign, signal.
Influencer These are bodies or parties whose actions will positively or negatively
affect the operations of Office of the Public Protector.
Initiators These are the bodies or parties who trigger the services of the Office of
the Public Protector.
Interventions Mediation.
Leadership Leadership, guidance; advance position, first place; person that leads.
Level Status or rank.
Maintain Keep in existence, sustain; keep in good condition, preserve.
Management Act of managing or supervising; person or group of people that manages
an enterprise(s); ability to manage or supervise, managerial skill.
Mission A statement that answers questions about why Office of the Public
Protector exists, whom it serves and what value it delivers.
Monitor Supervise, observe; follow up on, check up on; regulate the quality of,
keep track of.
Network An association of individuals having a common interest, formed to
provide mutual assistance, helpful information, or the like.
Objective Aim, purpose, goal.
Operational Working; functional.
Outcome Result, effect.
Output Defines the end results, i.e. tangible deliverables expected from the
objectives.
Oversight Supervision.
Partner Entities or individuals who collaborate or work closely with the Office of
the Public Protector.
Policy A definite course of action adopted for the sake of expediency, facility.
Plan(s) Programme, scheme, plot, design.
Principles Doctrine, tenet, precept; fundamental law, primary law on which other
laws are based.
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Process Procedure, routine, course of action, advance.
Programme A plan to achieve our mission and vision; also referred to as key focus
areas, strategic result areas, and goals.
Promote Further, advance; advance in rank or position
Research Diligent and systematic inquiry or investigation into a subject in order to
discover or revise facts, theories, applications, etc.
Resources A source of supply, support, or aid, esp. one that can be readily drawn
upon when needed.
Review Survey, conduct a general study; inspect, examine; reconsider, rethink.
Stakeholder A person or group that has an interest in an organisation.
Strategic Based on strategy, designed to achieve a goal; extremely important or
beneficial (especially with regard to organisational advantage).
Strategy Plans or methods created for the purpose of achieving a goal; science of
(Strategies) preparing long-term plans.
Target Situation one intends to achieve.
Vision The statement that reflects future intent, referring to the level of growth
and success.
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ACRONYMS
ADR Alternative Dispute Resolution
AG The Auditor General
AOMA African Ombudsman and Mediators Association
AORC African Ombudsman Research Centre
CGE The Commission for Gender Equality
CMS Case Management System
CRL The Commission for the Promotion and Protection of the Rights of
Cultural, Religious and Linguistic Communities
CSAP Civil Society Advocacy Programme
EE Employment Equity
EWP Employee Wellness Programme
GEPF Government Employee’s Pension Fund
HR Human Resources
HRMIS Human Resources Management Information System
ICD Independent Complaints Directorate
ICT Information and Communications Technology
IOI International Ombudsman Institution
IT Information Technology
KM Knowledge Management
KPI Key Performance Indicators
MOU Memorandum of Understanding
MP Member of Parliament
MPL Member of Provincial Legislature
MSP Master Systems Plan
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NDPP National Directorate of Public Prosecutions
NGO Non Governmental Organisation
NHBRC National Home Building Regulatory Council
NT National Treasury
OPP The Office of the Public Protector
PAJA Promotion of Administrative Justice Act, 2000
PDA Protected Disclosures Act, 2000
PFMA The Public Finance Management, 1999
PMS Performance Management System
PP The Public Protector
PPA Public Protector Act, 1994
PRO Public Relations Officer
PSC Public Service Commission
PSCA Public Service Commission Act, 1997
SAHRC South African Human Rights Commission
SAP Systems Applications Programme
SAPS South African Police Service
SCM Supply Chain Management
SDI Service Delivery Indicators
SDS Service Delivery Standards
SLA Service Level Agreement
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Office of the Public Protector
PART 2: INTRODUCTION
2.1 PUBLIC PROTECTOR OVERVIEW
1. It is an honour and privilege for me to present the sixth Strategic Plan of the Office of the Public
Protector (OPP) which is the final one before the end of my term.
2. The strategic planning review process afforded the OPP an opportunity to reflect on the
challenges and successes of the office and to build on the lessons learnt as the basis for future
planning.
3. The development and adoption of a new vision highlights the aspiration of the OPP to be
amongst the leading Ombudsman institutions in the world. The mission however remains
fundamental to the OPP.
4. We continuously strive to improve our operations and value proposition in the context of our
mandate. To fulfill this undertaking we formulated and incorporated strategic objectives at
organisational level which is the consolidation of programme objectives into high level strategic
thrusts. These strategic objectives outline our aspirations and the impact we wish to make in
the long term.
5. The plan has the following strategic objectives at organisational level:
5.1 To be one of the leading Public Protector (Ombudsman) institutions in the world.
5.2 To ensure that all allegations of improper conduct by the state and its entities are
investigated, reported and appropriate remedial action taken.
5.3 To ensure accessibility of the Office of the Public Protector services to all persons
and communities.
5.4 To ensure the efficient and effective management/leadership of the Office of the
Public Protector.
5.5 To ensure high performance culture by attracting and retaining highly competent and
skilled individuals.
6. Further, operations have been revised to three programmes namely: Investigations and
Outreach, Executive Support and Corporate Services. This new realignment will support our
strategic drive for the OPP to remain lean and highly professional.
7. The challenges at the beginning of my term were as follows:
7.1 OPP did not have a single document containing a clearly defined strategic plan;
7.2 OPP operated without documented and approved internal policies and procedures;
7.3 The offices of the Public Protector are mainly located in the main cities and towns,
thereby not accessible to the poorest of the poor. There was no co-ordinated
Outreach programme;
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7.4 The internal processes and Information Technology systems were not adequate to
support the organisational needs;
7.5 Low staff morale as a result of inter alia; the interpretation and implementation of the
OPP’s mandate and salary discrepancies;
7.6 Implementation of the Employment Equity Act;
7.7 Capacity constraints leading to backlogs in the finalisation of complaints; and
7.8 The investigation function reflected an emphasis on writing letters to request
appropriate information, instead of utilising the powers provided by the Public
Protector Act to physically obtain appropriate information from relevant organs of
state.
8. The following are some of the significant highlights during my term of office:
8.1 The number of formal reports on investigations has increased. Most
recommendations made in investigative reports have either been implemented or
are in the process of being implemented;
8.2 Outreach was introduced and established as a new programme to ensure that OPP
is accessible to all persons and communities;
8.3 The establishment of additional provincial and regional offices as well as increased
number of clinics further attest to the commitment to the constitutional imperative;
thus improving accessibility of OPP services. The office also successfully launched
a Mobile Office Pilot Project (MOPP) in the Eastern Cape, KwaZulu-Natal and
Limpopo provinces;
8.4 The internal business processes and information technology have improved. IT
department has been fully capacitated and infrastructure upgraded with new
technologies including a knowledge management function;
8.5 The defunct electronic Ombudsman Case System (OCS) has been replaced with an
electronic Case Management System (CMS) which is being implemented;
8.6 We reviewed, developed and consolidated internal policies and procedures. This
included the reviewing of the Employment Equity Plan, Employee Wellness
Programme and the Performance Management and Development System;
8.7 Occupation Specific Dispensation (OSD) is now being implemented in phases;
8.8 Improved relationship with the media;
8.9 We adhere to corporate governance standards and the office has received
unqualified audit reports.
Adv. Lawrence Mushwana
The Public Protector of South Africa
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Office of the Public Protector
PART 3: STRATEGIC OVERVIEW
3.1 MANDATE
3.1.1 The mandate, powers and functions of the Office of the Public Protector are
provided for by:
3.1.1.1 The Constitution of the Republic of South Africa Act, 1996
3.1.1.2 The Public Protector Act, 1994
3.1.1.3 Executive Members Ethics Act, 1998
3.1.2 The mandate of the Office of the Public Protector is:
“To strengthen constitutional democracy by investigating matters such as
maladministration, undue delay, abuse of power and/or any conduct resulting in
improper prejudice by an organ of State in order to enhance fairness and efficiency
in public administration.”
