The Corporate Strategy
and
Business Plan
March 2004
Table of Contents
Abbreviations
CSF |
- |
Critical Success Factors |
DOJ |
- |
Department of Justice |
HRC |
- |
Human Rights Commission |
ICD |
- |
Independent Complaints Directorate |
IS |
- |
Information Systems |
IT |
- |
Information Technology |
KPI |
- |
Key Performance Indicators |
NDPP |
- |
National Directorate of Public Prosecutions |
NT |
- |
National Treasury |
OPP |
- |
Office of the Public Protector |
PAJA |
- |
Promotion of Administrative Justice Act |
PDA |
- |
Protected Disclosure Act |
PFMA |
- |
Public Finance Management Act |
PMS |
- |
Performance Management System |
PP |
- |
Public Protector |
PPA |
- |
Public Protector Act |
PSC |
- |
Public Service Commission |
PRO |
- |
Public Relations Officer |
PSCA |
- |
Public Service Commission Act |
PPCS |
- |
Public Protector Case Management System |
SAPS |
- |
South African Police Services |
SDI |
- |
Service Delivery Indicators |
SDS |
- |
Service Delivery Standards |
SITA |
- |
State Information Technology Agency |
SIU |
- |
Special Investigating Unit |
SLA |
- |
Service Level Agreement |
SRAs |
- |
Strategic Result Areas |
2.1. The South African Office of the Public Protector (OPP) was established in 1995 in terms of Chapter Nine of the Constitution of the Republic of South Africa Act, No. 108 of 1996. Its additional mandate is further provided for in the Public Protector Act, No. 23 of 1994, as amended. The primary objective of Chapter Nine institutions, including the OPP, is to strengthen constitutional democracy. The OPP fulfils its mandate by investigating, on own initiative or on receipt of complaints from aggrieved persons, allegations of improper conduct by organs of state. The OPP has the power to report and recommend remedial action.
2.2. The core business of the OPP is 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 impropriety or prejudice;
2.2.1. To mediate, negotiate, conciliate, report and recommend remedial actions.
2.3 The OPP does not have a single document containing a clearly defined strategic plan. OPP is currently confronted with a number of issues including the following:
2.3.1. In terms of core business, there has been an emphasis on getting redress for complaints, rather than identifying the root causes of the problem to reduce the probability of future recurrence;
2.3.2. OPP has been operating without clearly documented and approved internal policies and procedures;
2.3.3. The investigation function has reflected an emphasis on writing letters to request appropriate information, instead of utilising the powers provided by the Public Protector Act to physically get the appropriate information from the relevant organs of state;
2.3.4. The offices of the Public Protector are mainly located in the main cities and towns, thereby not accessible to the poorest of the poor;
2.3.5. The role of OPP is not fully understood by some government bodies;
2.3.6. The internal processes and Information Technology systems are not adequate to support the organisational needs; and
2.3.7. Staff uncertainty about inter alia the interpretation and implementation of the OPP’s mandate, and salary discrepancies, resulting in low morale.
2.4. The challenges presented above, render some inefficiencies for OPP which are undesirable for an organisation whose main function is to assist other organs of state to become more efficient and effective. As such, it has become necessary for OPP to define a strategic plan so as to:
2.4.1. Clearly formulate and document a common purpose;
2.4.2. Ensure that the mandate and functions of OPP are well understood by staff and stakeholders;
2.4.3. Ensure particular focus on core services that make an impact on the poorest of the poor;
2.4.4. Ensure services are delivered in the most efficient and effective way;
2.4.5. Define key focus areas and strategic objectives;
2.4.6. Define an action plan to deliver on the objectives defined;
2.4.7. Focus on core services that make an impact on the poorest of the poor;
2.4.8. Be able to make significant contributions to formulation or amendments of Government policies, by making quality recommendations;
2.4.9. Negotiate, mediate and conciliate parties;
2.4.10. Communicate strategic business plan to all stakeholders; and
2.4.11. Implement a proper Performance Management system linked to achievement of strategic objectives.
2.5. The OPP strategic process will not be a static once off process. The intention is to introduce a strategic management culture within the organization, where no initiative will be entertained if they are not linked to the OPP strategic objectives.
3.1. This OPP strategic plan was developed through inputs received from both management and subsequent inputs by staff of OPP. The process followed the steps as outlined in the diagram below.
3.2. The aim is to understand the current state, A, and to plot a way to move to a desired future state, B. To get to B, the external environment needs to be understood clearly. The thinking thus shifts to the future environment that the organisation will operate in. This environment is broken down into political, economic, social, technological, environmental and legal impact spheres.
3.3. This leads to the detailed analysis of the stakeholders to identify their needs. The understanding leads to a discussion on the vision, asking where the organisation will be in a selected period in time and when it will arrive there. The next strategic issue is the reason for the existence, which culminates into the mission statement, giving the purpose for doing business. The considerations up to this point indicate the desired state of the organisation.
3.4. Next, the current state is considered, and gaps are identified leading to identification of key strategic result areas (SRAs). The major outcomes of the SRAs are defined resulting in objectives to close the gap and facilitate the process of defining the action plan.
