Office of the Public Protector

(OPP)

Three-Year Strategic Plan

01 April 2006 – 31 March 2009

June 2006

About the Office of the Public Protector

The South African Office of the Public Protector (OPP) was established in 1995 in terms of Chapter Nine 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, either at its own initiative or on receipt of complaints from aggrieved persons, allegations of improper conduct by organs of the State. The OPP has the power to report and recommend remedial action.

The core business of the OPP is:

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.

2. To mediate, negotiate, conciliate, report and recommend remedial actions.

CONTENTS

	Page
Acronyms	4
Definitions and Terms	5

PART ONE: INTRODUCTION	6
1.1 The Public Protector’s Overview	7

PART TWO: STRATEGIC OVERVIEW	10
2.1 Vision	11
2.2 Mission	12
2.3 Core Values	12
2.4 Legislative Framework and Mandate	13
2.5 The OPP Core Business Model	14
2.6 High-level Organisational Structure	15
2.7. SWOT Analysis	16
2.8 Key Stakeholders and their Needs	20

PART THREE: ORGANISATIONAL STRATEGY	24
3.1 Outline of Programmes and Sub-Programmes	25
3.2 Programme 1: Investigations and Reporting	26
3.3 Programme 2: Communication Services	32
3.4 Programme 3: Corporate Support Services	35
3.5 Programme 4: Knowledge Management and Information Technology	41

PART FOUR: PROPOSED ORGANISATIONAL STRUCTURE

PART FIVE: CONCLUSION

ACRONYMS

AORC	-	African Ombudsman Research Centre
CMS	-	Case Management System
CSAP	-	Civil Society Advocacy Programme
EE	-	Employment Equity
EWP	-	Employee Wellness Programme
GEPF	-	Government Employee Pension Fund
HRC	-	Human Rights Commission
HRMIS	-	Human Resources Management Information System
ICT	-	Information and Communications Technology
ICD	-	Independent Complaints Directorate
IT	-	Information Technology
KM	-	Knowledge Management
KPI	-	Key Performance Indicators
MP	-	Member of Parliament
MPL	-	Member of Provincial Legislature
NDPP	-	National Directorate of Public Prosecutions
NHBRC	-	National Home Building Regulatory Council
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
SAPS	-	South African Police Service
SCM	-	Supply Chain Management
SDI	-	Service Delivery Indicators
SDS	-	Service Delivery Standards
SLA	-	Service Level Agreement

DEFINITIONS AND TERMS


Core Values:	Principles that guide the OPP to deliver quantitative services.

Key Performance Indicator:	Indicates the extent to which objectives have been achieved.
Impact:	The final effect realized by stakeholders upon delivery of the programme.

Mission Statement:	A statement that answers questions about why OPP exists, whom it serves and what value it delivers.

Objective:	Defines what needs to be achieved in order to fulfil the Programme. Must be SMART (Simple, Measurable, Achievable, Relevant, Time-Based).

Outcome:	Defines the overall impact after achieving the objectives defined for the Programme.

Output:	Defines the end results, i.e. Tangible Deliverable expected from the objectives.

Programme:	What needs to be achieved In order to achieve our mission and vision. Also referred to as Key Focus Areas, Strategic Result Areas, Goal. Programme is a term used by the National Treasury and is linked to Budgeting.

Targets:	Defines the quantitative or qualitative level of measuring and should be expressed in terms of time, cost, percentage, quality, quantity, rates or benchmark.

Vision Statement:	The statement that reflects future intent, referring to the level of growth and success.

PART 1:

INTRODUCTION

1. THE PUBLIC PROTECTOR’S OVERVIEW

1.1. The Office of the Public Protector adopted a five-year strategic plan in the financial year 2005/2006. The new medium-term expenditure framework (MTEF) requires a planning horizon of three years. This strategic plan therefore covers years 2006 – 2009 as per the guidelines provided by the National Treasury.

1.2. In our annual report for 2005/2006, we shall outline our achievements, based on the targets set for the past financial year. We have certainly achieved most of our goals, and this strategic plan aims at defining improved targets for the next three years. Below are the highlights of the achievements from the previous year’s strategy:

1.2.1. The OPP has moved from an emphasis in getting redress for complaints to identifying the root causes and thus contributing to good governance as the probability of recurrence of similar cases is being minimised.

1.2.2. The OPP has formulated, adopted and implemented the most important internal policies.

1.2.3. The investigators have improved their investigative skills and processes by conducting physical investigations instead of just writing letters.

1.2.4. The OPP’s offices have extended to other towns and additional clinics have been established, thus improving the accessibility of OPP services.

1.2.5. The OPP outreach programme includes road shows presented to government bodies, etc. and an improved advocacy strategy is used to ensure awareness. This has resulted in increased awareness and, in some of the provincial offices of the OPP, in an increase in the number of cases received.

1.2.6. The internal business processes and information technology have improved and the OPP now has a website.

12.7. Issues about the discrepancy of salaries between employees who were deployed from the Department of Justice and those directly employed by the OPP have been resolved and staff morale has generally improved (hybrid employment).

