Office of the Public Protector

(OPP)

Annual Plan

2006/07

June 2006

CONTENTS

	Page
Acronyms	3
PART ONE. Overview	4
1.1 Programmes Overview	5

PART TWO: Annual Plans	7
2.1 Programme 1: Investigations and Reporting	8
2.2 Programme 2: Communication Services	14
2.3 Programme 3: Corporate Support Services	18
2.4 Programme 4: Knowledge Management and Information Technology	24

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 NHBRC	- -	National Directorate of Public Prosecutions 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

PART ONE:

OVERVIEW

1. OVERVIEW

1.1.       The document outlines the Annual Plan as translated from the 5 year Strategic Plan.  It is intensely influenced by the Parliamentary requirements and needs noted during the annual budget reviews and hearings gaps and necessary improvements during the previous year.

1.2.       The following questions / queries were raised by Parliament during the 2004/05 budget report hearing held 17 February 2006:

1.2.1.       Previous challenges must be clearly addressed by the new strategies / objectives in the new financial year plans

1.2.2.       Address how OPP deals with report on cases that are carried forward

1.2.3.       OPP should break up the ages of cases and provide statistical data which clearly indicate the turnaround time of each case.

1.2.4.       Database of staff compliment should be annexed to the report

1.2.5.       Categorization of cases needed

1.2.6.       Case/File management system of OPP need to be outlined

1.2.7.       Report on Spending on programmes is necessary to enable understanding of financial reporting and improve on systems of financial accountability.

1.3.       The 3-year Strategic Plan defines the following programmes for OPP:

Programme	Sub-Programme
1.3.1. Investigations and Reporting	1.4.1.1. National Investigations 1.4.1.2. Provincial Investigations 1.4.1.3. Special Investigations
1.3.2. Communication Services	1.4.2.1. Outreach Programme 1.4.2.2. Marketing and Communications
1.3.3. Corporate Support Services	1.4.3.1. Human Capital 1.4.3.2. Finance and Supply Chain Management 1.4.2.3. Administration Support 1.4.2.4. Security Management
1.3.4. Knowledge Management and Information Technology	1.4.4.1. Knowledge Management 1.4.4.2. Information Technology

PART TWO:

Annual Plan

2006/07

2. ANNUAL PLANS

2.1 PROGRAMME 1: INVESTIGATION AND REPORTING

2.1.1.    Objective of the Programme:

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

2.1.2.    Outcome of the Programme:

2.1.2.1        Improved service delivery to stakeholders.

2.1.3.    Strategic Objectives for the Programme:

Sub-Programmes: ALL (National, Provincial and Special Investigations)	Responsibilities
2.1.3.1. To conduct investigations with adherence to SDIs.	Control Investigator: National Investigations Control Investigator: Special Investigations Executive Manager: Provincial Investigations
2.1.3.2. To identify and conduct systemic investigations.	Control Investigator: National Investigations Control Investigator: Special Investigations Executive Manager: Provincial Investigations
2.1.3.3. To conduct own-initiative investigations.	Control Investigator: National Investigations Control Investigator: Special Investigations Executive Manager: Provincial Investigations
2.1.3.4. To develop investigative techniques, processes and training.	Control Investigator: National Investigations Control Investigator: Special Investigations Executive Manager: Provincial Investigations
2.1.3.5. 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
2.1.3.6. To conduct file inspections.	Public Protector Deputy Public Protector
2.1.3.7. To ensure effective, relevant reporting in all finalized investigations.	Control Investigator: National Investigations Control Investigator: Special Investigations Executive Manager: Provincial Investigations
2.1.3.8. To monitor and report on remedial actions recommended to organs of state.	Control Investigator: National Investigations Control Investigator: Special Investigations Executive Manager: Provincial Investigations
2.1.3.9. To improve on think-tank committee procedures and processes.	Executive Manager: Provincial Investigations
2.1.3.10. To improve on strategic performance reporting.	Control Investigator: National Investigations Control Investigator: Special Investigations Executive Manager: Provincial Investigations
2.1.3.11. To improve the effective and efficient coordination of provincial offices.	Executive Manager: Provincial Investigations