4.1. The vision of the OPP describes its future intent, and has the tone of growth and success. It will lead the OPP to greater harmony in collaboration with individuals and teams within the organisation. By 2010, OPP has as a vision:
To be efficient, effective, accessible and assist all organs of state to establish and maintain good governance.
4.2. The vision underwrites the following:
4.2.1. To be efficient:
4.2.1.1. Internal focus within OPP, with services that are:
4.2.1.1.1. Informed;
4.2.1.1.2. Timeous; and
4.2.1.1.3. Of the highest quality standards.
4.2.1. To be effective:
4.2.2. To be accessible:
4.2.2.1. All South Africans will know about OPP;
4.2.2.2. OPP will be visible; and
4.2.2.3. Reach out to the poorest of the poor.
4.2.3. To assist all organs of state:
4.2.3.1. OPP has little control over the full achievement of corporate governance; therefore the word "assist" is used. The role of OPP is to assist organs of state to improve service delivery through mediation, negotiation and conciliation and recommend remedial action; and
4.2.3.2. ‘Organs of state’ is not limited only to organs of state as defined in s.239 of the Constitution, but includes inter alia government departments, agencies, public entities, parastatals and persons or bodies performing a public function.
4.2.4 To establish and maintain good governance:
4.2.4.1 Establish:
4.2.4.1.1 OPP will assist in the creation of good governance.
4.2.4.2 Maintain:
4.2.4.2.1 OPP will assist in good governance.
4.2.4.3 Good governance:
Mission Statement
5.1. The mission of OPP that supports the Vision states:
We are committed to independently and impartially investigate, on own initiative or on receipt of complaints and report on improper or unfair conduct by organs of state, thereby facilitating fair and equitable remedial actions, thus assisting parliament in strengthening constitutional democracy.
5.2. The mission statement clarifies why OPP exists.
5.3. The Mission statement is derived from the Mandate of OPP, which is defined in the Constitution of South African, Section 182 of Chapter 9 as:
5.3.1. 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 impropriety or prejudice;
5.3.2. To report on that conduct; and
5.3.3. To take appropriate remedial action.
5.4. The investigations are carried out at the level of National, Provincial, and Local government.
5.5. The Public Protector Act (Section 6(5)) further clarifies the mandate by extending the jurisdiction to include any institution in which the state is the majority shareholder or any Public entity as defined by PFMA.
5.6. In terms of the Public Protector Act, the following may be investigated:
5.6.1. Maladministration;
5.6.2. Abuse of power;
5.6.3. Improper conduct; and
5.6.4. Undue delay.
6.1 OPP has identified the external environment within which it operates to ensure full awareness of the influences on its future organisational environment. The external environment is assessed according to the following factors:
6.1.1. Political
6.1.2. Economical
6.1.3. Social
6.1.4. Technological
6.1.5. Environmental
6.1.6. Legal framework
Opportunities |
Threats |
6.2.5. The Constitution, in terms of which the OPP is established, is the Supreme Law of the Country;
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6.3. Economical Factors
Opportunities |
Threats |
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6.4. Social Factors
Opportunities |
Threats |
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6.5. Technological Factors
Opportunities |
Threats |
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6.6. Environmental Factors
Opportunities |
Threats |
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6.7. Legal Factors
Opportunities |
Threats |
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7.1. OPP’s primary functions are performed to enhance constitutional democracy through investigations, mediations, negotiations and conciliations that are triggered by external parties or by own initiative. The PP is the protector of the public interest as opposed to the public only. Therefore, OPP does not have customers like other organisations whose focus is on delivering service directly to the end customers. Below is the stakeholders of the OPP.
7.2.1. These are those who trigger the OPP service. Although the service is not performed on behalf of these stakeholders, but they are kept informed of the progress of the case. The following are initiators:
7.2.1.1. Organs of State;
7.2.1.2. Public;
7.2.1.3. Parliament;
7.2.1.4. Public Servants;
7.2.1.5. Private Sector;
7.2.1.6. Political Parties; and
7.2.1.7. Media.
7.2.2. The main reasons why these stakeholders would approach the OPP are the following:
7.2.2.1. The need for efficient, proper & fair administration by organs of state;
7.2.2.2. Speedy resolution to problems; and
7.2.2.3. To succeed where everyone else have failed.
7.2.3. OPP has an obligation to report its findings to Parliament or organs of state as the case may be, and where necessary mediate, negotiate, conciliate and recommend remedial actions.
7.3.1. OPP has defined the following as their partners:
7.3.1.1. The Human Rights Commission;
7.3.1.2. The Commission for the Promotion and Protection of the Rights of Cultural, Religious and Linguistic Communities;
7.3.1.3. The Commission for Gender Equality;
7.3.1.4. The Auditor General;
7.3.1.5. The Electoral Commission;
7.3.1.6. Public Service Commission;
7.3.1.7. Organs of State;
7.3.1.8. Independent Complaints Directorate;
7.3.1.9. National Prosecuting Authority;
7.3.1.10. Consumer Affairs;
7.3.1.11. Special Investigating Unit;
7.3.1.12. Oversight and Complaints handling institutions; and
7.3.1.13. House of Traditional Leaders.
7.3.2. The first five in the above list of organisations are institutions created under Chapter 9 of the Constitution with also a primary focus of protecting and promoting constitutional democracy. OPP has signed a Memorandum of Understanding with the Human Rights Commission and the Public Service Commission to ensure that there is no duplication of their functions.