3.2 PURPOSE
3.2.1 Why does the Office of the Public Protector exist?
3.2.1.1 To improve service delivery by organs of state.
3.2.1.2 To ensure that the citizens of the country realise their human rights.
3.2.1.3 To investigate alleged improper conduct by organs of state.
3.2.1.4 Ensure compliance by organs of state.
3.2.2 The purpose of the Office of the Public Protector is:
“To ensure fair and equitable service delivery by organs of state”
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3.3 VISION
3.3.1 The vision of Office of the Public Protector is:
“To be one of the leading Public Protector (Ombudsman) institutions in the world”
3.3.2 The respective Programmes contribute to the revised vision statement for Office of
the Public Protector as follows:
Programme 1:
“To conduct excellent investigations and be accessible to all”
Programme 2:
“To provide world class strategic direction”
Programme 3:
“To provide excellent support services to enable the organisation to deliver on its
mandate”
3.4 MISSION
3.4.1 The mission of Office of the Public Protector is:
“To strengthen constitutional democracy by conducting investigations into alleged or
suspected improper conduct by organs of state, reporting and recommending
remedial action, and enhancing awareness and accessibility to all. “
3.5 CORE VALUES
3.5.1 Impartiality:
We ensure impartiality in our interactions with our stakeholders. We perform our
duties without fear or favour, mindful of the independence of our office.
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3.5.2 Courtesy:
We display courtesy to all and treat people with dignity and respect.
3.5.3 Empathy:
We are sensitive towards and understand our stakeholders’ needs and feelings.
3.5.4 Integrity:
We strive to maintain high standards of trustworthiness, mindful of our obligation to
confidentiality.
3.5.5 Accountability:
We always give an account of our actions and decisions.
3.5.6 Service Oriented:
We strive to execute our responsibilities timeously, fairly and consistently, with due
regard given to the facts of each matter before us.
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3.6 SWOT ANALYSIS
3.6.1 The Office of the Public Protector adopted the Macro, Meso and Micro factor
approach.
3.6.1.1 The Macro perspective focused on possible factors impacting the Office of
the Public Protector from outside the borders of South Africa.
3.6.1.2 The Meso perspective focused on possible factors impacting the Office of
the Public Protector nationally.
3.6.1.3 The Micro perspective focused on factors impacting the Office of the
Public Protector from a constitutional or legal perspective.
STRENGTHS WEAKNESSES
There is a fair degree of commitment Systems and processes must be automated
displayed by staff and the leadership to to release staff to concentrate on strategic
ensuring the Office of the Public Protector issues.
succeeds.
There is a lack of succession planning for key
Adherence to corporate governance. posts.
The Office of the Public Protector is a The inability of Office of the Public Protector
developing and learning organisation to retain staff is a challenge.
(embracing transformations).
The organisational structure is not aligned to
Constitutional mandate. the strategy.
Strong & credible leadership. Inadequate co-operation and team work.
Three year strategic plan adopted. Managers not asserting their leadership
/management roles.
SAP is being implemented.
The way the Office of the Public Protector
Implementation of the performance
communicates internally is a challenge.
management system.
Some staff members do not always display
Lack of enforcement on the
the values of the organisation.
implementation of recommendations.
There is no common understanding of the
organisational culture.
There is some sense of mistrust or distrust
among staff in the office.
Operational plans are not costed and aligned
to the budget.
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OPPORTUNITIES THREATS
Increase in complaints lodged as a result of Global recession.
the socio-economic impact of recession,
Budget constraints.
poverty and crime.
More complaints lodged as a result of the
Collaborative initiatives with other
socio-economic impact of recession,
institutions that offer complementary
poverty and crime.
services.
Instability around neighbouring states could
Increasing workload (resulting in the growth
increase the number of complaints about
of the organisation).
government departments.
No competition.
Change in the political climate - a new
Wide enabling legislation. policy change.
Access to other ombudsman offices 2009 elections and possible change in
worldwide. leadership.
Access to international organizations Office of the Public Protector functions
/associations. could be absorbed into a state department-
and the organisation could become
redundant.
Perception that the Office of the Public
Protector is leaning towards the ruling party.
Insufficient funding.
Bureaucracy (long and cumbersome
processes in engagements with other
government departments).
Social issues – escalating crime levels,
xenophobia, poverty, unemployment, HIV
and AIDS.
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3.7 STAKEHOLDERS
3.7.1 The organisation has a stakeholder map that has categorises stakeholders into Initiators,
Partners, Facilitators and Influencers and it is well articulated in the table here under.
3.7.2 The nature of the relationship between the Office of the Public Protector and key
stakeholders
3.7.2.1 Agreed Definitions:
Good
Win-win, proactive two-way communication, information sharing, trust and getting the
job done, knowledge of self and other.
Average
Win-win / lose, respect, but not satisfied, opportunities to improve the relationship, bare
minimum.
Unsatisfactory
Lose – lose, friction, finger pointing, forced to relate together, undermining.
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Office of the Public Protector's Rate What must we do to improve
Category Why do we say so?
Stakeholders relationship the relationship?
Develop strategy of
Academic Institutions Partners Average Do not have a strategy
engagement
Not been successful in formalising
the collaboration relationship Address the matter with
Parliament in order to assist
Chapter 9 Institutions Work on joint projects, promotion with formalising the relationship
Partner Average and protection of human rights, and commit on the collaboration
while the Office of the Public plan and framework at a high
Protector investigate complaints of level.
human rights violations
Acknowledge and appreciate
Community Based Organisations Facilitators Good Assisting with Outreach Assist with resources, e.g.
donate old assets
Assist the Office of the Public
Protector in reaching out to
Initiator / Facilitator/ communities
Community Development Workers Average Formalise the relationship
Partner
Dissemination of information, for
example – pamphlets.
Complaint-Handling Institutions
General understanding and mutual
(e.g., Municipal Ombudsman, Partner Good Maintain
referral of complaints
Pension Fund Adjudicator)
General understanding and mutual
Consumer Affairs Partner Good Maintain
referral of complaints
Independent Complaints General understanding and mutual
Partner Good Maintain
Directorate referral of complaints
Formalise and strengthen
Legal Aid Board Facilitators Good Dual referral
liaison
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Office of the Public Protector's Rate What must we do to improve
Category Why do we say so?
Stakeholders relationship the relationship?
Legal Aid Clinics Facilitators Average Referrals only Establish dual referral
They respond positively to
invitations
Initiator / Facilitators
They publish media statements
Media (Print, Electronic) / Influencers / Average Media relations strategy
when requested
Partners
They respond to press
statements/release
Initiator / Partner / They cooperate during outreach
Municipalities Average Strengthen communication
Facilitator events
General understanding and referral
National Prosecuting Authority Partner Good Maintain
of complaints
Improve and where possible
NGOs Facilitators / Partner Average Good relationship with some
formalise the relationship
Initiator / Partner / Office of the Public Protector Advocacy programme
Organ of State / Public Servants Average
Facilitator investigates them Effective communication
Ongoing discussion for
Organised Labour Partners Average Sign recognition agreement
engagement
Other Ombudsman Institutions
(e.g. International Ombudsman
Partners Good For the exchange programme Maintain
Institute, African Ombudsman and
Mediators Association)
Source of our authority Maintain accurate reporting
Parliament Initiator / Influencers Good Improving relationship regarding Contingency plan to respond
implementation of to unplanned parliamentary
recommendations and budget instructions
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Office of the Public Protector's Rate What must we do to improve
Category Why do we say so?