1.2.8. Most staff members are now full members of the Government Employee Pension Fund (GEPF) and have an option to join the GEPF or Provident Fund.

1.2.9. We have started the process of identifying areas of collaboration with Chapter 9 institutions.

1.2.10. We are jointly (HRC, CGE and OPP) implementing the Civil Society Advocacy Programme funded by the European Union.

1.2.11. The OPP has conducted several systemic investigations as projects aimed at addressing operational deficiencies.

1.2.12. The OPP has reviewed relevant pieces of legislation and suggested amendments for areas of improvement, e.g. the Protected Disclosures Act, 2000.

1.3. It is important to note that the mandate of the OPP, as defined in the Act, remains the same, and that therefore the strategy does not deviate much from previous strategies.

1.4. Over the next three years, we shall continue to assist Parliament in strengthening constitutional democracy through the following four key strategic goals:

1.4.1. Efficient and effective investigations

1.4.2. Corporate support services

1.4.3. Communications, including the Outreach Programme

1.4.4. Knowledge management and information technology

1.5. In implementing our strategy, we will also continue to harness our relationships with key stakeholders to ensure that we reach out to the people of South Africa and make a significant difference to their lives.

1.6. I wish to thank the OPP management team and staff for showing their commitment to the strategic process by providing their well-considered input for the development of the strategic plan. I therefore commit myself and the entire OPP staff to delivering the strategic plan for 2006 to 2011.

Adv. M.L. Mushwana

Public Protector

PART 2:

STRATEGIC OVERVIEW

2. STRATEGIC OVERVIEW

2.1 VISION

The Office of the Public Protector strives to be efficient, effective, accessible, known by all, and with its impartiality accepted,

thereby strengthening constitutional democracy in

all organs of State.

2.1.1. The vision underwrites the following:

2.1.1.1. To be efficient: (Internal focus within the OPP). Services that are:

2.1.1.1.1. Informed;

2.1.1.1.2. Timeous; and

2.1.1.1.3. Of the highest quality standards

2.1.1.2. To be effective: Achieve the integrated impact by:

2.1.1.2.1. Ensuring that recommendations proposed by the OPP are accepted and implemented by organs of State.

2.1.1.2.2. Reducing the recurrence of maladministration.

2.1.1.3. To be accessible:

2.1.1.3.1. All South Africans should know about the OPP;

2.1.1.3.2. Visibility; and

2.1.1.3.3. Reaching out to the poorest of the poor

2.2 MISSION

The Office of the Public Protector is an independent and impartial constitutional institution established to strengthen constitutional democracy by conducting investigations into alleged improper

conduct by organs of State, facilitating resolution of disputes,

reporting and recommending remedial action and enhancing

awareness about the role and functions of the office.

2.3 CORE VALUES

2.3.1. Impartiality

2.3.1.1. We ensure impartiality in our interactions with our stakeholders. We perform our duties without fear or favour, mindful of the independence of our office.

2.3.2 Courtesy

2.3.2.1. We display courtesy to all and treat people with dignity and respect.

2.3.3. Empathy

2.3.3.1. We are sensitive towards and understand our stakeholders’ needs and feelings.

2.3.4. Integrity

2.3.4.1. We strive to maintain high standards of trustworthiness.

2.3.5. Accountability

2.3.5.1. We always give an account of our actions and decisions.

2.3.6. Service Oriented

2.3.6.1. We strive to execute our responsibilities timeously, fairly and consistently, with due regard given to the facts of each matter before us.

2.4 LEGISLATIVE FRAMEWORK AND MANDATE

2.4.1. The enabling legislations governing and guiding the functioning of the OPP are outlined below:

2.4.1.1. Chapter Nine of the Constitution of the Republic of South Africa Act, No. 108 of 1996

Provides the mandate of the Public Protector

2.4.2. The following acts provide for an additional mandate for the OPP:

2.4.2.1. The Public Protector Act, No. 23 of 1994, as amended

2.4.2.2. Executive Members Ethics Act, 1998

2.4.2.3. The Promotion of Access to Information Act, 2000

2.4.2.4. The Protected Disclosure Act, 2000

2.4.2.5. The Housing Consumer Measures Protection Act 95 of 1998

2.4.3. The mandate of the OPP is:

To assist Parliament 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.