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

Strategic Objective	Output	Measure	2006/7 Target	Activities	Responsibility	Due Date	Cost
2.1.4.1. 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	Identify Appropriate investigations , Draft project plan and obtain approval. Draft investigation plan for all other cases.	Control Investigator: National Investigations Control Investigator: Special Investigations Executive Manager: Provincial Investigations	April 2006 to March 2007
	Adherence to approved SDIs aligned with individual performance in accordance with the defined work plans	% of adherence to SDIs	80 % of adherence to SDIs	Review existing SDI’s, align with annual plan and draft new  performance agreements	Control Investigator: National Investigations Control Investigator: Special Investigations Executive Manager: Provincial Investigations	June 2006
2.1.4.2. To identify and Conduct Systemic Investigations	Systemic investigation reports	Number of systemic investigations undertaken per annum	Five (5) systemic investigations	Identify, compile project plan , obtain approval and undertake systemic investigations	Control Investigator: National Investigations Control Investigator: Special Investigations Executive Manager: Provincial Investigations	April 2006 to March 2007
2.1.4.3. To conduct own-initiative Investigations	Own-initiative investigation reports	Number of own initiative investigations undertaken per annum	Five (5) own initiative investigations	Identify, compile project plan , obtain approval and undertake Own initiative investigations	Control Investigator: National Investigations Control Investigator: Special Investigations Executive Manager: Provincial Investigations	April 2006 to March 2007
2.1.4.4. 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%	Compile a manual	Control Investigator: National Investigations Control Investigator: Special Investigations Executive Manager: Provincial Investigations	31^st March 2007
2.1.4.5. To reduce the turnaround time to a maximum of two years for finalization of all cases	Regular statistical report on relevant cases	%  compliance	60%  compliance	Compile and submit quarterly reports	Control Investigator: National Investigations Control Investigator: Special Investigations Executive Manager: Provincial Investigations	Not later than 2 weeks after the end of the quarter
2.1.4.6. To Conduct File Inspections	File inspection report	Number of file inspections	1 per national and provincial organisation	Do file inspection and report	Public Protector Deputy Public Protector	November 2006
2.1.4.7. To ensure effective, relevant reporting in all finalized investigations	Quality report for every finalized case.	% of reports produced	80% of reporting on all finalized cases	Submit quality reports	Control Investigator: National Investigations Control Investigator: Special Investigations Executive Manager: Provincial Investigations	April 2006 to March 2007
2.1.4.8. 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	Monitor implementations of  recommendations and submit quarterly  reports	Control Investigator: National Investigations Control Investigator: Special Investigations Executive Manager: Provincial Investigations	No later than two weeks after the end of the quarter
2.1.4.9. To improve on Think Tank Committee Procedures and processes	Full participation by all Think-Tank Committee members	%  participation	100% participation	Allocations of Think Tank cases to individuals for debates	Secretariat to the TT (Executive Manager: Provincial Investigations)	March 2007
	Think Tank reports submitted	%  “Think Tank Reports[1]” submitted to Think Tank	40%  ““Think Tank Reports” submitted to Think Tank	Facilitate the process of submitting Think Tank reports.	Secretariat to the TT (Executive Manager: Provincial Investigations)	March 2007
	Documented Think Tank Operational Process Manual	% Completion of Operational Process Manual	60% Process Operational Manual completed	Compile procedure manual for Think Tank	Secretariat to the TT (Executive Manager: Provincial Investigations)	March 2007
2.1.4.10. To improve on Strategic   Performance Reporting	Strategy Performance and Statistical Reports	Number of meetings and reports	Quarterly performance meeting and reporting	Submit Quarterly Reports and attend meeting	Deputy Public Protector	4 weeks after the end of the Quarter
		Number of meetings and reports	Annual strategy review meeting and reporting	Meeting to review strategic plan	Deputy Public Protector	November 2006
		Number of meetings and reports	Annual reporting to Parliament	Submit Annual Reports and attend meeting	Deputy Public Protector	July 2006
2.1.4.11. To 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	Interview process Appointment of Executive Manager	Public Protector	July 2006
	Provincial Coordination Process Manual	% Provincial Process Manual completed and implemented	60 % Provincial Process Manual completed	Compile a manual	Executive Manager: Provincial Investigations	March 2007