Stakeholders relationship the relationship?
review Improving relationship
regarding implementation of
recommendations, budget
review
Outreach programme
Public Initiator Average They are complainants
Effective communication
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Office of the Public Protector
PART 4: ORGANISATIONAL STRATEGY
4.1 ORGANISATIONAL STRUCTURE
Public Protector
Deputy Public Protector
Chief Executive Officer
Programme 1 Programme 2 Programme 3
Investigations and Executive Management Corporate Support
Outreach Services
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4.2 OUTLINE OF PROGRAMMES AND SUB-PROGRAMMES
Programme Sub-Programme
4.2.1 Investigations and 4.2.1.1 National Investigations
Outreach
4.2.1.2 Provincial Investigations
4.2.1.3 Special Investigations
4.2.1.4 Outreach Programme
4.2.2 Executive Management 4.2.2.1 Public Protector
4.2.2.2 Deputy Public Protector
4.2.2.3 Chief Executive Officer
4.2.2.4 Executive Support
4.2.2.5 Security and Risk Management
4.2.3 Corporate Support 4.2.3.1 Human Resource Management and Development
Services
4.2.3.2 Finance and Supply Chain Management
4.2.3.3 Information Technology and Knowledge Management
4.2.3.4 Administration Support
4.2.3.5 Communications
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4.3 THE STRATEGIC OBJECTIVES OF THE OFFICE OF THE PUBLIC PROTECTOR
4.3.1 The strategic objectives of the Office of the Public Protector are as follows:
4.3.1.1 To be one of the leading Public Protector (Ombudsman) institutions in the
world.
4.3.1.2 To ensure that all allegations of improper conduct by the state and its entities
are investigated, reported and appropriate remedial action taken.
4.3.1.3 To ensure accessibility of Office of the Public Protector services to all
persons and communities.
4.3.1.4 To ensure the efficient and effective management/ leadership of the Office of
the Public Protector.
4.3.1.5 To ensure a high performance culture by attracting and retaining highly
competent and skilled individuals.
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4.4 STRATEGIES OF THE OFFICE OF THE PUBLIC PROTECTOR PER OBJECTIVE
Strategies
Strategic Objectives
(Elements of the Strategic Objectives)
1. To be one of the leading Public 1.1. To enhance international participation.
Protector (Ombudsman) institutions
in the world. 1.2. To establish an effective relationship with
organs of state.
1.3. To establish the media as a critical partner for
enhancing the work of the Office of the Public
Protector.
1.4. To establish strategic partnerships with
stakeholders.
1.5. An effective integrated internal and external
communications strategy
2. To ensure that all allegations of 2.1. To investigate alleged improper conduct.
improper conduct by the state and
its entities are investigated, 2.2. To produce reports on investigations.
reported on and appropriate
2.3. To take remedial action.
remedial action taken
2.4. To monitor the implementation of
recommendations.
.
3. To ensure accessibility of Office of 3.1. To raise awareness of the mandate of the
the Public Protector services to all Office of the Public Protector.
persons and communities
3.2. To take the services of the Office of the Public
Protector to communities.
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Strategies
Strategic Objectives
(Elements of the Strategic Objectives)
4. To ensure the efficient and effective 4.1. Ensure automation of business systems and
management/ leadership of the processes.
Office of the Public Protector
4.2. Ensure good governance.
4.3. Ensure that the organisational structure is
aligned to the strategy.
4.4. Monitor and evaluate the overall institutional
performance.
4.5. Ensure the implementation of the Service
Delivery Charter.
4.6. Institutionalise organisational memory, research
and knowledge products.
5. To ensure a high performance 5.1. Integrated HR strategy and policies
culture by attracting and retaining implemented.
highly competent and skilled
individuals 5.2. Instil a conducive environment to support a high
performance culture.
5.3. Ensure that organisational values are displayed
in the behaviour of employees.
5.4. Further development, review and
implementation of the Employee Wellness
Programme.
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OFFICE OF THE PUBLIC PROTECTOR
(OPP)
STRATEGIC AND TACTICAL PLAN (2009-2012)
Three-Year Strategic Plan and Annual Plan Page 26 of 44
Office of the Public Protector
Budget
Annual Targets (OPP Level) Programme Delegation
OPP OPP Indicator at Allocation
Strategies - Outcome - OPP Level
Strategic Baseline
Beyond 2012+ 2012+ Secondary
Objective S/I Outcome Indicator Primary
(Cost, Quality, to complete to complete to complete Year
No.: No.: No.: 2008/9 Define Define
Elements of End Product / Quantity, by: by: by: (Responsible One
Long Term Actual (Responsible for Primary Secondary
the Strategy Service Compliance, 2009/10 2010/11 2011/12 for the " Input
Objective Produced Time) the "Output" / Role Role
into the 2009/10
"Outcome")
Output")
Ensure
international
Ensure Ensure
exchange
international international
strategy
exchange exchange
enhanced
Evidence of Exchange strategy strategy
and
international strategy in enhanced and enhanced and Compile the
implemented
exchange place implemented implemented report
strategy
Quarterly
enhancement Affiliation to Quarterly report Quarterly report Programme 2 Enhance
report on
1.1.1.1 and imple- AOA exists on participation on participation (Executive and N/A R1 000 000
participation
mentation and impact of and impact of Support) implement
and impact of
Participation international
Quarterly reports in workshops - AOA and IOI - AOA and IOI exchange
- AOA and
on participation has been strategy
IOI
To enhance Increased and impact evident - international - international
1.1 international 1.1.1 visibility and human rights / human rights /
- international
participation participation ombudsman ombudsman
human rights
workshops workshops
/ ombudsman
workshops
1. To be one of
the leading Quarterly and Quarterly and Quarterly and
Public Annual Annual Annual
Protector consolidated consolidated consolidated
(Ombudsman) Quarterly and report on the report on the report on the To achieve
institutions in annual Gaps initiatives/ initiatives/ initiatives/ Programme 3 quarterly
the world 1.1.1.2 N/A R300 000
consolidated Identified programmes programmes programmes (Communications) and annual
reports undertaken to undertaken to undertaken to targets
increase increase increase
publicity of the publicity of the publicity of
OPP OPP the OPP
To establish an
Evidence of
effective Timeous and Timeous and Timeous and Timeous and
timeous and Gaps Programmes 1, 2
1.2 relationship 1.2.1 qualitative 1.2.1.1 qualitative qualitative qualitative N/A R450 201
qualitative Identified &3
with organs of responses responses responses responses
responses
state
Media
To establish the considers OPP Draft media
Evidence of
media as a a valued plan Media relations Review and Review and To achieve
media relations
critical partner partner and in completed plan approved enhance the enhance the Programme 3 quarterly
1.3 1.3.1 1.3.1.1 plan R500 000
for enhancing turn produces and and media relations media (Communications) and annual
implemented and
the work of the balanced and submitted for implemented plan relations plan targets
enhanced
OPP objective inputs
media reports
Three-Year Strategic Plan and Annual Plan Page 27 of 44
Office of the Public Protector
Budget
Annual Targets (OPP Level) Programme Delegation
OPP OPP Indicator at Allocation
Strategies - Outcome - OPP Level
Strategic Baseline
Beyond 2012+ 2012+ Secondary
Objective S/I Outcome Indicator Primary
(Cost, Quality, to complete to complete to complete Year
No.: No.: No.: 2008/9 Define Define
