THE PUBLIC PROTECTOR SOUTH AFRICA ANNUAL PERFORMANCE PLAN 2019-2020 - AWS

 
THE PUBLIC PROTECTOR SOUTH AFRICA ANNUAL PERFORMANCE PLAN 2019-2020 - AWS
THE PUBLIC PROTECTOR SOUTH AFRICA
                   ANNUAL PERFORMANCE PLAN
                           2019-2020

                 PUBLIC PROTECTOR VISION 2023
TAKING THE SERVICES OF THE PUBLIC PROTECTOR TO THE GRASSROOTS
THE PUBLIC PROTECTOR SOUTH AFRICA ANNUAL PERFORMANCE PLAN 2019-2020 - AWS
THE PUBLIC PROTECTOR SOUTH AFRICA ANNUAL PERFORMANCE PLAN 2019-2020 - AWS
The Public Protector South Africa
           Annual Performance Plan
                   2019-2020

            Public Protector Vision 2023
          Public Protector South Africa Annual Performance Plan
                         2019-2020 Financial Year

TAKING THE SERVICES OF THE PUBLIC PROTECTOR TO THE GRASSROOTS
FOREWORD BY THE
                                    PUBLIC PROTECTOR
                                    ADVOCATE BUSISIWE MKHWEBANE

I enclose a detailed Public Protector Annual Performance Plan (APP) for 2019/20.
In essence, this document contains what we set out to accomplish over the next 12
months in pursuit of our long term goals as outlined the institutional Strategic Plan.

You will recall that I indicated in my maiden Strategic Plan that, over the course of
my tenure, my office’s operations were to be informed by what I termed Vision 2023,
an ambitious plan through which I seek to take the services of this institution to the
grassroots. This remains the case.

This vision continues to be powered by eight pillars, namely enhancing access to our
services; engaging targeted communities in vernacular languages; expanding our
footprint; and leveraging stakeholder relations, formalising those relationships in
signed agreements.

Other pillars include empowering people to understand their rights; projecting
an image of a safe haven for the poor and destitute; encouraging organs of state
to establish effective internal complaints resolution units; and ultimately turning
communities into being their own liberators.

This blueprint remains our lodestar as we approach the halfway mark of my term
of office. I’m accordingly pleased that we remain on track to implement it fully in
support of our constitutional mandate to investigate, report on and remedy alleged or
suspected improper conduct as well as be accessible to all persons and communities.

                                           ANNUAL PERFORMANCE PLAN 2019/20        1
As you will see in this document, we continue to place a lot of emphasis on outcomes
and impact where the core function is concerned. The aim is to bring finality to more
matters and therefore justice to those who entrust us with conduct and service failure
complaints.

This approach applies to old or new formal investigations, cases identified for
settlement by way of alternative dispute resolution and interventions of systemic
nature, where we target, on own initiative, service delivery challenges that appear to
be affecting many people or communities recurrently.

We also want to carry on holding talks with organs of state where there appears to be
recurrent problems as a way of helping them out of those difficult situations i.e. assist
them in establishing internal complaints units. We are of the strong view that holding
the hand of such institutions out of such difficulties is really impactful.

We have, however, taken note of a few challenges over the last couple of financial
years, which only serve to disrupt the progress we are making. These includes instances
of irregular, fruitless and wasteful expenditure, for which we have been duly censured
by the Auditor-General. Coupled with this is the overall under-par institutional
performance, inadequate budget and poor cooperation with our processes by some
organs of state.

We have put effective measures in place to overcome all these challenges. To this
end, we have an APP target to obtain a clean audit report. We have also bolstered
our financial and supply chain management units with managerial staff, in addition to
overhauling related internal systems, as a way of marching towards a clean audit. We
have further managed to finalise 283 out of the 466 or 60% percent of backlog cases,
which are two year and more old.

To improve performance, we are implementing fully our Performance Management
and Development System. This will include signing performance agreements on time
and conducting appraisals on a regular basis.

While we remain alive to the country’s financial difficulties, which cut across
government, we remain hopeful that we will be allocated more resources to enable
us to deliver services and meet our financial obligations. We are in the process of
amending our legislation to supplement our resources by recouping costs on
investigations from the organs of state we investigate.

Increasingly, our meagre budget gets depleted through litigation as more and more
of our reports are taken on judicial review. This is a direct result of the Constitutional
Court decision that our remedial action is binding.

  2        THE PUBLIC PROTECTOR SOUTH AFRICA
While we wait for our request to be considered, we will do our bit to use the little
resource we have been allocated prudently. Our analysis has revealed that, we have
been spending a lot on leased vehicles and office accommodation. Our long term aim
is to move to a point where we own vehicles and the premises from which we operate.
The plan is to start small, acquiring a few such assets at a time.

There are also organs of state that fail to cooperate with our investigations and to
comply with our remedial action. We have a number of complainants who have turned
to the media, accusing us of failing to hold such organs of state to account.

We have resolved to ask for Parliament’s intervention in terms of Section 55(2) of
the Constitution. We do this because we do not even have the money to enforce our
remedial action through the courts. We are considering establishing internal capacity
to litigate without the assistance of outside attorneys and advocates.