2.2 PROGRAMME 2: COMMUNICATION SERVICES

2.2.1     Objective of the Programme:

2.2.1.1. To improve internal and external communication to inculcate a common vision and improved profile for the OPP.

2.2.2.    Outcome of the Programme:

2.2.2.1.       Improved Stakeholder perception, co-operation and accessibility of OPP services.

2.2.2.2. Smooth, timeous flow of accurate information to all OPP staff.

2.2.3.    Strategic Objectives for the Programme:

Sub-Programme: Outreach Programme	Responsibility
2.2.3.1  Increase accessibility to OPP services 2.2.3.2. Increase Public Awareness 2.2.3.3. Enhance collaboration with stakeholders	Communications Manager Executive Manager: Provincial Investigations
Sub-Programme: Marketing and Communications
2.2.3.4. Improve communication and routing of information to stakeholders 2.2.3.5. Effective Communication to internal staff 2.2.3.6. Improve Media Relations 2.2.3.7. Develop the branding of the OPP 2.2.3.8. Inculcate Protocol knowledge within OPP	Communications Manager

2.2.4     Sub – Programme: OUTREACH PROGRAMME

Strategic Objective	Output	Measure	2006/7 Target	Activities	Responsibility	Due Date	Cost
2.2.4.1. Increase accessibility to OPP services	Outreach strategy	%  Outreach strategy development and implementation	80%  Outreach strategy development and implementation	1. Draft Outreach Strategy; 2. Consult; 3. Finalise & adopt; 4. Co-ordinate Implementation Plan	Communications Manager Executive Manager: Provincial Investigations	Mar 2007
	Clinics conducted	Clinics conducted	Four clinics per province	1. Identify areas / MPCC’s; 2. Publicize dates & venues; 3. Conduct clinics; 4. Evaluation	Communications Manager Executive Manager: Provincial Investigations	Monthly
	Additional regional office established	Additional offices established	Two additional regional offices established	1. Needs analysis; 2. Facilitate approval process. 3. Establish 2 regional offices	Communications Manager Executive Manager: Provincial Investigations	Mar 2007
2.2.4.2. Increase public awareness	Information sessions with stakeholders	Number of Information Sessions / Workshops	Five information sessions per province	1. Identify the need for information sessions; 2. Identify audience; 3. Conduct information sessions	Communications Manager Executive Manager: Provincial Investigations	June 2006 – March 2007
2.2.4.3. Enhance collaboration with stakeholders	Chapter 9 Collaboration Plan	% Completion of Chapter 9 Collaboration Plan	100% Collaboration Plan completed	1. Draft Collaboration Plan; 2. Consult; 3. Finalise and adopt;	Communications Manager Executive Manager: Provincial Investigations	Mar 2007

2.2.5.    Sub – Programme: MARKETING AND COMMUNICATIONS

Strategic Objective	Output	Measure	2006/7 Target	Activities	Responsibility	Due Date	Cost
2.2.5.1. 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	1. Draft Communication Strategy; 2. Consult; 3. Finalise & adopt;	Communications Manager	December 2006
2.2.5.2. Effective  communication to internal staff	Internal communication strategy development	%  internal communications development and implementation	100% of communication strategy developed	1. Draft Communication Strategy; 2. Consult; 3. Finalise & adopt;	Communications Manager	December 2006
2.2.5.3. Improve media relations	Media strategy development	%  communications development and implementation	100% of media strategy developed	1. Draft Media Strategy; 2. Consult; 3. Finalise & adopt;	Communications Manager	December 2006
2.2.5.4. To enhance the image of the OPP	Identifiable branding of the OPP	%  branding achievement	100% of branding strategy developed	1. Draft branding strategy; 2. Consult; 3. Finalise & adopt;	Communications Manager	December 2006
2.2.5.5. Inculcate protocol knowledge within the OPP	Staff trained on protocol	% training achievement	40% of staff trained	1. Identify staff; 2. Identify service provider; 3. Facilitate training	Communications Manager	Mar 2007

2.3 PROGRAMME 3: CORPORATE SUPPORT SERVICES

2.3.1.    Objective of the Programme:

2.3.1.1.             To achieve and sustain an efficient and effective corporate support service that is compliant with legislation.