Elements of End Product / Quantity, by: by: by: (Responsible One
Long Term Actual (Responsible for Primary Secondary
the Strategy Service Compliance, 2009/10 2010/11 2011/12 for the " Input
Objective Produced Time) the "Output" / Role Role
into the 2009/10
"Outcome")
Output")
Robust To provide
engagements stakeholder
Evidence of a Comprehensive Integrated
To establish with Comprehensive plans to Exec
comprehensive Evidence of integrated stakeholder To achieve
strategic stakeholders integrated Programme 2 Support
integrated some stakeholder management quarterly Programmes 1,
1.4 partnerships 1.4.1 resulting in 1.4.1.1 stakeholder (Executive R715 000
stakeholder plan stakeholder management plan reviewed and annual 2&3
with OPP being management Support) To give inputs
implemented and plans in place plan and targets
stakeholders viewed as a plan approved to the OPP
enhanced implemented enhanced
value adding stakeholder
partner plan
An effective
Integrated Review and
integrated Approved Communicati Implementation
Communicatio external and enhancement
internal and communications ons of the integrated Programme 3
1.5 1.5.1 ns Strategy 1.5.1.1 internal of the R800 000
external plan framework strategy (Communications)
communication strategy
communications
s strategy
strategy
Three-Year Strategic Plan and Annual Plan Page 28 of 44
Office of the Public Protector
Budget
Annual Targets (OPP Level) Programme Delegation
OPP OPP Indicator at Allocation
Strategies - Outcome - OPP Level
Strategic Baseline
Beyond 2012+ 2012+ Secondary
Objective S/I Outcome Indicator to complete to complete to complete Primary
(Cost, Quality, Year
No.: No.: No.: 2008/9 by: by: by: Define Define
Elements of End Product / Quantity, (Responsible One
Long Term Actual 2009/10 2010/11 2011/12 (Responsible for Primary Secondary
the Strategy Service Compliance, for the " Input
Objective Produced Time) the "Output" / Role Role
into the 2009/10
"Outcome")
Output")
All complaints Completion of
Completion of Completion of
investigated targeted
No of targeted targeted
Review number of
investigations number of number of
To investigate 1 Own - turnaround investigations To achieve
completed within investigations investigations
alleged initiative times and within quarterly
2.1 2.1.1 2.1.1.1 approved within approved within approved Programme 1 R3 646 661
improper investigation establish approved and annual
timelines, agreed timelines, timelines,
conduct finalised and revised timelines, targets
standards and agreed agreed
1 systemic targets agreed
quality standards and standards and
investigation standards
quality quality
finalised and quality
To produce
To produce To produce quality
quality reports quality reports reports on
Reports signed on appropriate on appropriate appropriate
by PP investigations investigations investigations
To achieve
To produce signed by the signed by the signed by the
Published Gaps quarterly
2.2 reports on 2.2.1 2.2.1.1 Quarterly report PP PP PP Programme 1 R865 900
results identified and annual
investigations on the number of
targets
2. To ensure reports signed by Quarterly report Quarterly report Quarterly
that all PP on the number on the number report on the
allegations of of reports of reports number of
improper signed by PP signed by PP reports
conduct by the signed by PP
state and its
entities are
investigated,
reported on
and
appropriate Rectified and Evidence of Ensure
remedial action Evidence of Ensure Ensure To achieve
prevented remedial remedial
taken. To take remedial action remedial action remedial action quarterly
2.3 2.3.1 improper and 2.3.1.1 action taken action is Programme 1
remedial action taken and is taken and is taken and and annual
inappropriate and taken and
monitored monitored monitored targets
conduct monitored monitored
R383 811
Quarterly
To monitor the Compliance All To achieve
Quarterly report Quarterly report Quarterly report report on the
implementation with recommend- quarterly
2.4 2.4.1 2.4.1.1 on the on the on the imple- Programme 1
of recommend recommend- ations and annual
implementation implementation implementation mentation of
dations ations monitored targets
of recommend- of recommend- of recommend- recommend-
ations ations ations ations
Three-Year Strategic Plan and Annual Plan Page 29 of 44
Office of the Public Protector
Budget
Annual Targets (OPP Level) Programme Delegation
OPP OPP Indicator at Allocation
Strategies - Outcome - OPP Level
Strategic Baseline
Beyond 2012+ 2012+ Secondary
Objective S/I Outcome Indicator to complete to complete to complete Primary
(Cost, Quality, Year
No.: No.: No.: 2008/9 by: by: by: Define Define
Elements of End Product / Quantity, (Responsible One
Long Term Actual 2009/10 2010/11 2011/12 (Responsible for Primary Secondary
the Strategy Service Compliance, for the " Input
Objective Produced Time) the "Output" / Role Role
into the 2009/10
"Outcome")
Output")
To develop an
impact
100
assessment
information's
Annual report on methodology for Annual report Annual report
sessions
the impact of the the awareness on the impact of on the impact
conducted
awareness programme the awareness of the
To raise
programme programme awareness
awareness of Empowered To develop Programme 1
3.1 3.1.1 3.1.1.1 Annual report programme R2 320 347
the mandate of communities an impact (Outreach)
Year on year on the impact of Year on year
the OPP assessment
increase in the awareness increase in Year on year
methodology
outreach programme outreach increase in
3. To ensure for the
activities activities outreach
accessibility of awareness To achieve
Year on year activities
OPP services programme quarterly
increase in
to all persons and annual
outreach
and targets
activities
communities
Annual Annual To assist with
To take the Annual report
Increased Quarterly report report on the report on the ensuring
services of the 852 Clinics on the number Programme 1 Programme 3
3.2 3.2.1 presence of 3.2.1.1 on the number of number of number of maximum R2 097 438
OPP to conducted of clinics (Outreach) (Communication)
OPP clinics conducted clinics clinics publicity for
communities conducted
conducted conducted the initiative
Three-Year Strategic Plan and Annual Plan Page 30 of 44
Office of the Public Protector
Budget
Annual Targets (OPP Level) Programme Delegation
OPP OPP Indicator at Allocation
Strategies - Outcome - OPP Level
Strategic Baseline
Beyond 2012+ 2012+ Secondary
Objective S/I Outcome Indicator to complete to complete to complete Primary
(Cost, Quality, Year
No.: No.: No.: 2008/9 by: by: by: Define Define
Elements of End Product / Quantity, (Responsible One
Long Term Actual 2009/10 2010/11 2011/12 (Responsible for Primary Secondary
the Strategy Service Compliance, for the " Input
Objective Produced Time) the "Output" / Role Role
into the 2009/10
"Outcome")
Output")
MSP MSP
reviewed, MSP reviewed, MSP reviewed, reviewed,
Re-engineered MSP reviewed,
approved and approved and approved and approved and
Ensure and integrated approved and
implemented implemented implemented implemented To achieve
automation of business implemented To implement
quarterly Programme 1,2
4.1 business 4.1.1 processes, 4.1.1.1 Implementation Programme 3 (IT) the revised R8 210 374
Monitor and Monitor and Monitor and Monitor and and annual &3
systems and Stable and of the MSP plan
evaluate the evaluate the evaluate the evaluate the targets
processes reliable monitored and
imple- implementation implementation imple-
infrastructure evaluated
mentation of of the MSP of the MSP mentation of
the MSP the MSP
Ensure
Adherence to Ensure Ensure compliance to
applicable compliance to compliance to applicable
legislation, OPP compliant applicable applicable legislation To achieve To comply
policies and to all applicable legislation and legislation and and quarterly Programme 1,2 with policies
4.2.1 4.2.1.1 Programme 3 R4 840 000