Lastly, I would like to make a call to all those who are unhappy with our findings and
remedial action to exercise their right to have our reports reviewed and set aside in
a manner that is consistent with the Constitutional Court judgment in the Economic
Freedom Fighters and other versus the Speaker of the National Assembly and others.
In that judgment the court indicated that, unless reviewed and set aside by a court of
law, our remedial action is binding.

I would therefore like to call upon those who wish to take our reports on judicial
review to not only file review papers in court and leave it at that as this could amount
to a violation of the Constitution. They must take things a step further and interdict
the implementation of the remedial action, pending review processes. That is the way
to go.

In conclusion, we continue to depend on the support of the National Assembly to
overcome all of our challenges. It is only with this backing that we can make headway
and live up to our overall purpose of strengthening constitutional democracy.

_______________________
Adv. Busisiwe Mkhwebane
Public Protector of South Africa
31 March 2019

                                            ANNUAL PERFORMANCE PLAN 2019/20         3
Official sign-off
It is hereby certified that this Annual Performance Plan of the Public Protector South
     Africa for the Financial Year (FY) 2019/20:
• Was developed by employees and management of the Public Protector under the
  guidance of Advocate Busisiwe Mkhwebane;

• Took into account all relevant policies, legislation and other mandates for which
  the Public Protector is responsible for;

• Was prepared in line with the current Strategic Plan of Public Protector; and

• Accurately reflects the performance targets which Public Protector will endeavour
  to achieve given the resources made available in the budget for 2019/20.

Ms Machebane R Mothiba
Senior Manager: Strategic Support
Signature: __________________

Ms Yalekile Lusibane
Chief Financial Officer
Signature: __________________

Mr Vussy Mahlangu
Accounting Officer
Signature: __________________

Approved by:

Adv. Busisiwe Mkhwebane
Public Protector
Signature: __________________
Date: 31 March 2019

  4        THE PUBLIC PROTECTOR SOUTH AFRICA
Contents
Part A: Strategic overview  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 6
1.        Situational Analysis .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  6
          1.1        Vision .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  6
          1.2        Mission .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  6
          1.3        Institutional Purpose Statement .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  6
          1.4        Principles and Values  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  6
          1.5        Value-Adding/Impactful Investigations .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  7
2.        Updated situational analysis .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  7
          2.1        Performance Delivery Environment .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  7
          2.2        Organisational Delivery Environment .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  8
          2.3        Revisions to legislative and other mandates .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .10
3.        Overview of the 2019/2020 Budget and MTEF Estimates  .  .  .  .  .  .  .  .  .  .  .  . 13
          3.1         Expenditure Estimates .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .13
          3.2        Relating expenditure to trends to Strategic outcomes oriented goals .  . 15
4.        Part B: Programme and sub-programme plans  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 16
          4.1        Programme 1: Administration .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .16
          4.2        Programme 2: Investigations .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .24
          4.3        Programme 3: Stakeholder Management  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 31
5.        Technical Indicator Descriptions .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .39
Annexure A: Amendments to the existing 2018 – 2023 Strategic Plan .  .  .  .  .  .  .  .  .  .  49

                                                                       ANNUAL PERFORMANCE PLAN 2019/20                                   5
Part A: Strategic overview
1.     Situational Analysis
1.1    Vision
Empowered people and accountable public administration

1.2    Mission
To protect all persons against administrative injustices, improve service delivery and
promote good governance in state affairs

1.3 Institutional Purpose Statement
A catalyst for change in pursuit of good governance.

1.4 Principles and Values

Anchored in the pursuit of proper conduct in state affairs and the Batho Pele principles,
we seek to uphold and promote the principles of:
•       Accountability;
•       Integrity;
•       Responsiveness; (AIR)

Furthermore our Institutional Value System is articulated by (PULE):

 Passion             we will conduct our investigations with passion to ensure that no one
                     suffers prejudice
 Ubuntu              we respect the constitutionally protected dignity of all those we interact with
                     as we deliver services and manage our affairs and serve professionally
                     with humanity, empathy, compassion, understanding and respect for
                     every person's human rights.
 Leadership          we intend to lead by example in how we conduct ourselves in the institution;
                     from the lowest to the highest position
 Efficiency          we will deal with our customers and stakeholders with a high level
                     of professionalism, skill, good judgement while ensuring speed and
                     responsiveness in the delivery of our services.

  6           THE PUBLIC PROTECTOR SOUTH AFRICA
1.5 Value-Adding/Impactful Investigations
Public Protector South Africa aims to make an impact in the lives of the people through
addressing systemic challenges in organs of State. The result of our investigations/
reports is to influence organs of State to act appropriately to the benefit of the people
they serve.