2.5 THE OPP CORE BUSINESS MODEL

2.7 SWOT ANALYSIS

2.7.1 STRENGTHS AND WEAKNESSES

STRENGTHS	WEAKNESSES
2.7.1.1. Organisational strategy
2.7.1.1.1. Strategic planning culture is in place.	2.7.1.1.2. The strategic planning process is not clearly documented and understood. 2.7.1.1.3. Internal strategic performance reporting and monitoring process not in place.
2.7.1.2. Organisational structure
2.7.1.2.1. Security function established.	2.7.1.2.2. Not able to implement the organisational structure due to budgetary limitations.
2.7.1.3. Processes
2.7.1.3.1. Outreach programme is extending the reach of the organisation.	2.7.1.3.5. Operational procedures of the committees, e.g. think tank not fully documented.
2.7.1.3.2. Committees established within the OPP for operational efficiency.	2.7.1.3.6. Lack of sufficient advanced investigation techniques for enhanced quality service and ease of reference.
2.7.1.3.3. Almost all OPP policies documented.
2.7.1.3.4. The file inspection process started within OPP.
2.7.1.4. People and Performance Management
2.7.1.4.1. OPP has highly skilled and experienced personnel in the legal field.	2.7.1.4.3. Lack of diverse skills in investigations, e.g. accounting and auditing, etc.
2.7.1.4.2. Performance management system implemented.	2.7.1.4.4. Not yet geared for the impact of HIV/AIDS on the OPP.
	2.7.1.4.3. There is no clearly documented staff development plan.
2.7.1.5. Communication
2.7.1.5.1. A solid foundation created for external communication through the Outreach Programme.	2.7.1.5.2. Internal communication and media relations strategies not adopted.
	2.7.1.5.3. Outreach programme initiatives not co-ordinated with the Communications Unit.
2.7.1.6. Information and Communications Technology
2.7.1.6.1. A plan for the implementation of the integrated system has been developed.	2.7.1.6.2. Lack of optimal utilization of ICT to improve the services of the OPP, e.g. lack of case management system, etc.

2.7.2 OPPORTUNITIES AND THREATS

OPPORTUNITIES	THREATS
2.7.2.1. Political
2.7.2.1.1. The OPP has a strong relationship with Parliament, as is accountable it.	2.7.2.1.3. Some political parties often use the OPP as a tool to fight their own political battles.
2.7.2.1.2. The OPP receives excellent political support as an independent constitutional institution with a high profile	2.7.2.1.4. MPs and MPLs do not utilize the OPP effectively.
	2.7.2.1.5. The PP is perceived to be partisan about findings in high-profile cases.
2.7.2.2. Economical
2.7.2.2.1. The ability to obtain funding from external donors for specific programmes, e.g. the Outreach Programme.	2.7.2.2.2. Funding for the OPP received from the National Treasury is inadequate.
2.7.2.3. Social
2.7.2.3.1. Cultural diversity of the OPP staff presents opportunities to broaden its services.
2.7.2.4. Technological
2.7.2.4.1. Technological infrastructure in South Africa is well advanced.	2.7.2.4.2. Current information technology service provision and infrastructure inadequate to serve the needs of the OPP.
2.7.2.5. Environmental
2.7.2.5.1. Location of OPP offices allows for easy access by the public.	2.7.2.5.2. Lack of personal safety due to threats or intimidation from people being investigated
2.7.2.6. Legal
2.7.2.6.1. The legal framework in South Africa sufficiently enables the OPP to perform its functions; i.e. Public Protector Act, Constitution, PFMA, EE Act, PAJA, PDA, etc.	2.7.2.6.2. Overlap of functions between Chapter 9 institutions. 2.7.2.6.3. Constraints and bureaucracy within organs of State.

2.8 KEY STAKEHOLDERS AND THEIR NEEDS

2.8.1. The OPP’s primary functions are performed to enhance constitutional democracy through investigation, mediation, negotiation and conciliation triggered by external parties or at its own initiative. The PP is the protector of the public interest, as opposed to protecting the public only. Therefore the OPP does not have customers like other organisations that focus on delivering services directly to the end customers. The stakeholders of the OPP are listed below.

2.8.2. Initiators

2.8.2.1. These are the bodies or parties that trigger the OPP’s services. Although the OPP does not deliver a service on behalf of these stakeholders, they are kept informed of the progress of the case. These initiators include the following:

2.3.2.1.1. Organs of state

2.3.2.1.2. The public

2.3.2.1.3. Parliament

2.3.2.1.4. Public servants

2.3.2.1.5. The private sector

2.3.2.1.6. Political parties

2.3.2.1.7. The media

2.8.2.2. The main reasons for these stakeholders to approach the OPP are the following:

2.3.2.2.1. The need for efficient, proper and fair administration by organs of state.

2.3.2.2.2. Speedy resolution of problems.

2.3.2.2.3. To succeed where everyone else has failed.

2.8.2.3. The OPP has an obligation to report its findings to Parliament or to the organs of state, as the case may be, and where necessary to mediate, negotiate, conciliate and recommend remedial action.

2.8.3. Partners

2.8.3.1. The OPP has defined the following as its partners:

2.8.3.1.1. The Human Rights Commission

2.8.3.1.2. The Commission for the Promotion and Protection of the Rights of Cultural, Religious and Linguistic Communities

2.8.3.1.3. The Commission for Gender Equality

2.8.3.1.4. The Auditor-General

2.8.3.1.5. The Independent Electoral Commission

2.8.3.1.6. The Public Service Commission

2.8.3.1.7. Organs of state

2.8.3.1.8. The Independent Complaints Directorate

2.8.3.1.9. The National Prosecuting Authority

2.8.3.1.10. Consumer Affairs

2.8.3.1.11. Complaint-handling institutions

2.8.3.1.12. The House of Traditional Leaders

2.8.3.2. The first five in the above list of organisations are institutions created under Chapter 9 of the Constitution, with their primary focus on protecting and promoting constitutional democracy. The 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.