7.3.3. These organisations expect the following from the OPP:
7.3.3.1. Understanding of the respective mandates
7.3.3.2. Build Co-operative relations (contextual)
7.3.3.3. Co-operative investigation (operational)
7.3.3.4. Efficient Referrals and Feedback
7.4.1. OPP has defined the following as those who refer people to their offices and facilitate the rendering of services:
7.4.1.1. Non Governmental Organisations;
7.4.1.2. Legal Aid clinics;
7.4.1.3. Lawyers;
7.4.1.4. Politicians;
7.4.1.5. Public Servants;
7.4.1.6. Media;
7.4.1.7. Community Based Organisations; and
7.4.1.8. House of Traditional Leaders.
7.4.2. These organizations expect OPP to be impartial and to perform proper investigations. There are tendencies however for improper use of the OPP in the following areas:
7.4.2.1. Some lawyers tend to use OPP to transfer their workload or relieve their failures; and
7.4.2.2. Some politicians expect the OPP to take their sides.
7.4.3.
The media will in most instances look for stories that are news worthy and tend to sensationalise some matters.
7.5.1 OPP has defined the following as those that can influence the organisation either positively or negatively:
7.5.1.1. Parliament;
7.5.1.2. Public; and
7.5.1.3. Media.
7.5.2 The influencers expect the following from the OPP:
7.5.2.1. Prompt and timely adequate reports,
7.5.2.2. Implementation of recommendations that are realistic, achievable and accurate;
7.5.2.3. Prompt investigations and remedial action;
7.5.2.4. Transparency and fairness of investigations;
7.5.2.5. Co-operative issue of un-qualified reports; and
7.5.2.6. Negotiate, mediate and conciliate.
7.5.3. The needs of the influencers are the following:
7.5.3.1. Feedback on effectiveness of governance;
7.5.3.2. Ensure that justice is done;
7.5.3.3. Obtain full details to report responsibly; and
7.5.3.4. Fairness.
8.1. In order to realise the Vision and the Mission, the OPP internal environment is assessed in terms of the weaknesses and strengths to establish the extent to which the strategy can be executed. The internal environment is assessed using the following:
8.1.1. Organisational Strategy;
8.1.2. Organisational Structure;
8.1.3. Processes;
8.1.4. Information Technology;
8.1.5. Performance Management;
8.1.6. People; and
Strengths |
Weaknesses |
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Strengths |
Weaknesses |
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8.3.5.
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8.4. Processes:
Strengths |
Weaknesses |
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Strengths |
Weaknesses |
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Strengths |
Weaknesses |
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Strengths |
Weaknesses |
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Strengths |
Weaknesses |
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9.1. OPP identified the Strategic Result Areas (SRAs) where the organisation will focus its energies and activities to achieve its strategic intent. For each SRA, the following is defined:
9.1.1. Outcome – The impact created upon successful achievement of the SRA.;
9.1.2. Key Performance indicator (KPI) - Indicates extent to which an SRA has been achieved; and
9.1.3. Critical Success Factor (CSF) – Factors that should be performed (dependencies) to ensure the achievement of the SRA.
9.2. The SRAs for OPP are:
9.2.1. Outreach Programme:
The outreach programme SRA supports the vision by ensuring visibility and the services of the OPP will be accessible to all.
Outcome |
KPI |
CSF |
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9.2.2. Efficient and effective investigations:
Efficient and effective investigations SRA supports the Vision and Mission by ensuring that OPP performs investigations in accordance with prescribed mandate.
Outcome |
KPI |
CSF |
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(a) 5% within 2 weeks (b) 30% within 3-6 months (c) 60% within 6-12 months (d) 5% within 12-18 months |
; ; |
9.2.3. Improved Administrative Support:
Improved Administrative Support SRA supports the vision in that it ensures that the internal operations of the organisation in terms of: strategy, people technology and processes are efficient.
Outcome |
KPI |
CSF |
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10.1. Strategic objectives define what needs to be achieved in order to fulfil the strategic results areas of the Organisation. The word objective implies a specific, measurable point in time and space. For each SRA, the following are the objectives:
10.2. SRA 1: Outreach Programme - Objectives:
10.2.1. To identify, establish and maintain visiting points;
10.2.2. To conduct clinics;
10.2.3. Where needs be, establish regional and satellite offices; and
10.2.4. To conduct public awareness campaigns.
10.3. SRA 2: Efficient and effective investigations - Objectives
10.3.1. To implement service delivery indicators;
10.3.2. To identify Systemic Investigations (i.e. to look at the root causes or number of similar cases);
10.3.3. To identify, classify investigations into projects and assign timeframes and cost;
10.3.4. Creation of precedent system (i.e. for reference knowledge base);
10.3.5. To establish a mechanism to identify own initiative investigations not flowing from existing complaints;
10.3.6. To improve investigative skills;
10.3.7. To deal with backlogs (previous volumes of work that has accumulated);
10.3.8. To document all processes and phases in the investigation cycle; and
10.3.9. Regular and prompt reporting and recommendations, while still relevant.
10.4. SRA 3:Improve Administrative Support - Objectives
10.4.1. To have an effective and uniform IT and IS infrastructure to support OPP;
10.4.2. To formulate both internal and external communication strategies;
10.4.3. To formulate and implement organisational policies and procedures;
10.4.4. To improve people management through change management (i.e. soft issues);
10.4.5. To design and implement a proper Performance Management System;
10.4.6. To deal with hybrid employment environment (DOJ and OPP);
10.4.7. To reduce the level of non-core functions currently performed by investigators;
10.4.8. To develop a Web site;
11.1. For each objective, initiatives are defined. The initiatives are meant to counter weaknesses and threats and to translate the strategy into workable manageable action plan. The following initiatives have been defined for the implementation of the OPP strategic plan.
11.2. For each objective, the following has been defined:
11.2.1. Measure – An extent to which an objective has been achieved;
11.2.2. Target – Quantitative or qualitative level or measure in terms of time, cost, percentage, rates or benchmark; and
11.2.3. Initiatives – Those actionable activities that need to be performed to achieve the objective.
11.3. For each initiative, the following is defined:
11.3.1. Output(s) – The final product of the initiative (deliverable);
11.3.2. Due Date – The date by which the initiative should be implemented; and
11.3.3. Responsible person – The person who will be responsible for implementation.
11.4.1. Objective 1.1 – Identify, establish and maintain visiting points
11.4.1.1 Initiatives:
Measure |
Target |
Initiative |
Output |
Responsibility |
Due date |
1. Number of visiting points established |
2. Minimum of 3 visiting points per province 3. Visiting point per region |
4. Needs identification and analysis |
10. Needs identified |
(a) Ms. S. Thoke (Provincial Co-ordinator) (b) Each Provincial representative (c) Mr. Nicky Maoka for Gauteng |
End June 04 |
5. Stakeholders analysis |
11. Stakeholders identified |
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6. Resources analysis |
12. Appoint Investigator Assistant per Province |
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7. Meeting with stakeholders |
13. Relationships established |
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8. Identify suitable venues for visiting points |
14. Venues identified |
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9. Set up visiting points |
15. Established & operational visiting points |
11.4.1.2. Dependencies:
a. Infrastructure requirements
b. Human Resources
c. Budget
11.4.2.1 Initiatives:
Measure |
Target |
Initiative |
Output |
Responsibility |
Due date |
1. Number of clinics conducted |
2. Monthly at every visiting points
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3. Identify appropriate dates |
7. Fixed dates |
(a) Ms. S. Thoke (Provincial Co-ordinator) (b) Each Provincial representative (c) Mr. Nicky Maoka for Gauteng |
From beginning of July 2004 to end of March 2005 |
4. Book appropriate venues |
8. Venue available |
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5. Advertise and publicise |
9. People notified |
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6. Consultation with communities |
10. Complaints received and urgent cases investigated |
11.4.2.2. Dependencies:
a. Training
b. Human Resources
c. Budget
11.4.3.1 Initiatives:
Measure |
Target |
Initiative |
Output |
Responsibility |
Due date |
1. Number of information session and workshops with: a. District Municipal areas; b. Local municipal areas; c. Provincial representative; d. Non-Governmental organisations; e. Community Based organisations; f. Provincial Tribal councils; g. Community Radio Stations; h. Traditional leaders; and i. Churches.
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2. 1 information session per Government Provincial officials 3. 1 workshop per District Municipal Area 4. 1 information session per local municipal areas 5. 1 info session per major Non-Governmental organisations 6. 1 info session per major Community Based Organisations 7. 1 info session per each provincial Tribal council
8. 1 information session per Community Radio station per province
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9. Organise logistics per workshop |
13. Logistics organised |
(a) Ms. S. Thoke (Provincial Co-ordinates) (b) Each Provincial representative (c) Mr. Nicky Maoka for Gauteng |
Beginning of June 2004 to end of December 2004