corporate legislation and regulations e.g. regulations e.g. regulations and annual &3 and
4. To ensure governance regulations PFMA, PFMA, e.g. PFMA, targets procedures
the efficient principles and Treasury Treasury Treasury
and effective synergy regulations, etc regulations, etc regulations,
management/ etc
leadership of
the OPP Each
programme to
provide a
Ensure good Evidence of Organisationa To achieve report to
4.2 Organisational Organisational Programme 2
governance Organisational organisational l risk quarterly Programme 1,2 Security and
4.2.2 4.2.2.1 risk assessed risk assessed (Sec and Risk R420 000
risk managed risk assessed assessed and and annual &3 Risk on their
and managed and managed Management)
and managed managed targets actions to
monitor
identified
risks
Approved and
Evidence of implemented
Protection of security security Review of Review of
Review of policy Programme 2
assets and management management policy and policy and
4.2.3 4.2.3.1 and implement (Security and Risk R70 000
information policy reviewed strategy, implement implement
changes Management)
ensured and changes policy and changes changes
implemented procedure
manual
Three-Year Strategic Plan and Annual Plan Page 31 of 44
Office of the Public Protector
Budget
Annual Targets (OPP Level) Programme Delegation
OPP OPP Indicator at Allocation
Strategies - Outcome - OPP Level
Strategic Baseline
Beyond 2012+ 2012+ Secondary
Objective S/I Outcome Indicator to complete to complete to complete Primary
(Cost, Quality, Year
No.: No.: No.: 2008/9 by: by: by: Define Define
Elements of End Product / Quantity, (Responsible One
Long Term Actual 2009/10 2010/11 2011/12 (Responsible for Primary Secondary
the Strategy Service Compliance, for the " Input
Objective Produced Time) the "Output" / Role Role
into the 2009/10
"Outcome")
Output")
Each
programme to
To
provide a
consolidate
Clean audits Clean audits Gaps Clean audit Clean audit Clean audit Programme 1,2 report to
4.2.4 4.2.4.1 Programme 2 and ensure R1 100 000
maintained maintained identified maintained maintained maintained &3 Finance on
action plans
their actions
are effected
against audit
findings
Best practice Cost model
Draft cost Cost model Cost model
cost implemented, Cost model Programme 3
4.2.5 4.2.5.1 model reviewed and reviewed and Programme 2 No Budget
management reviewed and implemented (Finance)
completed enhanced enhanced
institutionalised enhanced
Ensure that
Ensure that the Ensure that the Ensure that the To provide
Organisational Evidence of Revised the
organisational organisational organisational support and
structure organisational organisational organisational Programme 3
4.3 structure is 4.3.1 4.3.1.1 structure is structure is guidance to
aligned to structure aligned structure structure is (HR)
aligned to the aligned to aligned to the
strategy to strategy implemented aligned to
strategy strategy strategy organisation
strategy
Ensure the
Monitor and Ensure the Ensure the
OPP Evidence of OPP Annual monitoring To report
evaluate the monitoring and monitoring and
performance performance reporting and Programme 1,2 quarterly on
4.4 overall 4.4.1 4.4.1.1 evaluation of evaluation of R400 000
aligned to monitored and currently in evaluation of &3 programme
institutional business business
mandate evaluated practice business performance
performance performance performance
performance
Ensure the
Ensure the
imple-
implementation Ensure the
Evidence of the mentation of
Ensure the of the Service implementation
implementation the Service To implement
imple- Aligning OPP Service Delivery of the Service
of the Service Delivery the Service
mentation of to the Service Delivery Charter Delivery Charter Programme 1,2
4.5 4.5.1 4.5.1.1 Delivery Charter Charter Delivery
the Service Delivery Charter &3
Charter in the
Delivery Charter adopted Review the Review the
Service Delivery Review the programme
Charter Service Service Delivery
Charter reviewed Service
Delivery Charter
Delivery
Charter
Charter
Monitor and
Institutionalise Organisational Organisational evaluate the
organisational memory, memory, KM and implementation To achieve
Review and Review and
memory, research and research and Research of the strategy Programme 3 quarterly
4.6 4.6.1 4.6.1.1 enhance enhance R500 000
research and knowledge knowledge strategy (KM) and annual
strategy strategy
knowledge products products approved Review and targets
products institutionalised institutionalised enhance the
strategy
Three-Year Strategic Plan and Annual Plan Page 32 of 44
Office of the Public Protector
Budget
Annual Targets (OPP Level) Programme Delegation
OPP OPP Indicator at Allocation
Strategies - Outcome - OPP Level
Strategic Baseline
Beyond 2012+ 2012+ Secondary
Objective S/I Outcome Indicator Primary
(Cost, Quality, to complete to complete to complete Year
No.: No.: No.: 2008/9 Define Define
Elements of End Product / Quantity, by: by: by: (Responsible One
Long Term Actual (Responsible for Primary Secondary
the Strategy Service Compliance, 2009/10 2010/11 2011/12 for the " Input
Objective Produced Time) the "Output" / Role Role
into the 2009/10
"Outcome")
Output")
Evidence of the
approval,
communication
Integrated HR
and
Best practice strategy HR policies To implement
Integrated HR implementation HR strategy and HR strategy To achieve
approach to approved and approved, the HR
strategy and of the HR policies and policies Programme 3 quarterly Programme 1,2
5.1 5.1.1 managing 5.1.1.1 adopted communicated policies in the R1 150 000
policies policies reviewed and reviewed and (HR) and annual &3
Human and respective
implemented enhanced enhanced targets
Resources HR policies implemented programmes
Evidence of HR
approved
strategy and
policies reviewed
and enhanced
Annual
performance
All
Instil a agreements Implementation Implementati
Performance Annual Implementation programmes
conducive signed and monitoring on and
management performance and monitoring to ensure
environment to of annual monitoring of Programme 1,2
5.2 5.2.1 instilled in the 5.2.1.1 agreements of annual performance R957 748
support a high Revised and performance annual &3
organisational aligned to performance management
performance approved agreements performance
ethos operational plans agreements culture in
culture performance agreements
5. To ensure a their business
management
high system
performance
culture by All
attracting and Ensure that the programmes
retaining Organisational Organisational Organisational Organisationa
organisational Organisational to ensure
highly core values Gaps and core values core values l core values
values are core values Programme 1,2 core
competent and 5.3 5.3.1 evidenced in 5.3.1.1 weaknesses evidenced in evidenced in evidenced in R300 000
displayed in the evidenced in the &3 organisational
skilled the behaviour identified the behaviour of the behaviour of the behaviour
behaviours of behaviour of staff values are
individuals of staff staff staff of staff
employees evidenced in
their business
Quarterly report
Annual report Annual report Annual report
on the imple-
on the on the on the imple-
mentation and
implementation implementation mentation
impact of the
and impact of and impact of and impact of
Wellness and
Further the Integrated the integrated the integrated
Disease Imple-
development, Wellness and Wellness and Wellness and
Management mentation of
review and Disease Disease Disease To achieve
Productive and Programme the approved
implementation Management Management Management Programme 3 quarterly
5.4 5.4.1 healthy 5.4.1.1 Wellness and R400 000
of the Programme Programme Programme (HR) and annual
employees Evidence of the Disease
Employee targets
Wellness and Management
Wellness Wellness and Wellness and Wellness and
Disease Programme
Programme Disease Disease Disease
Management
Management Management Management