2.8.3.3. These organisations expect the following from the OPP:

2.8.3.3.1. Understanding the respective mandates

2.8.3.3.2. Building co-operative relations (contextual)

2.8.3.3.3. Co-operative investigations (operational)

2.8.3.3.4. Efficient referrals and feedback

2.8.4. Facilitators

2.8.4.1. The OPP has defined the following as organisations that refer people to their offices and facilitate the rendering of services:

2.8.4.1.1. Non-governmental organisations

2.8.4.1.2. Legal aid clinics

2.8.4.1.3. Lawyers

2.8.4.1.4. Politicians

2.8.4.1.5. Public servants

2.8.4.1.6. The media

2.8.4.1.7. Community-based organisations

2.8.4.1.8. The House of Traditional Leaders

2.8.4.2. These organisations expect the OPP to be impartial and to conduct proper investigations. There are tendencies, however, for improper use of the OPP in the following areas:

2.8.4.3. Some lawyers tend to use the OPP to transfer their workload or relieve their failures; and

2.8.4.4. Some politicians expect the OPP to take their side, i.e. be biased in their favour.

2.8.4.5. The media will in most instances look for stories that are newsworthy and tend to sensationalise some matters.

2.8.5. Influencers

2.8.5.1. The OPP has defined the following as being able to influence the organisation either positively or negatively:

2.8.5.1.1. Parliament

2.8.5.1.2. The public

2.8.5.1.3. The media

2.8.5.2. The influencers expect the following from the OPP:

2.8.5.2.1. Prompt, timely and adequate reports

2.8.5.2.2. The implementation of recommendations that are realistic, achievable and accurate

2.8.5.2.3. Prompt investigations and remedial action

2.8.5.2.4. Transparency and fairness of investigations

2.8.5.2.5. Co-operative issuing of unqualified reports

2.8.5.2.6. Negotiation, mediation and conciliation

2.8.5.3. The needs of the influencers are as follows:

2.8.5.3.1. Feedback on the effectiveness of governance

2.8.5.3.2. Ensuring that justice is done

2.8.5.3.3. Obtaining full details to ensure responsible reporting

2.8.5.3.4. Fairness

PART 3:

ORGANISATIONAL STRATEGY

3. ORGANISATIONAL STRATEGY

3.1 OUTLINE OF PROGRAMMES AND SUB-PROGRAMMES

3.1.1. Reporting to the National Treasury by OPP currently takes place for only two programmes, i.e.:

3.1.1.1. Administration and Investigations

3.1.1.2. The Outreach Programme

3.1.2. This strategy suggests revisiting the programmes and structuring them in accordance with the operations of the OPP. The suggested programmes are:

Programme	Sub-Programme
3.1.2.1. Investigations and Reporting	3.1.2.1.1. National Investigations 3.1.2.1.2. Provincial Investigations 3.1.2.1.3. Special Investigations

3.1.2.2. Communication Services	3.1.2.2.1. Outreach Programme 3.1.2.2.2. Marketing and Communications

3.1.2.3. Corporate Support Services	3.1.2.3.1. Human Capital 3.1.2.3.2. Finance and Supply Chain Management 3.1.2.3.3 Administration Support 3.1.2.3.4 Security Management

3.1.2.4. Knowledge Management and Information Technology	3.1.2.4.1. Knowledge Management 3.1.2.4.2. Information Technology

3.2 PROGRAMME 1: INVESTIGATIONS AND REPORTING

3.2.1 Objective of the programme:

3.2.1.1 To conduct national, special and provincial investigations that are effective, efficient, informed, timeous and of high quality.

3.2.2 Outcome of the programme:

3.2.2.1 Improved service delivery to stakeholders.

3.2.3 Strategic objectives for the programme:

Sub-Programmes: ALL (National, Provincial and Special Investigations)	Responsibilities
3.2.3.1. To conduct investigations with adherence to SDIs.	Control Investigator: National Investigations Control Investigator: Special Investigations Executive Manager: Provincial Investigations
3.2.3.2. To identify and conduct systemic investigations.	Control Investigator: National Investigations Control Investigator: Special Investigations Executive Manager: Provincial Investigations
3.2.3.3. To conduct own-initiative investigations.	Control Investigator: National Investigations Control Investigator: Special Investigations Executive Manager: Provincial Investigations
3.2.3.4. To develop investigative techniques, processes and training.	Control Investigator: National Investigations Control Investigator: Special Investigations Executive Manager: Provincial Investigations
3.2.3.5. To reduce the turnaround time to a maximum of two years to finalize all cases.	Control Investigator: National Investigations Control Investigator: Special Investigations Executive Manager: Provincial Investigations
3.2.3.6. To conduct file inspections.	Public Protector Deputy Public Protector
3.2.3.7. To ensure effective, relevant reporting in all finalized investigations.	Control Investigator: National Investigations Control Investigator: Special Investigations Executive Manager: Provincial Investigations
3.2.3.8. To monitor and report on remedial actions recommended to organs of state.	Control Investigator: National Investigations Control Investigator: Special Investigations Executive Manager: Provincial Investigations
3.2.3.9. To improve on think-tank committee procedures and processes.	Executive Manager: Provincial Investigations
3.2.3.10. To improve on strategic performance reporting.	Control Investigator: National Investigations Control Investigator: Special Investigations Executive Manager: Provincial Investigations
3.2.3.11. To improve the effective and efficient coordination of provincial offices.	Executive Manager: Provincial Investigations