2.3.2.    Outcome of the Programme:

2.3.2.2. Improved service delivery.

2.3.3.    Strategic objectives for the programme:

Sub-Programme: Human Resources Management and Development	Responsibility
2.3.3.1. Attraction, maintenance and retention of high-quality staff. 2.3.3.2. To improve and sustain HR performance management system. 2.3.3.3. Training and development of staff according to needs. 2.3.3.4. Facilitating the design utilization of an EWP and achieving transformation, equity and diversity.	Human Resources Manager
Sub-Programme: Finance and Supply Chain Management	Responsibility
2.3.3.5. To develop a costing model for investigations 2.3.3.6. Improve OPP financial management and reporting 2.3.3.7. Ensure compliance of OPP with financial prescripts 2.3.3.8. 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
2.3.3.9. To enable the optimum application and utilization of resources 2.3.3.10. To promote the effective and efficient functioning of the registry 2.3.3.11. To establish and maintain suitable office accommodation	Accounting Officer
Sub-Programme: Security Management
2.3.3.12. To establish and implement processes for the protection of OPP information and assets	Security Manager
2.3.3.13. To provide secure premises and a safe working environment for staff.

2.3.4     Sub – Programme: HUMAN RESOURCES MANAGEMENT AND DEVELOPMENT

Strategic Objective	Output	Measure	2006/7 Target	Activities	Responsibility	Due Date	Cost
2.3.4.1. 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	Undertake human capital sourcing forecast Review OPP service conditions and benefits	Human Resources Manager	August 2006	R60 000
	Remuneration strategy / policy and implementation	%  remuneration strategy/policy development and implementation	100% of remuneration strategy/policy developed	Finalase JD’s and JE’s Submission of report to the Minister of Finance and Parliament	Human Resources Manager	July 2006 October 2006	R60 000 R10 000
2.3.4.2. 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	Review the existing system Monitor the system	Human Resources Manager	August 2006
2.3.4.3. 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	Complete and submit skills audit report Develop and implement training plan	Human Resources Manager	March 2007
2.3.4.4. 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	To research design, consult and implement an EWP strategy To research design, consult and implement a transformation strategy	Human Resources Manager	October 2006

2.3.5.    Sub – Programme: FINANCE AND SUPPLY CHAIN MANAGEMENT

Strategic Objective	Output	Measure	2006/7 Target	Activities	Responsibility	Due Date	Cost
2.3.5.1. To develop a costing model for investigations	Costing model developed	% of costing model developed and implemented	Costing model partly developed	Define levels of complexity for  cases received Identify  investigative staff to be used for each level	Head: National Investigations Head: Special Investigations Provincial Co-ordinator CFO	March 2007
2.3.5.2. Improve financial management  and reporting	Financial management policies developed and implemented	% of financial policies implemented	80%of financial policies implemented	Develop and implement financial manuals	CFO	September 2006
	Divisional budgets	% of divisional budget implemented	30 % of divisional budget implemented	To implement and monitor divisional budget processes	CFO	March 2007
2.3.5.3.  Ensure compliance with financial  prescripts	Unqualified audit reports	% compliance	100% compliance	Review of internal controls and risk management plan	CFO	March 2007
2.3.5.4. Develop and implement  cost-effective procurement processes	Cost-effective procurement processes implemented	% implemented	100 % of implementation	Review and improve current procurement processes	SCM	September 2006

2.3.6.    Sub – Programme: ADMINISTRATION SUPPORT

Strategic Objective	Output	Measure	2006/7 Target	Activities	Responsibility	Due Date	Cost
2.3.6.1. To enable the optimum application and utilization resources	Vehicle monitoring system	% implementation of vehicle monitoring system	100% implementation	Review operational  monitoring measures	Senior Manager: Administration	March 2007
	Telephone management system	% implementation of telephone management system	100% implementation	Review operational  monitoring measures	Senior Manager: Administration	March 2007
2.3.6.2. To promote the effective and efficient functioning of the registry	Records management system	% implementation of records management system	60% implementation	Implement CMS Compliance with National Archives Act	Senior Manager: Administration	March 2007
2.3.6.3. To establish and maintain suitable office accommodation	Office established	Number of offices established	Two additional regional offices	2 additional Regional Offices	Senior Manager: Administration	March 2007
	Office relocated	Office to be relocated	Mafikeng and Western Cape	Identify suitable office space	Senior Manager: Administration	March 2007
	Storerooms established	Storerooms to be established	Storerooms established – Northern Cape and Eastern Cape	Engage Public Work to amend the lease	Senior Manager: Administration	March 2007