Programme
Programme Programme Programme
having been
reviewed and reviewed and reviewed and
reviewed and
enhanced enhanced enhanced
enhanced
Three-Year Strategic Plan and Annual Plan Page 33 of 44
Office of the Public Protector
OFFICE OF THE PUBLIC PROTECTOR
(OPP)
ANNUAL PERFORMANCE PLAN (2009-2010)
Three-Year Strategic Plan and Annual Plan Page 34 of 44
Office of the Public Protector
Annual
Annual Performance Plan Budget
Targets Programme Delegation
OPP Indicator at 2009/10 Allocation
OPP (OPP Level)
Strategies - OPP Level
Outcome -
Strategic Beyond
2012+ to complete to complete to complete to complete
Objective 2012+ Outcome Indicator (Cost, Secondary
S/I No.: Primary by: by: by: by:
No.: No.: Quality, 2009/10 Year
End Product Define Define
Long Term Elements of Quantity, (Responsible One
/ Service (Responsible Primary Secondary 1 Apr to 1 Jul to 1 Oct to 1 Jan to
the Strategy Compliance, to complete or the " Input
Produced for the "Output" Role Role 30 Jun 30 Sep 31 Dec 31 Mar
Objective Time) by: into the 2009/10
/ "Outcome")
Output")
Ensure
international
Amendments
exchange Implemen
to
strategy International tation of
International
enhanced exchange revised
exchange
and strategy international
Evidence of strategy Quarterly
implemented reviewed exchange
international approved and report on
Compile the strategy
exchange implemented participation
Quarterly report Quarterly
strategy and impact of
report on report on Quarterly
enhancement Quarterly
participation Programme 2 Enhance participation report on
and imple- report on - AOA and
1.1.1.1 and impact (Executive and N/A and impact of participation R1 000 000
mentation participation IOI
of Support) implement and impact of
and impact of
international - AOA and
Quarterly - international
- AOA and exchange IOI - AOA and
reports on - AOA and human rights
IOI strategy IOI
participation IOI / ombudsman
- international
and impact workshops
- human rights - international
- international
international / ombudsman human rights
human rights
To enhance Increased human workshops / ombudsman
1. To be one / ombudsman
1.1 international 1.1.1 visibility and rights / workshops
of the leading workshops
participation participation ombudsman
Public
workshops
Protector
(Ombudsman)
institutions in
the world
Quarterly
Consolidated Consolidated Consolidated Consolidated
and Annual
quarterly quarterly quarterly annual report
consolidated
report on the report on the report on the on the
Quarterly and report on the To achieve
initiatives / initiatives / initiatives / initiatives /
annual initiatives/ Programme 2 annual and
1.1.1.2 N/A programmes programmes programmes programmes R300 000
consolidated programmes (Communications) quarterly
undertaken to undertaken to undertaken to undertaken to
reports undertaken targets
increase the increase the increase the increase the
to increase
publicity of publicity of publicity of publicity of
the publicity
OPP OPP OPP the OPP
of the OPP
To establish
Evidence of Timeous Minimum of 1 Minimum of 1 Minimum of 1 Minimum of 1
an effective Timeous and
timeous and and Programmes 1, 2 engagement engagement engagement engagement
1.2 relationship 1.2.1 qualitative 1.2.1.1 N/A R450 201
qualitative qualitative &3 per quarter per quarter per quarter per quarter
with organs of responses
responses responses
state
Three-Year Strategic Plan and Annual Plan Page 35 of 44
Office of the Public Protector
Annual
Annual Performance Plan Budget
Targets Programme Delegation
OPP Indicator at 2009/10 Allocation
OPP (OPP Level)
Strategies - OPP Level
Outcome -
Strategic Beyond
2012+ to complete to complete to complete to complete
Objective 2012+ Outcome Indicator (Cost, Secondary
S/I No.: Primary by: by: by: by:
No.: No.: Quality, 2009/10 Year
End Product Define Define
Long Term Elements of Quantity, (Responsible One
/ Service (Responsible Primary Secondary 1 Apr to 1 Jul to 1 Oct to 1 Jan to
the Strategy Compliance, to complete or the " Input
Produced for the "Output" Role Role 30 Jun 30 Sep 31 Dec 31 Mar
Objective Time) by: into the 2009/10
/ "Outcome")
Output")
Media
considers
To establish OPP a
Evidence of Media
the media as valued Implementati Implementati Implementati
media relations To achieve Approval of
a critical partner and on as per the on as per the on as per the
relations plan plan Programme 2 quarterly the media
1.3 partner for 1.3.1 in turn 1.3.1.1 approved approved approved R500 000
implemented approved (Communications) and annual relations plan
enhancing the produces plan plan plan
and and targets
work of the balanced and
enhanced implemented
OPP objective
media
reports
To provide
Robust Evidence of stakeholder
engagements an compre- Compre- plans to
To establish with hensive hensive Executive Adoption of
To achieve Finalisation
strategic stakeholders integrated integrated Programme 2 Support Identification Draft MOU for the
quarterly Programmes and imple-
1.4 partnerships 1.4.1 resulting in 1.4.1.1 stakeholder stakeholder (Executive of prioritized stakeholder R715 000
and annual 1, 2 & 3 mentation
with OPP being plan management Support) To give stakeholders stakeholders plan
targets
stakeholders viewed as a implemented plan inputs to the
value adding and approved OPP
partner enhanced stakeholder
plan
An effective An effective Integrated
Review
integrated integrated Approved external and Circulation for Finalisation
framework Adoption of
internal and internal and communicati internal Programme 2 inputs & and imple-
1.5 1.5.1 1.5.1.1 and draft the strategy R800 000
external external ons strategy communicati Communications comments mentation
strategy
communications communicati ons strategy
strategy ons strategy
Three-Year Strategic Plan and Annual Plan Page 36 of 44
Office of the Public Protector
Annual
Annual Performance Plan Budget
Targets Programme Delegation
OPP Indicator at 2009/10 Allocation
OPP (OPP Level)
Strategies - OPP Level
Outcome -
Strategic Beyond
2012+
Objective 2012+ Outcome Indicator (Cost, Secondary to complete to complete to complete to complete
S/I No.: Primary
No.: No.: Quality, 2009/10 by: by: by: by: Year
End Product Define Define
Long Term Elements of Quantity, (Responsible 1 Apr to 1 Jul to 1 Oct to 1 Jan to One
/ Service (Responsible Primary Secondary
the Strategy Compliance, to complete or the " Input 30 Jun 30 Sep 31 Dec 31 Mar
Produced for the "Output" Role Role
Objective Time) by: into the 2009/10
/ "Outcome")
Output")
All complaints Completion of
No of
investigated targeted
investigations
number of
completed 12 12 12 12
To investigate 1 Own- investigations To achieve
within investigations investigations investigations investigations
alleged initiative within quarterly
2.1 2.1.1 2.1.1.1 approved Programme 1 per per per per R3 646 661
improper investigation approved and annual
timelines, investigator investigator investigator investigator
conduct finalised and timelines, targets
agreed per month per month per month per month
1 systemic agreed
standards
investigation standards
and quality
finalised and quality
To produce
quality
2. To ensure reports on
that all Reports
appropriate
allegations signed by PP
investigations Quarterly Quarterly Quarterly Quarterly
of improper To achieve
To produce signed by the report on the report on the report on the report on the
conduct by Published Quarterly quarterly
2.2 reports on 2.2.1 2.2.1.1 PP Programme 1 number of number of number of number of R865 900
the state and results report on the and annual
investigations reports reports reports reports
its entities number of targets
Quarterly signed by PP signed by PP signed by PP signed by PP
are reports
report on the
investigated, signed by PP
number of
reported on reports
and signed by PP
appropriate
remedial
action taken Evidence of Ensure Ensure Ensure Ensure Ensure
Rectified and remedial remedial remedial remedial remedial remedial