Sub-Programmes: ALL (National, Provincial and Special Investigations)

Responsibilities

3.2.3.1. To conduct investigations with adherence to SDIs.

Control Investigator: National Investigations

Control Investigator: Special Investigations

Executive Manager: Provincial Investigations

3.2.3.2. To identify and conduct systemic investigations.

Control Investigator: National Investigations

Control Investigator: Special Investigations

Executive Manager: Provincial Investigations

3.2.3.3. To conduct own-initiative investigations.

Control Investigator: National Investigations

Control Investigator: Special Investigations

Executive Manager: Provincial Investigations

3.2.3.4. To develop investigative techniques, processes and training.

Control Investigator: National Investigations

Control Investigator: Special Investigations

Executive Manager: Provincial Investigations

3.2.3.5. To reduce the turnaround time to a maximum of two years to finalize all cases.

Control Investigator: National Investigations

Control Investigator: Special Investigations

Executive Manager: Provincial Investigations

3.2.3.6. To conduct file inspections.

Public Protector

Deputy Public Protector

3.2.3.7. To ensure effective, relevant reporting in all finalized investigations.

Control Investigator: National Investigations

Control Investigator: Special Investigations

Executive Manager: Provincial Investigations

3.2.3.8. To monitor and report on remedial actions recommended to organs of state.

Control Investigator: National Investigations

Control Investigator: Special Investigations

Executive Manager: Provincial Investigations

3.2.3.9. To improve on think-tank committee procedures and processes.

Executive Manager: Provincial Investigations

3.2.3.10. To improve on strategic performance reporting.

Control Investigator: National Investigations

Control Investigator: Special Investigations

Executive Manager: Provincial Investigations

3.2.3.11. To improve the effective and efficient coordination of provincial offices.

Executive Manager: Provincial Investigations

3.2.4 Sub – Programmes: ALL (National, Special and Provincial Investigations)

Strategic Objective	Output	Measure	2006/7 Target	2007/8 Target	2008/9 Target
3.2.4.1. To conduct investigations with adherence to service delivery indicators (SDIs)	Approved project plans for appropriate investigations / investigation plans for all other cases	% of project plans for appropriate cases	Project plans defined for 80% of appropriate cases	Project plans defined for 90% of appropriate cases	Project plans defined for 100% of appropriate cases
	Adherence to approved SDIs aligned with individual performance in accordance with the defined work plans	% of adherence to SDIs	80 % of adherence to SDIs	80 % of adherence to SDIs	80 % of adherence to SDIs
3.2.4.2. To identify and conduct systemic investigations	Systemic investigation reports	Number of systemic investigations undertaken per annum	Five (5) systemic investigations	Five (5) systemic investigations	Five (5) systemic investigations
3.2.4.3. To conduct own-initiative investigations	Own-initiative investigation reports	Number of own initiative investigations undertaken per annum	Five (5) own initiative investigations	Five (5) own initiative investigations	Five (5) own initiative investigations
3.2.4.4. To develop investigative techniques, processes and training	Process manual reflecting investigation techniques, remedial action guidelines, checklists, and report writing and procedures	% manual completion	Process manual completed 100%	Process manual 100% reviewed	Process manual 100% reviewed
	Investigators trained on process manual	Number of investigators trained		60% of investigators trained.	70% of investigators trained.
3.2.4.5. To reduce the turnaround time to a maximum of 2 years for finalizing all cases	Regular statistical report on relevant cases	% compliance	60% compliance	70% compliance	100% compliance
3.2.4.6. To conduct file inspections	File inspection report	Number of file inspections	1 per national and provincial organisation	1 per national and provincial organisation	1 per national and provincial organisation
3.2.4.7. To ensure effective, relevant reporting on all finalized investigations	Quality report for every finalized case.	% of reports produced	80% of reporting on all finalized cases	90% of reporting on all finalized cases	100% of reporting on all finalized cases
3.2.4.8. To monitor and report on remedial actions recommended to organs of state	Remedial action and monitoring Report	% of implemented recommendations by organs of state	50% of recommendations implemented	70% of recommendations implemented	90% of recommendations implemented
3.2.4.9. Improve on Think Tank Committee procedures and processes	Full participation by all Think-Tank Committee members	% participation	100% participation	100% participation	100% participation
	Think Tank reports submitted	% *“Think Tank Reports[1]”* submitted to Think Tank	40% *““Think Tank Reports”* submitted to Think Tank	60% *“Think Tank Reports”* submitted to Think Tank	80% *“Think Tank Reports”* submitted to Think Tank
	Documented Think Tank Operational Process Manual	% Completion of Operational Process Manual	60% Process Operational Manual completed	100% Process Operational Manual completed	100% Process Operational Manual completed
3.2.4.10. Improve on strategic performance reporting	Strategy Performance and Statistical Reports	Number of meetings and reports	Quarterly performance meeting and reporting	Quarterly performance meeting and reporting	Quarterly performance meeting and reporting
		Number of meetings and reports	Annual strategy review meeting and reporting	Annual strategy review meeting and reporting	Annual strategy review meeting and reporting
		Number of meetings and reports	Annual reporting to Parliament	Annual reporting to Parliament	Annual reporting to Parliament
3.2.4.11. Improve the effective and efficient coordination of provincial offices	Executive Manager: Provincial Investigations appointed	Appointment of Executive Manager: Provincial Investigations	100% Appointment of Executive Manager: Provincial Investigations
	Provincial Coordination Process Manual	% Provincial Process Manual completed and implemented	60 % Provincial Process Manual completed	100 % Provincial Process Manual completed	Implement Provincial Process Manual