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10. Organise logistics per info session
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14. Logistics organised
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11. Campaigns via community newspapers and radios 12. Conduct Information sessions and workshops |
15. Public informed about the information sessions and workshops 16. Information sessions and workshops conducted |
11.4.3.2 Dependencies:
a. Training
b. Human Resources
c. Budget
11.4.4.1 Initiatives:
Measure |
Target |
Initiative |
Output |
Responsibility |
Due date |
1. Number of Regional Offices established |
2. Minimum of 1 regional office per province where there is a need |
3. Identify complaints trends in order to identify the creation of new satellite and regional offices |
8. Analysis of cases received |
(a) Ms. S. Thoke (Provincial Co-ordinator) (b) Each Provincial representative (c) Mr. Nicky Maoka for Gauteng |
December 2004
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4. Identify areas where there is a need for a regional office |
9. Need identified |
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5. Plan for establishment of Office |
10. Establishment Plan |
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6. Establish office |
11. Office established |
2005/06 Financial Year |
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7. Operate Office |
12. Operational office |
2005/06 Financial Year |
11.4.4.2 Dependencies:
a. Budget
b. Human resources
c. Review the Organisational structure
11.5. SRA 2: Efficient and Effective Investigations - Initiatives:
11.5.1 Objective 2.1 - To implement service delivery indicators
11.5.1.1 Initiatives:
Measure |
Target |
Initiatives |
Output |
Responsibility |
Due date |
1. Statistical data on improved service delivery |
2. 8 0% success rate of achieving service delivery standards |
3. Group workshops on defining service delivery indicators |
9. Discussion and adoption of service delivery indicators |
(a) Dr T. Schutte (Control investigator) (b) Mr. Neels Van Der Merwe (Senior Investigator) (c) Each Provincial representative (c) Ms. S. Thoke (Coordinates) |
16/03/2004
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4. Consolidate reports of Workshops |
10. Consolidated report from workshops |
Signed by: 31/03/2004 |
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5. Incorporate Service Delivery Indicators (SDIs) on PPCS |
11. Service delivery indicators incorporated on PPCS |
31/03/2004 |
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6. Training on New PPCS |
12. Training conducted |
30/04/2004 |
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7. Document Service Delivery Standards (SDS) |
13. Document on service delivery standards available to the public |
31/05/2004 |
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8. Monitor implementation of recommendations |
14. Service Delivery standards achieved |
Ongoing |
11.5.1.2 Dependencies:
a. Time to perform the activities
b. Buy-in from staff
c. Budget
11.5.2. Objective 2.2 - To identify Systemic Investigations
11.5.2.1 Initiatives:
Measure |
Target |
Initiatives |
Output |
Responsibility |
Due date |
1. % of systemic investigations performed |
2. 8 0% of cases where systemic investigation is necessary |
3.Identify number of similar cases and classify them into projects |
6. Identified and classified similar cases
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(a) Dr T. Schutte (Control investigator) (b) Each Provincial representative (c) Ms. S. Thoke (Coordinates) |
Start June 2004, then Quarterly |
4.Develop Project Plan |
7. Project Plan developed |
Start June 2004, then Quarterly |
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5. Ad-hoc identification of need for systemic investigation |
8. Decision to undertake systemic investigation |
Ongoing – Report during monthly meetings |
11.5.2.2 Dependencies:
a. Capturing of accurate data on Public Protector Case Management System
b. Human Resources
11.5.3. Objective 2.3 - To identify, classify investigations into projects and assign time frames and costs
11.5.3.1 Initiatives:
Measure |
Target |
Initiatives |
Output |
Responsibility |
Due date |
1. % of investigations classified as projects |
2. 80% of investigations, which could be possible projects classified as projects |
3. Classify investigations into projects
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7. Classified investigations into projects |
(a) Dr T. Schutte (Control Investigator) (b) Chief investigators and Provincial representatives (c) Adv. L.M. Mushwana (Public Protector) - for high profile cases. (d) Adv. S. Fourie (Control Investigator) (e) Ms. S. Thoke (Coordinates) |
Start June 2004, and there after ongoing
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4. Develop a project plan for each project
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8. Project plan indicating cost, time frame, etc. |
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5. Implement the project plan |
9. Project plan implemented |
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6. Monitor the project according to service delivery indicators |
10. Project monitored |
Deputy Public Protector |
11.5.3.2 Dependencies:
a. Capturing of accurate data on PPCMS
b. Budget availability
c. Human Resources
11.5.4. Objective 2.4 - Creation of precedent system
11.5.4.1 Initiatives:
Measure |
Target |
Initiatives |
Output |
Responsibility |
Due date |
1. Number of Cases on the Database |
2. Database with 20 cases after 12 months for use by all offices |