To achieve
To take prevented action taken action is action is action is action is action is
quarterly
2.3 remedial 2.3.1 improper and 2.3.1.1 and taken and Programme 1 taken and taken and taken and taken and
and annual
action inappropriate monitored monitored monitored monitored monitored monitored
targets
conduct
R383 811
To monitor Quarterly Quarterly Quarterly Quarterly Quarterly Quarterly
the Compliance report on the report on the To achieve report on the report on the report on the report on the
implementatio with imple- imple- quarterly imple- imple- imple- imple-
2.4 2.4.1 2.4.1.1 Programme 1
n of recommend- mentation of mentation of and annual mentation of mentation of mentation of mentation of
recommen- ations recommend recommend targets recommend- recommend- recommend- recommend-
dations dations dations ations ations ations ations
Three-Year Strategic Plan and Annual Plan Page 37 of 44
Office of the Public Protector
Annual
Annual Performance Plan Budget
Targets Programme Delegation
OPP Indicator at 2009/10 Allocation
OPP (OPP Level)
Strategies - OPP Level
Outcome -
Strategic Beyond
2012+
Objective 2012+ Outcome Indicator (Cost, Secondary
S/I No.: Primary to complete to complete to complete to complete
No.: No.: Quality, 2009/10 Year
End Product Define Define by: by: by: by:
Long Term Elements of Quantity, (Responsible One
/ Service (Responsible Primary Secondary 1 Apr to 1 Jul to 1 Oct to 1 Jan to
the Strategy Compliance, to complete or the " Input
Produced for the "Output" Role Role 30 Jun 30 Sep 31 Dec 31 Mar
Objective Time) by: into the 2009/10
/ "Outcome")
Output")
To develop
an impact
assessment
Annual report methodology Quarterly
on the impact for the report on the
of the awareness number of
awareness programme Quarterly Quarterly Quarterly sessions
To raise
programme report on the report on the report on the conducted
awareness of Empowered Programme 1
3.1 3.1.1 3.1.1.1 Annual number of number of number of R2 320 347
the mandate communities (Outreach)
Year on year report on the sessions sessions sessions Annual report
of the OPP
increase in impact of the conducted conducted conducted on the impact
3. To ensure outreach awareness of the
accessibility activities programme awareness
To achieve
of OPP programme
annual and
services to Year on year
quarterly
all persons increase in
targets
and outreach
communities activities
Quarterly Quarterly Quarterly Quarterly
report on the report on the report on the report on the
To assist
number of number of number of number of
To take the Quarterly Annual with
Increased Programme 3 clinics clinics clinics clinics
services of report on the report on the Programme 1 ensuring
3.2 3.2.1 presence of 3.2.1.1 (Communi- conducted conducted conducted conducted R2 097 438
the OPP to number of number of (Outreach) maximum
OPP cation)
communities clinics clinics publicity for
Minimum of Minimum of Minimum of Minimum of
conducted conducted the initiative
249 clinics 249 clinics 249 clinics 249 clinics
conducted conducted conducted conducted
Three-Year Strategic Plan and Annual Plan Page 38 of 44
Office of the Public Protector
Annual
Annual Performance Plan Budget
Targets Programme Delegation
OPP Indicator at 2009/10 Allocation
OPP (OPP Level)
Strategies - OPP Level
Outcome -
Strategic Beyond
2012+ to complete to complete to complete to complete
Objective 2012+ Outcome Indicator (Cost, Secondary
S/I No.: Primary by: by: by: by:
No.: No.: Quality, 2009/10 Year
End Product Define Define
Long Term Elements of Quantity, (Responsible One
/ Service (Responsible Primary Secondary 1 Apr to 1 Jul to 1 Oct to 1 Jan to
the Strategy Compliance, to complete or the " Input
Produced for the "Output" Role Role 30 Jun 30 Sep 31 Dec 31 Mar
Objective Time) by: into the 2009/10
/ "Outcome")
Output")
MSP
MSP
reviewed,
Re- reviewed,
approved
engineered approved
and
Ensure and and
implemented To achieve To
automation of integrated implemented Quarterly Quarterly Quarterly Quarterly
quarterly Programme implement
4.1 business 4.1.1 business 4.1.1.1 Programme 3 (IT) report on the report on the report on the report on the R8 210 374
Implemen and annual 1,2 & 3 the revised
systems and processes, Monitor and MSP projects MSP projects MSP projects MSP projects
tation of the targets plan
processes Stable and evaluate the
MSP
reliable imple-
monitored
infrastructure mentation of
and
the MSP
evaluated
Ensure Ensure Ensure Ensure Ensure
Adherence to compliance compliance to compliance to compliance to compliance to
applicable OPP to applicable applicable applicable applicable applicable
legislation, compliant to legislation To achieve To comply legislation legislation legislation legislation
policies and all applicable and quarterly Programme with policies and and and and
4.2.1 4.2.1.1 Programme 3 R4 840 000
corporate legislation regulations and annual 1,2 & 3 and regulations regulations regulations regulations
4. To ensure
governance and e.g. PFMA, targets procedures e.g. PFMA, e.g. PFMA, e.g. PFMA, e.g. PFMA,
the efficient
principles regulations Treasury Treasury Treasury Treasury Treasury
and effective
and synergy regulations, regulations, regulations, regulations, regulations,
management
etc etc etc etc etc
/ leadership
of the OPP
Each
programme
Ensure good Evidence of to provide a Consolidated Consolidated Consolidated Consolidated
4.2 Organisation
governance Organisation To achieve report to quarterly quarterly quarterly quarterly
Organisation al risk Programme 2
al risk quarterly Programme Security and report on the report on the report on the report on the
4.2.2 al Risk 4.2.2.1 assessed (Security and Risk R420 000
assessed and annual 1,2 & 3 Risk on their monitoring of monitoring of monitoring of monitoring of
Managed and Management)
and targets actions to identified identified identified identified
managed
managed monitor risks risks risks risks
identified
risks
Evidence of
security
Protection of Review of Review policy
management Programme 2
assets and policy and Quarterly Quarterly Quarterly and
4.2.3 4.2.3.1 policy (Security and Risk R70 000
information implement report report report implement
reviewed and Management)
ensured changes changes
changes
implemented
Three-Year Strategic Plan and Annual Plan Page 39 of 44
Office of the Public Protector
Annual
Annual Performance Plan Budget
Targets Programme Delegation
OPP Indicator at 2009/10 Allocation
OPP (OPP Level)
Strategies - OPP Level
Outcome -
Strategic Beyond
2012+ to complete to complete to complete to complete
Objective 2012+ Outcome Indicator (Cost, Secondary
S/I No.: Primary by: by: by: by:
No.: No.: Quality, 2009/10 Year
End Product Define Define
Long Term Elements of Quantity, (Responsible One
/ Service (Responsible Primary Secondary 1 Apr to 1 Jul to 1 Oct to 1 Jan to
the Strategy Compliance, to complete or the " Input
Produced for the "Output" Role Role 30 Jun 30 Sep 31 Dec 31 Mar
Objective Time) by: into the 2009/10
/ "Outcome")
Output")
Each
programme
To Quarterly Quarterly Quarterly Quarterly
to provide a
consolidate report on the report on the report on the report on the
Clean audits Clean audits Clean audit Programme report to
4.2.4 4.2.4.1 Programme 3 and ensure action plan action plan action plan action plan R1 100 000
maintained maintained maintained 1,2 & 3 Finance on
action plans against the against the against the against the
their actions
are effected audit findings audit findings audit findings audit findings
against audit
findings
Quarterly Quarterly Quarterly Quarterly
Best practice Cost model report on the report on the report on the report on the
cost implemented, Cost model Programme 3 expenditure expenditure expenditure expenditure
4.2.5 4.2.5.1 No Budget
management reviewed and implemented (Finance) on budget vs. on budget vs. on budget vs. on budget vs.