3.3.4 Sub – Programme: OUTREACH PROGRAMME

Strategic Objective	Output	Measure	2006/7 Target	2007/8 Target	2008/9 Target
3.3.4.1. Increase accessibility to OPP services	Outreach strategy	% Outreach strategy development and implementation	80% Outreach strategy development and implementation	100% Outreach strategy development and implementation	Review Outreach strategy and implementation
	Clinics conducted	Clinics conducted	Four clinics per province	Five clinics per province	Six clinics per province
	Additional regional office established	Additional offices established	Two additional regional offices established	Two additional regional offices established	Two additional regional offices established
3.3.4.2. Increase public awareness	Information sessions with stakeholders	Number of Information Sessions / Workshops	Five information sessions per province	Five information sessions per province	Five information sessions per province
3.3.4.3. Enhance collaboration with stakeholders	Chapter 9 Collaboration Plan	% Completion of Chapter 9 Collaboration Plan	100% Collaboration Plan completed	Review and implementation	Review and implementation

3.3.5 Sub – Programme: MARKETING AND COMMUNICATIONS

Strategic Objective	Output	Measure	2006/7 Target	2007/8 Target	2008/9 Target
3.3.5.1. Improve communication and routing of information to stakeholders	External communication strategy development and implementation	% external communications development and implementation	100% of external communication strategy developed	Implement	Implement
3.3.5.2. Effective communication to internal staff	Internal communication strategy development	% internal communications development and implementation	100% of communication strategy developed	Implement	Implement
3.3.5.3. Improve media relations	Media strategy development	% communications development and implementation	100% of media strategy developed	Implement	Implement
3.3.5.4. To enhance the image of the OPP	Identifiable branding of the OPP	% branding achievement	100% of branding strategy developed	Implement	Implement
3.3.5.5. Inculcate protocol knowledge within the OPP	Staff trained on protocol	% training achievement	40% of staff trained	60% of staff trained	80% of staff trained

3.4.4 Sub – Programme 3.1: HUMAN RESOURCES MANAGEMENT AND DEVELOPMENT

Strategic Objective	Output	Measure	2006/7 Target	2007/8 Target	2008/9 Target
3.4.4.1. Attraction, maintenance and retention of high-quality staff	Human Capital Sourcing Strategy and implementation	% Human Capital Sourcing Strategy development and implementation	100% of Human Capital Strategy developed	Implement Strategy	80% human capital requirements recruited, maintained and retained
	Remuneration strategy / policy and implementation	% remuneration strategy/policy development and implementation	100% of remuneration strategy/policy developed	Implement Strategy/Policy	Implement performance incentives in accordance with new policy
3.4.4.2. To improve and sustain the HR performance management system	Outcome-based Performance Management System	% Implementation of Outcome-based Performance Management System	Review system and recommend an instrument for outcome-based performance	50% implementation of outcome-based system	80% implementation of outcome-based system
3.4.4.3. Training and development of staff according to needs	Human Resources Development (HRD) Strategy developed and implemented	% HRD Strategy development and implementation	100% of HRD strategy developed and implemented	100% Implementation of strategy	100% Implementation of strategy
3.4.4.4. Facilitate the design and utilization of an EWP and achieve transformation, equity and diversity	Accessible, functional and utilized EWP	% of staff utilizing EWP	0% - Design of strategy and wellness programme	60% staff utilizing EWP	80% staff utilizing EWP