3. Appoint researcher |
5. Available resource |
Dr T. Schutte (Control Investigator) |
End April 2004 |
4. Develop Precedence system including the technology element |
6. Operational database |
31 March 2005 |
11.5.4.2. Dependencies:
a. Finances
b. Approval of the organisational structure
c. Budget
11.5.5. Objective 2.5 - Establish mechanism to identify own initiative investigations not flowing from existing complaints
11.5.5.1 Initiatives:
Measure |
Target |
Initiatives |
Output |
Responsibility |
Due date |
1. Number of own initiative investigations initiated |
2. Minimum of 1 case per province and 1 for national office per annum |
3. Monitor media and make submissions to PP: (a) Public Relations Officer (PRO)
(c) Provincial representatives
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4. Report on own initiative investigations in a monthly basis |
(a) Dr T. Schutte (Control Investigator) (b) 3 Chief Investigators (c) Each Provincial representative (d) Ms. S. Thoke (Provincial Co-ordinator) |
Start 01 April 2004-03-24 (a)
(b) Others to report on a monthly basis |
11.5.5.2. Dependencies:
a. Human Resources
b. Availability of cases worth investigating
11.5.6. Objective 2.6 - To improve investigative skills
11.5.6.1 Initiatives:
Measure |
Target |
Initiatives |
Output |
Responsibility |
Due date |
1. Number of investigators trained |
2. To train 80% of investigators for 2004/5 financial year |
3. Identify training needs |
8. Training needs |
(a) Dr T. Schutte (Control Investigator) (b) Adv. S. Fourie (Control Investigator) (c) Chief investigators |
Start 01/04/2004 until 31 March 2005 |
4. Identify courses available |
9. Courses identified |
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5. Identify institutions that can provide training |
10. Appointed training institution |
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6. Conduct training |
11. Trained investigators |
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7. Link with Performance Management system |
12. Accreditation of Training on PMS |
11.5.6.2. Dependencies:
a. Budget
b. Approval of Organisational structure
11.5.7. Objective 2.7 - To deal with backlogs (previous volumes of work that has accumulated)
11.5.7.1 Initiatives:
Measure |
Target |
Initiatives |
Output |
Responsibility |
Due date |
1. Number of cases finalised |
2. All backlog cases finalised |
3. Identify cases older than 2 years and all cases that can be finalised |
8. Cases older than 2 year identified |
(a) Dr T. Schutte (Control Investigator) (b) Ms. S. Thoke (Provincial Co-ordinator) (c) 3 Chief Investigators (d) Each Provincial representative |
31 March 2004 |
4. Identify problems that lead to backlog |
9. Problems leading to backlog identified |
31 March 2004 |
|||
5. Develop the implementation plan |
10. Backlog elimination Plan |
30 April 2004 |
|||
6. Implement the Plan |
11. Jurisdiction cases are finalised properly to avoid re-opening cases |
30 Oct 2004 |
|||
7. Monitor progress of implementation |
12. Progress monitored |
Ongoing |
11.5.7.2. Dependencies:
a. Human Resources
b. Availability of previous complaints
11.5.8. Objective 2.8 - To document all processes and phases in the investigation cycle
11.5.8.1 Initiatives:
Measure |
Target |
Initiatives |
Output |
Responsibility |
Due date |
1. Training for investigator |
2. All investigators trained on the processes in the investigation cycle |
3. Compile a manual for all investigators on how to conduct investigations (including systemic as well as own initiative investigations) |
6. Process Manual on how to conduct investigations |
(a) Dr T. Schutte (Control Investigator) (b) Ms. F. Motsitsi (Chief investigator) (c) Mr. R. Ndou (Provincial Representative) (d) Ms. P. Khutswane (Chief Investigator) (e) HR director (f) Adv. S. Fourie (Control Investigator) (g) Ms. Elsabe De Waal (Chief investigator) |
01 July 2004 |
4. Compile framework for writing a formal report |
7. Framework for writing report |
||||
5. Train investigators on the processes for investigation |
8. Training conducted |
11.5.8.2 Dependencies:
a. Human Resources
11.5.9 Objective 2.9 - Regular and prompt reporting and recommendations, while still relevant
11.5.9.1 Initiatives:
Measure |
Target |
Initiatives |
Output |
Responsibility |
Due date |
1. Frequency of reporting on cases |
2. To report 2 months after receipt of new cases |
3. Design reporting template for cases |
8. Reporting template |
( (a) Adv. L.M. Mushwana (Public Protector)(b) Dr T. Schutte (Control Investigator) (c) Ms. F. Motsitsi (Chief investigator) (d) Mr. R. Ndou (Provincial Representative) (e) Ms. P. Khutswane (Chief Investigator) (f) Adv S. Fourie (Control Investigator) |
01 June 2004 |
4. Training on the use of reporting template |
9. Training conducted |
(a) Mr. L. Koopman (HR manager) with assistance from Training Committee |
30 June 2004 |
||
5. Submit reports |
10. Report submitted |
All investigators |
July 2004 |
||
6. Analyse reports to establish whether efficient investigation was conducted |
11. Report analysed |
(a) Adv. L.M. Mushwana (Public Protector) (b) Dr T. Schutte (Control Investigator) (c) Ms. F. Motsitsi (Chief investigator) (d) Mr. R. Ndou (Provincial Representative) (e) Ms. P. Khutswane (Chief Investigator) (f) Adv S. Fourie (Control Investigator) (g) Ms. Elsabe De Waal (Chief investigator) |
Start July 2004 |
||
7. Random monitoring of reports |
12. Reports randomly monitored |
Deputy Public Protector |
Start July 2004 |
11.5.9.2. Dependencies:
a. Appointment of Deputy Public Protector; and
b. Budget