2.3.7.    Sub – Programme: SECURITY MANAGEMENT

Strategic Objective	Outputs	Measure	2006/7 Target	Activities	Responsibility	Due Date	Cost
2.3.7.1. 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	To develop a security management strategy, policies and procedures Consult and visits to offices to assess needs and gaps	Manger: Security	March 2007
2.3.7.2. To provide secure premises and a safe working environment for staff	Strategy, policies and procedures	% development and implementation	60% development of policies and procedures	To develop a security management strategy, policies and procedures Consult and visits to offices to assess needs and gaps	Manger: Security	Mar 2007

2.4 PROGRAMME 4: KNOWLEDGE MANAGEMENT AND INFORMATION TECHNOLOGY

2.4.1.    Objective of the Programme:

2.4.1.1 To introduce and maintain efficient and effective knowledge management and information and communications Technology within the OPP.

2.4.2.    Outcome of the programme:

2.4.1.2        Efficient and effective service delivery to stakeholders.

2.4.3.    Strategic objectives for the programme:

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

2.4.4.    Sub-Programme: Knowledge Management:

Strategic Objective	Output	Measure	2006/7 Target	Activities	Responsibility	Due Date	Cost
2.4.4.1. 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	Review the post	HR Manager	March 2007
	Knowledge audit conducted	% of audit conducted	100% of audit conducted	Questionnaires	Deputy Public Protector	March 2007
	Knowledge management strategy implemented	% of KM strategy developed and implemented	100% of strategy developed	Development of strategy	Deputy Public Protector	March 2007
	Research conducted	Continuous research	Continuous research performed	Continuous research	Deputy Public Protector	March 2007
2.4.4.2. Establish and migrate AORC	AORC established	% of AORC established and migrated	100% of AORC established	Launch AORC	Public Protector	March 2007
2.4.4.3. Implement exchange programme	Information being shared with other ombudsman offices	% of exchange programme implemented	50% of exchange programme implemented	Needs Analysis Draft Programme Implement	Deputy Public Protector	March 2007

2.4.5.    Sub-Programme: Information and Communications Technology:

Strategic Objective	Outputs	Measure	2006/7 Target	Activities	Responsibility	Due Date	Cost
2.4.5.1 To implement and enhance Integrated Information management Systems.	Case Management System	% Implementation	50% Implementation	· Mapping of processes and system deliverables · System development · User training · Data conversion and migration · Implementation of a system · Maintenance and user support	ICT Manager	March 2007	R1M
	Dictaphone Interpretation System	% Implementation	20% Implementation	Procurement of hardware and Software Setup of workstations Training of the user	ICT Manager	December 2006
	e-Procurement System	% Implementation	100% implementation	Customization of software for OPP needs Upgrade of server	ICT Manager	March 2007
	Precedent System	% Implementation	Review of the Researcher post	Review of the Researcher post	HR Manager	March 2007
	Enhanced Security System	% Implementation	50% implementation	Upgrade of security software	ICT Manager	December 2006
	Library management system	% Implementation	Needs Analysis	Conduct Needs Analysis Develop recommendations	ICT Manager	March 2007
	Enhanced HRMIS	% Implementation	Audit of HRMIS	Auditing of HRMIS	ICT Manager	December 2006
2.4.5.2. Build and enhance ICT infrastructure that is reliable, secured and interoperable	Network Availability	% Availability	100% availability	Installation of network hardware in new offices	ICT Manager	December 2006
	Upgrade of Servers and Software, including Jutastats	% Upgrade	100% upgrade	Assessment of servers Upgrade of hardware software and setup	ICT Manager	December 2006
	Remote Connection to the office Network	% implementation	50% implementation	Develop policies and procedures Implementation	ICT Manager	December 2006
	Intranet	% implementation	20% Implementation	Assess different intranet options	ICT Manager	September 2006
2.4.5.3 Improve and implement ICT best practices	Policies, standards and procedures	% Development and Implementation	100% Development	Appointment Senior IT Manager Draft approval and publication	ICT Manager	November 2006
	Business Continuity Plan	% Development and Implementation	50% Development	Implementation	IT Manager	December 2006

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