3.4.5 Sub – Programme 3.2: FINANCE AND SUPPLY CHAIN MANAGEMENT

Strategic Objective	Output	Measure	2006/7 Target	2007/8 Target	2008/9 Target
3.4.5.1. To develop a costing model for investigations	Costing model developed	% of costing model developed and implemented	Costing model partly developed	Costing model developed	Implementation
3.4.5.2. Improve financial management and reporting	Financial management policies developed and implemented	% of financial policies implemented	80%of financial policies implemented	100% of financial policies implemented	Review
3.4.5.2. Improve financial management and reporting	Divisional budgets	% of divisional budget implemented	30 % of divisional budget implemented	60 % of divisional budget implemented	100 % of divisional budget implemented
3.4.5.3. Ensure compliance with financial prescripts	Unqualified audit reports	% compliance	100% compliance	100% compliance	100% compliance
3.4.5.4. Develop and implement cost-effective procurement processes	Cost-effective procurement processes implemented	% implemented	100 % of implementation	Review and implementation	Review and implementation

3.4.6 Sub – Programme 3.3: ADMINISTRATION SUPPORT

Strategic Objective	Output	Measure	2006/7 Target	2007/8 Target	2008/9 Target
3.4.6.1. To enable the optimum application and utilization resources	Vehicle monitoring system	% implementation of vehicle monitoring system	100% implementation	100% operational – review monitoring measures	100% operational - review monitoring measures
	Telephone management system	% implementation of telephone management system	100% implementation	100% operational – review monitoring measures	100% operational – review monitoring measures and 10% cost reduction
3.4.6.2. To promote the effective and efficient functioning of the registry	Records management system	% implementation of records management system	60% implementation	100% operational – review	100% operational – review
3.4.6.3. To establish and maintain suitable office accommodation	Office established	Number of offices established	Two additional regional offices	2 additional regional offices	2 additional regional offices
	Office relocated	Office to be relocated	Mafikeng and Western Cape	-	-
	Storerooms established	Storerooms to be established	Storerooms established – Northern Cape and Eastern Cape	-	-

3.4.7 Sub – Programme 3.4: SECURITY MANAGEMENT

Strategic Objective

Outputs

Measure

2006/7 Target

2007/8 Target

2008/9 Target

3.4.7.1. To establish and implement processes for the protection of OPP information and assets

Strategy, policies and procedures

% development and implementation

60% development of policies and procedures

100% development of policies and procedures

Implementation

3.4.7.2. To provide secure premises and a safe working environment for staff

Strategy, policies and procedures

% development and implementation

60% development of policies and procedures

100% development of policies and procedures

Implementation

Sub-Programme: Knowledge Management	Responsibility
3.5.3.1. Create Knowledge Management Institution of the OPP	Researcher Deputy Public Protector (Interim)
3.5.3.2. Establish and Migrate AORC
3.5.3.3. Implement Exchange Programme
Sub-Programme: Information and Community Technology
3.5.3.4. To implement and enhance integrated information management systems.	ICT Manager
3.5.3.5. Building and enhancing ICT infrastructure that is reliable, secured and interoperable
3.5.3.6. Improving and implementing ICT best practices

3.5.4 Sub-Programme: Knowledge Management

Strategic Objective	Output	Measure	2006/7 Target	2007/8 Target	2008/9 Target
3.5.4.1. Create a knowledge management institution for the OPP	Knowledge and Research Manager appointed	Appointment of Knowledge and Research Manager	Appointment of Knowledge and Research Manager
	Knowledge audit conducted	% of audit conducted	100% of audit conducted	Align corporate policies and strategies to ensure compliance with KM requirements	Expand and replicate and institutionalize KM within OPP
	Knowledge management strategy implemented	% of KM strategy developed and implemented	100% of strategy developed	30% of KM interventions implemented	50% of KM interventions implemented
	Research conducted	Continuous research	Continuous research performed	Continuous research performed	Continuous research performed
3.5.4.2. Establish and migrate AORC	AORC established	% of AORC established and migrated	100% of AORC established	100% migration of AORC	Conduct teaching and research at AORC centre
3.5.4.3. Implement exchange programme	Information being shared with other ombudsman offices	% of exchange programme implemented	50% of exchange programme implemented	100% of exchange programme implemented	Review effectiveness of exchange programme

3.5.5 Sub-Programme: Information and Communications Technology:

Strategic Objective	Output	Measure	2006/7 Target	2007/8 Target	2008/9 Target
3.5.5.1 To implement and enhance integrated information management systems.	Case management system	% implementation	50% implementation	100% implementation	Review and improve
	Dictaphone interpretation system	% implementation	20% implementation	40% implementation	60% implementation
	e-Procurement system	% implementation	100% implementation	Review and improve	Review and improve
	Precedent system	% implementation	Review of the researcher post	50% implementation	100% implementation
	Enhanced security system	% implementation	50% implementation	70% implementation	100% implementation
	Enhanced HRMIS	% implementation	Audit of HRMIS	100% implementation	Review
3.5.5.2. Build and enhance ICT infrastructure that is reliable, secured and interoperable	Network availability	% availability	100% availability	Maintain	Maintain
	Upgrade of servers and software	% upgrade	100% upgrade	Maintain	Maintain
	Remote connection to the office network	% implementation	50% implementation	100% implementation	Maintenance and upgrade
	Intranet	% implementation	20% implementation	40% implementation	80% implementation
3.5.5.3 Improve and implement ICT best practices	Policies, standards and procedures	% development and implementation	100% development	Implement	Implement
3.5.5.3 Improve and implement ICT best practices	Business Continuity Plan	% development and implementation	50% development	80% development	100% development

[1] Think Tank reports include special reports, formal reports with recommendations, and formal reports without recommendations.