11.6. SRA 3: Improve Administrative Support:
11.6.1. Objective 3.1 - To have an effective and uniform IT and IS infrastructure to support OPP by 01/04/04
11.6.1.1 Initiatives:
Measure |
Target |
Initiatives |
Output |
Responsibility |
Due date |
1. Number of offices equipped with required hardware, software and access to PPCS |
2. All provincial offices and head quarters to be equipped with required hardware, software and access to PPCS |
3. Undertake needs assessment and procure required HW/SW |
8. Installation and configuration of all users on the network |
(a) Mr. A. Rampersadh (Chief Administration Officer) (b) Mr. N. Van Der Merwe (Senior Investigator) (c) Ms. F. Motsitsi (Chief investigator) |
30 March 2004 |
4. Training on PPCS and office program for all staff |
9.All staff will be equipped and skills to operate systems effectively |
Pilot test – PPCS: 30 March 2004 Office SW (Microsoft/email/internet): 31 August 2004 |
|||
5. Set-up IT infrastructure for regions/satellite offices |
10. Promoting communication and effective satellite offices and all other offices |
31 August 2004
|
|||
6. Redefine SLA with SITA to deliver more effective services |
11. Signed new SLA –try to achieve higher quality service delivery |
31 May 2004 |
|||
7. Online access of JUTA/Butterworth for all staff at National and Provincial level |
12. Facilitate research for investigation and report |
Dr T. Schutte (Control Investigator) |
1 April 2004 |
11.6.1.2. Dependencies:
a. Budget
11.6.2. Objective 3.2 - To define a communication strategy for both internal and external communication
11.6.2.1 Initiatives:
Measure |
Target |
Initiatives |
Output |
Responsibility |
Due date |
1. Availability of the document
|
2. Approved Communication strategy by end June 2004 |
3. Appoint Communication Director |
6. Communication Director appointed |
(a) Adv. L.M. Mushwana (Public Protector) (b) Mr. L. Koopman (HR manager) |
30 June 2004 |
4. Workshops to gather input for Communication strategy |
7. Workshop input |
(a) Adv. L.M. Mushwana (Public Protector) (b) Communication Director |
30 July 2004
|
||
5. Document Communication Strategy |
8. Communication Strategy document |
(a) Mr L.M. Mushwana (Public Protector) (b) Communication Director (c) Ms. N. Teichmann (Communication Manager) |
30 August 2004 |
11.6.2.2. Dependencies:
a. Approval of Organisational structure;
b. Human Resources; and
c. Input from Staff Association.
11.6.3. Objective 3.3 - To implement organisational policies and procedures
11.6.3.1 Initiatives:
Measure |
Target |
Initiatives |
Output |
Responsibility |
Due date |
1. Number of Staff having access to policies and procedures |
2. All staff to have access to formulated policies and procedure manuals for HR, Procurement and Finance by 31 March 2004 |
3. Identify relevant policies and procedures |
8. List of policies and procedures compiled |
(a) Ms. P. Khutswane (Chief Investigator) assisted by:(b) Mr.L. Koopman (HR manager) – HR policies (b) Mr A. Mogapi (Procurement manager) – Procurement policies (c) Ms M. Malaku (Finance manager) – Finance policies |
20 February 2004
|
4. Identify groups to compile draft policies |
9. Groups identified |
24 February 2004 |
|||
5. Ensure consultation with all staff |
10. First draft available 11. Consultation finalised |
30 March 2004 |
|||
6. Finalisation and submission of policies for approval |
12. Completion of final policy and procedures document |
30 April 2004 |
|||
7. Approval of Policies and Procedures |
13. Approved Policies and Procedures |
30 April 2004 |
11.6.3.2. Dependencies:
a. Human Resources;
b. Buy-in from Staff; and
c. Input from Staff Association.
11.6.4. Objective 3.4 - To improve people management through Change management
11.6.4.1 Initiatives:
Measure |
Target |
Initiatives |
Output |
Responsibility |
Due date |
1. % Staff participating in strategic initiatives |
2. 8 0% of staff fully participating in initiatives identified |
3. Conduct change management training (formal) |
8. Change Management training |
(a) Mr. L. Koopman (HR manager )(b) Ms. P. Khutswane (Chief Investigator) |
30 June 2004
|
4. Initiate Change management process |
9. Implemented Change management process |
Started with the strategic planning process (Quarterly reviews) |
|||
5. Diversity management (training and process): a. Define the appropriate culture required within the organisation |
10. Culture defined Diversity Management interventions defined |
31 May 2004 |
|||
6. Designate committee to deal with Change management |
11. Committee assigned to Change management issues |
30 April 2004 |
|||
7. Define Change Management Plan |
12. Change management Plan defined |
30 April 2004 |
11.6.4.2 Dependencies:
a. Buy-in from staff and management; and
b. Budget.
11.6.5.1 Initiatives:
Measure |
Target |
Initiatives |
Output |
Responsibility |
Due date |
1. Number of staff on PMS |
2. All staff members performance to be evaluated using PMS |
3. Design performance management framework
|
7. Performance management framework |
(a) Mr. L. Koopman (HR manager) with assistance from Training Committee(b) Dr T. Schutte (Control Investigator) (c) Ms. S. Thoke (Coordinates) (d) 3 Chief Investigators (e) Each Provincial representative |
Done
|
4. Design Performance Management system, including assessment instruments |
8. PMS designed |
31 May 2004 |
|||
5. Train on PMS |
9. All staff trained |
31 June 2004 |
|||
6. Implement PMS: a. Performance agreements b. Performance appraisals c. Reward on merit |
10. Operational PMS |
30 July 2004 |
11.6.5.2 Dependencies:
a. Human Resources;
b. Training; and
c. Budget.