institutionalised enhanced actual per line actual per line actual per line actual per line
item per BU item per BU item per BU item per BU
Ensure that Ensure that
Evidence of To provide
the Organisation the
organisationa support and Imple- Imple- Imple- Imple-
organisational al structure organisation Programme 3
4.3 4.3.1 4.3.1.1 l structure Programme 2 guidance to mentation mentation mentation mentation
structure is aligned to al structure (HR)
aligned to the
aligned to strategy is aligned to
strategy organisation
strategy strategy
Ensure Ensure Ensure Ensure
Evidence of Ensure the quarterly quarterly quarterly quarterly
Monitor and
OPP OPP monitoring To report monitoring monitoring monitoring monitoring
evaluate the
performance performance and Programme quarterly on and and and and
4.4 overall 4.4.1 4.4.1.1 Programme 2 R400 000
aligned to monitored evaluation of 1,2 & 3 programme evaluation of evaluation of evaluation of evaluation of
institutional
mandate and business performance the the the the
performance
evaluated performance organisation's organisation's organisation's organisation's
annual plan annual plan annual plan annual plan
Ensure the Ensure the Ensure the Ensure the
Evidence of Ensure the
quarterly quarterly quarterly quarterly
the imple- imple-
imple- imple- imple- imple-
mentation of mentation of To
Ensure the mentation of mentation of mentation of mentation of
Aligning OPP the Service the Service implement
imple- the Service the Service the Service the Service
to the Delivery Delivery the Service
mentation of Programme Delivery Delivery Delivery Delivery
4.5 4.5.1 Service 4.5.1.1 Charter Charter Programme 2 Delivery
the Service 1,2 & 3 Charter Charter Charter Charter
Delivery Charter in
Delivery
Charter Service Review the the
Charter Review the Review the Review the Review the
Delivery Service programme
Service Service Service Service
Charter Delivery
Delivery Delivery Delivery Delivery
reviewed Charter
Charter Charter Charter Charter
Three-Year Strategic Plan and Annual Plan Page 40 of 44
Office of the Public Protector
Annual
Annual Performance Plan Budget
Targets Programme Delegation
OPP Indicator at 2009/10 Allocation
OPP (OPP Level)
Strategies - OPP Level
Outcome -
Strategic Beyond
2012+ to complete to complete to complete to complete
Objective 2012+ Outcome Indicator (Cost, Secondary
S/I No.: Primary by: by: by: by:
No.: No.: Quality, 2009/10 Year
End Product Define Define
Long Term Elements of Quantity, (Responsible One
/ Service (Responsible Primary Secondary 1 Apr to 1 Jul to 1 Oct to 1 Jan to
the Strategy Compliance, to complete or the " Input
Produced for the "Output" Role Role 30 Jun 30 Sep 31 Dec 31 Mar
Objective Time) by: into the 2009/10
/ "Outcome")
Output")
Monitor and Quarterly Quarterly Quarterly Quarterly
Integrated
evaluate the report on the report on the report on the report on the
Institutionalise Organisational strategy on
imple- imple- imple- imple- imple-
organisational memory, organisa To achieve
mentation of mentation of mentation of mentation of mentation of
memory, research and tional Programme 3 quarterly
4.6 4.6.1 4.6.1.1 the strategy the the the the R500 000
research and knowledge memory, (KM) and annual
Knowledge Knowledge Knowledge Knowledge
knowledge products research and targets
Review and Management Management Management Management
products institutionalised knowledge
enhance the and Research and Research and Research and Research
products
strategy Strategy Strategy Strategy Strategy
Three-Year Strategic Plan and Annual Plan Page 41 of 44
Office of the Public Protector
Annual
Annual Performance Plan Budget
Targets Programme Delegation
OPP Indicator at 2009/10 Allocation
OPP (OPP Level)
Strategies - OPP Level
Outcome -
Strategic Beyond
2012+
Objective S/I 2012+ Outcome Indicator (Cost, Secondary
No.: No.: No.: Quality, Primary to complete to complete to complete
End Product 2009/10 to complete Year
Long Term Elements of Quantity, Define Define by: by: by:
/ Service (Responsible by: One
the Strategy Compliance, (Responsible Primary Secondary 1 Apr to 1 Jul to 1 Oct to
Produced to complete or the " Input 1 Jan to
Objective Time) for the "Output" Role Role 30 Jun 30 Sep 31 Dec
by: into the 31 Mar 2009/10
/ "Outcome")
Output")
Approved ,
communicati
on and imple-
mentation of
Integrated HR Best practice HR policies To implement Quarterly Quarterly Quarterly Quarterly
the HR To achieve
strategy and approach to approved, the HR monitoring and monitoring and monitoring and monitoring and
policies Programme 3 quarterly Programme
5.1 policies 5.1.1 managing 5.1.1.1 communicated policies in the report on the reporting on the reporting on the reporting on the R1 150 000
(HR) and annual 1,2 & 3
implemented Human and respective implementation implementation implementation implementation
Evidence of targets
Resources implemented programmes of HR policies of HR policies of HR policies of HR policies
HR strategy
and policies
reviewed and
enhanced
Finalise final
5. To ensure assessments
a high for the
performance
previous Quarterly
culture by Instil a Signed Signed All performance report on the
attracting Quarterly
conducive Performance annual annual programmes cycle review of Quarterly
and retaining report on the
environment management performance performance to ensure (2008/9) performance Communicatio
highly Programme Finalised
5.2 to support a 5.2.1 instilled in the 5.2.1.1 agreements agreements performance agreements n of the final R957 748
competent 1,2 & 3 interim
high organisational aligned to aligned to management All in terms of assessment
and skilled performance
performance ethos operational operational culture in their Performance the quality process
individuals assessments
culture plans plans business agreements and
signed for the alignment.
2009/10
performance
cycle
All Review code
Ensure that
Organisation programmes of conduct
the Organisation Organisational
al core to ensure Organisational
organisational al core core values Report on the
values core Ensure Values core values
values are values displayed Programme impact of the
5.3 5.3.1 displayed 5.3.1.1 organisational values are workshop evidenced in R300 000
displayed in displayed in in the 1,2 & 3 values
in the values are incorporated conducted the behaviour
the the behaviour behaviour workshop
behaviour of evidenced in in the of staff
behaviours of of staff of staff
staff their performance
employees
business plans
Three-Year Strategic Plan and Annual Plan Page 42 of 44
Office of the Public Protector
Annual
Annual Performance Plan Budget
Targets Programme Delegation
OPP Indicator at 2009/10 Allocation
OPP (OPP Level)
Strategies - OPP Level
Outcome -
Strategic Beyond
2012+
Objective S/I 2012+ Outcome Indicator (Cost, Secondary
No.: No.: No.: Quality, Primary to complete to complete to complete
End Product 2009/10 to complete Year
Long Term Elements of Quantity, Define Define by: by: by:
/ Service (Responsible by: One
the Strategy Compliance, (Responsible Primary Secondary 1 Apr to 1 Jul to 1 Oct to
Produced to complete or the " Input 1 Jan to
Objective Time) for the "Output" Role Role 30 Jun 30 Sep 31 Dec
by: into the 31 Mar 2009/10
/ "Outcome")
Output")
Quarterly
report on the Annularly
imple- report on the
mentation imple-
and impact of mentation
Quarterly Quarterly Quarterly Quarterly
Further the Wellness and impact of
report on the report on the report on the report on the
development, and Disease the Wellness
imple- imple- imple- imple-
review and Management and Disease To achieve
Productive mentation mentation mentation mentation
implementatio Programme Management Programme 3 quarterly
5.4 5.4.1 and healthy 5.4.1.1 and impact of and impact of and impact of and impact of R400 000
n of the Programme (HR) and annual
employees the Wellness the Wellness the Wellness the Wellness
Employee Evidence of targets
and Disease and Disease and Disease and Disease
Wellness the Wellness Wellness and
Management Management Management Management
Programme and Disease Disease
Programme Programme Programme Programme
Management Management
Programme Programme
having been reviewed and
reviewed and enhanced
enhanced
Three-Year Strategic Plan and Annual Plan Page 43 of 44
Office of the Public Protector
PART 5
5.1 CONCLUSION
1. We remain steadfast in fulfilling our mandate in strengthening constitutional democracy. We will
continue to ensure that we add value to our stakeholders.
2. Some of the remaining challenges can be summarised as follows:
2.1 To continue to strenghthen our relationship with our stakeholders
2.2 To optimise and prioritise the utilisation of financial resources;
2.3 To continually review and improve internal business processes to be in line
with best international practices;
2.4 To continue to improve efficiency in organs of state;
2.5 To further improve and reduce turnaround times in the finalisation of
investigations;
2.6 To continue to attract and retain skilled personnel; and
2.7 To continue to reach out to the 44 million citizens.
3. The strategic plan is by nature a living document, we are certain that it will mature and grow as
we move forward. Although this year marks the end of my term, I am certain that the
management team and staff of the OPP will remain unified and committed in maintaining and
sustaining the constitutional mandate of the OPP.
Three-Year Strategic Plan and Annual Plan Page 44 of 44