Sub-Programme: Outreach Programme	Responsibility
3.3.3.1 Increase accessibility to OPP services 3.3.3.2. Increase public awareness 3.3.3.3. Enhance collaboration with stakeholders	Communications Manager Executive Manager: Provincial Investigations
Sub-Programme: Marketing and Communications
3.3.3.4. Improve communication and routing of information to stakeholders 3.3.3.5. Effective communication to internal staff 3.3.3.6. Improve media relations 3.3.3.7. Develop the branding of the OPP 3.3.3.8. Inculcate protocol knowledge within the OPP	Communications Manager

Sub-Programme: Human Resources Management and Development	Responsibility
3.4.3.1. Attraction, maintenance and retention of high-quality staff. 3.4.3.2. To improve and sustain HR performance management system. 3.4.3.3. Training and development of staff according to needs. 3.4.3.4. Facilitating the design utilization of an EWP and achieving transformation, equity and diversity.	Human Resources Manager
Sub-Programme: Finance and Supply Chain Management	Responsibility
3.4.3.5. To develop a costing model for investigations 3.4.3.6. Improve OPP financial management and reporting 3.4.3.7. Ensure compliance of OPP with financial prescripts 3.4.3.8. Develop and implement cost-effective procurement processes	Accounting Officer CFO Control Investigator: National Investigations (Only for 3.4.3.5) Control Investigator: Special Investigations (Only for 3.4.3.5) Executive Manager: Provincial Investigations(Only for 3.4.3.5) Supply Chain Manager
Sub-Programme: Administration Support
3.4.3.9. To enable the optimum application and utilization of resources 3.4.3.10. To promote the effective and efficient functioning of the registry 3.4.3.11. To establish and maintain suitable office accommodation	Accounting Officer
Sub-Programme: Security Management
3.4.3.12. To establish and implement processes for the protection of OPP information and assets	Security Manager
3.4.3.13. To provide secure premises and a safe working environment for staff.	Security Manager

1. THE PUBLIC PROTECTOR’S OVERVIEW

2. STRATEGIC OVERVIEW

2.7.1 STRENGTHS AND WEAKNESSES

2.7.2 OPPORTUNITIES AND THREATS

2.8.2. Initiators

2.8.3. Partners

2.8.4. Facilitators

2.8.5. Influencers

3. ORGANISATIONAL STRATEGY

3.2.1 Objective of the programme:

3.2.2 Outcome of the programme:

3.2.3 Strategic objectives for the programme:

3.2.4 Sub – Programmes: ALL (National, Special and Provincial Investigations)

3.3.1 Objective of the programme:

3.3.2 Outcome of the programme:

3.3.3 Strategic objectives for the programme:

Sub-Programme: Outreach Programme

Responsibility

Sub-Programme: Marketing and Communications

3.3.4 Sub – Programme: OUTREACH PROGRAMME

3.3.5 Sub – Programme: MARKETING AND COMMUNICATIONS

3.4.1 Objective of the programme:

3.4.2 Outcome of the programme:

3.4.3 Strategic objectives for the programme:

Sub-Programme: Human Resources Management and Development

Responsibility

Sub-Programme: Finance and Supply Chain Management

Responsibility

Sub-Programme: Administration Support

Sub-Programme: Security Management

3.4.4 Sub – Programme 3.1: HUMAN RESOURCES MANAGEMENT AND DEVELOPMENT

3.4.5 Sub – Programme 3.2: FINANCE AND SUPPLY CHAIN MANAGEMENT

3.4.6 Sub – Programme 3.3: ADMINISTRATION SUPPORT

3.4.7 Sub – Programme 3.4: SECURITY MANAGEMENT

3.5 PROGRAMME 4: KNOWLEDGE MANAGEMENT AND INFORMATION TECHNOLOGY

3.5.1 Objective of the programme:

3.5.2 Outcome of the programme:

3.5.3 Strategic objectives for the programme:

Sub-Programme: Knowledge Management

Responsibility

Sub-Programme: Information and Community Technology

3.5.4 Sub-Programme: Knowledge Management

3.5.5 Sub-Programme: Information and Communications Technology:

4. PROPOSED ORGANISATIONAL STRUCTURE

SEE PAGE 57

SEE PAGE 56

SEE PAGE 55

SEE PAGE 54

SEE PAGE 53

5. CONCLUSION