11.6.6. Objective 3.6 - To deal with hybrid employment environment (DOJ and OPP)
11.6.6.1 Initiatives:
Measure |
Target |
Initiatives |
Output |
Responsibility |
Due date |
1. Number of staff still on hybrid employment |
2. All hybrid employment to be finalised |
3. Establish formal process of engaging affected staff |
6. Formal process established |
(a) Ms. P. Khutswane (Chief Investigator) (b) Mr. L. Koopman (HR manager) |
30 April 2004 |
4. Hold formal meetings to identify problems |
7. Formal meetings held |
15 May 2004 |
|||
5. Develop and implement corrective actions |
8. Corrective actions implemented |
31 July 2004 |
11.6.6.2 Dependencies:
a. Input from affected staff;`
b. Input from Staff Association; and
c. Input from DOJ.
11.6.7. Objective 3.7 - To reduce the level of non-core functions currently performed by investigators
11.6.7.1 Initiatives:
Measure |
Target |
Initiatives |
Output |
Responsibility |
Due date |
1. Number of investigators still performing non-core functions
|
2. 100% of investigators currently performing non-core functions to be relieved from those functions |
3. Accelerate the process of new organisational structure approval |
6. Organisational structure approved by Parliament |
Ms S. Thoke (Provincial Co-ordinator) |
31 March 2004
|
4. Define Policy for outsourcing of Admin functions with options |
7. Policy Developed |
(a) Ms. P. Khutswane (Chief Investigator) (b) Mr. L. Koopman (HR manager) |
30 April 2004 |
||
5. Identify and outsource relevant administrative areas |
8. Administrative functions outsourced |
31 May 2004 |
11.6.7.2 Dependencies:
a. Approval of Organisational Structure
b. Budget
11.6.8. Objective 3.9 - To develop a Website
11.6.8.1 Initiatives:
Measure |
Target |
Initiatives |
Output |
Responsibility |
Due date |
1. Information available on the Website |
2. All information relating to publicity available on the Website |
3. Define the requirements for the website |
6. Website requirements document |
(a) Mr. A. Rampersadh (Chief Administration Officer) |
15 April 2004 |
4. Design the Website |
7. Website Design |
31 May 2004 |
|||
5. Implement the Website |
8. Operational Website |
30 June 2004 |
11.6.8.2 Dependencies:
a. Budget
11.6.9. Objective 3.9 - To establish a possibility of a pension fund for OPP
11.6.8.1 Initiatives:
Measure |
Target |
Initiatives |
Output |
Responsibility |
Due date |
1. Number of staff on Pension fund |
2. All staff on Pension fund |
3. Define the requirements for Pension fund |
6. Requirements defined |
(a) Mr. A. Rampersadh (Chief Administration Officer) |
15 April 2004 |
4. Establish the possible options available and select the appropriate one |
7. Options established and an option selected |
31 May 2004 |
|||
5. Register staff on Pension fund |
8. All staff on Pension fund |
30 June 2004 |
11.6.8.2 Dependencies:
a. Budget
11.6.10. Objective 3.10 – To train administrative staff
11.6.8.1 Initiatives:
Measure |
Target |
Initiatives |
Output |
Responsibility |
Due date |
1. Number of administrative trained |
2. To train 80% of administrative staff for 2004/5 financial year |
3. Identify training needs |
8. Training needs |
(a) Mr. L. Koopman (HR manager) with assistance from Training Committee)(b) Mr. A. Rampersadh (Chief Administration Officer) (c) Ms. M. Malaku (Finance Manager |
Start 01/04/2004 until 31 March 2005 |
4. Identify courses available |
9. Courses identified |
||||
5. Identify institutions that can provide training |
10. Appointed training institution |
||||
6. Conduct training |
11. Trained administrative staff |
||||
7. Link with Performance Management system |
12. Accreditation of Training on PMS |
11.6.8.2 Dependencies:
a. Budget
The following organisational structure has been designed by OPP, with the assistance of PSC and will be an instrument used to deliver the strategy upon approval by Parliament. The Minister of Finance has been consulted on the organisational structure. This structure has now been tabled with Parliament for its approval. Once it’s approved, the necessary appointments depending on the availability of funds, will be effected.
The organisational structure does not have provision for a post of an internal IT officer. This post is an absolute necessity. It was an oversight not to provide for it. Representations must be made for the urgent creation of this post. Treasury must also be approached for additional funds for the post.
12.1. The strategic planning process, has enabled OPP to achieve the following:
12.1.1. Build a common picture of where they are right now.
12.1.2. Explore and agree on what and where they must be in the future if they are to achieve their mandate.
12.1.3. Agree on what they need to do differently, individually and collectively, to realise their vision.
12.2. OPP is now on track in transforming itself to meet the challenges defined in the "Introduction" section of this document. This strategic document initiates the strategic process of OPP, to be followed by regular reviews and a formal annual review of the whole strategy.
12.3. The Key Results Areas, and the initiatives will now enable OPP to operate in a more focused and coordinated fashion to achieve its strategic objectives and to address the threats and the weaknesses that exist within the organisation.
12.4 The immediate activities that OPP need to engage in preparation for the execution of the strategy are the following:
12.4.1. Definition of the Operational Plans by the managers based on this strategic plan.
12.4.2. Definition of the Project Management processes and functions to allow for a structured approach for implementation and monitoring of the strategic initiatives.
12.4.3. Allocation of the cost and resources to the strategic initiatives.
12.4.4. Definition and implementation of the Performance Management process that is aligned to the organisational strategy.