The Public Protector would have made an impact when people at the grassroots level
are empowered to the extent that they are able to demand, request and engage
government institutions to address their complaints before approaching the Public
Protector

2.      Updated situational analysis
2.1     Performance Delivery Environment
Below are details pertaining to the Strengths, Opportunities, Aspirations and Results
that have been taken into consideration in the development of the Strategic and
Annual Performance Plans:

 SOAR              Description
 Strengths         •   We have hard power such as binding remedial action, subpoena, 3 strikes
                       rule, etc.
                   •   Good reputation of the institution
                   •   We are the overarching oversight institution
                   •   Competent and experienced workforce
                   •   Diversity
                   •   Team work
                   •   Professionalism
                   •   United (speaking with one voice)
                   •   Good service (able to provide a good service and justice to our customers)
                   •   Ability to resolve most complaints
 Opportunities     •   Trend setter (locally and internationally through AORC)/To be the leading
                       institution amongst oversight bodies
                   •   Fostering relations with other institutions (MOU’s and Response Protocols
                       with state institutions)
                   •   Budget (Additional funds to fund our operations)
                   •   Working with other government institutions to get access to skills such as
                       forensic capacity
                   •   To expand PPSA footprint (with minimal capital) though working with other
                       institutions
                   •   Re-arrange structure to support an optimally functioning institution

                                                ANNUAL PERFORMANCE PLAN 2019/20                     7
Aspirations          •   Accessible to everyone in order to change ordinary lives
                      •   The most trusted institution
                      •   To empower people at the grassroots to exercise their Constitutional rights
                      •   To be the employer of choice and attract the best workforce
                      •   Influence the practice of good governance in organs of State
                      •   Help to resolve systemic challenges within organs of State
                      •   To be the epitome of excellence in our work
 Results              •   No backlog of cases/Reduced case load
                      •   Fewer complaints against the institution
                      •   Fewer reviews
                      •   An accessible PPSA as required by section 182 (4) of the Constitution
                      •   Consistently high performing institution (e.g. Quality reports produced
                          timeously)
                      •   Improved service delivery
                      •   A trusted institution
                      •   Happy & healthy employees
                      •   Improved stakeholder relations

2.2     Organisational Delivery Environment
The institution is structured mainly in terms of core and support functions. The
institution is also represented in all nine provinces, including nine regional offices.
In total, there are nineteen offices across the country. Key to the performance of the
institution is our ability to fulfil our legislative mandate and the realisation of vision
2023. We receive cases that are categorised as Early Resolution, Service Delivery and
Good Governance. Early Resolution cases are predominantly simple matters that deal
with bread and butter issues such as the undue delay in processing a pension pay out.
Service Delivery cases deal with alleged failure of organs of state to deliver services
to communities such as water provision. Good Governance cases focuses on conduct
failure investigations where allegations such as tender irregularities and conduct of
members of Parliament are investigated. Furthermore, it is vital for the Public Protector
to work with organs of State on a continuous basis until the remedial action imposed
by the Public Protector is implemented.

The institution is under pressure to finalise cases that have already superannuated,
while at the same time having to deal with new cases with limited resources at hand.
The caseload per investigator is high considering the increasing number of complex
cases received by the institution. Complex cases takes time to be finalised and may
require specialised skills in other fields such as forensics, quantity surveying, etc. that
the institution does not have in-house. In terms of remedial action, the compliance
unit is under capacitated to effectively deal with all the required follow-ups with
organs of State.

  8            THE PUBLIC PROTECTOR SOUTH AFRICA
Risk Management in the Institution is another important area that complements the
efficiencies and effectiveness of the organisation. Early warnings are derived from a
risk register and as a result, the institution is in a better position to respond to such
early warnings. Therefore the risk unit needs to have increased capacity.

The expansion of services to comply with the constitutional injunction on universal
access has also been severely affected by financial constraints, leading to a strategic
decision to partner with other institutions in the coming years. We are exploring options
for optimal physical access by approaching organs of State to utilise government
buildings such as magistrates courts based on the conclusion of relevant Memoranda
of Understanding (MOUs) with the Department of Justice and Correctional Services
and other institutions such as traditional councils and municipalities.

As a result of budgetary constraints, the institution has had to cut down on important
projects or defer them to other financial years. Such projects include implementation
of the Disaster Recovery System, having an in-house internal audit function,
implementing institutional effectiveness turnaround approach, having an integrated
security system, expanding the footprint of the office and training/capacity building of
staff. The financial situation has gotten worse and threaten the institution’s ability to
execute its Constitutional mandate effectively.

The approved organisational structure of Public Protector South Africa has never been
fully funded, which hampers its ability to rigorously investigate and finalise cases
on time. The situation is further exacerbated by the fact that the corporate support
services, particularly human resources support services, have buckled under pressure
as they were created at the time the Public Protector systematically severed from the
administrative support rendered by the Department of Justice and were still relying
on that department for additional corporate support services. When compared with
the corporate structure of the Auditor General, a fellow Chapter 9 institution with
a similar oversight mandate covering the entire state and even more, the Public
Protector’s approved organisational structure is grossly inadequate. PPSA is expected
to investigate any conduct in state affairs meaning, the kind of resourcing is inadequate
for an institution whose mandate is so broad it covers the 39 National Government

                                            ANNUAL PERFORMANCE PLAN 2019/20          9
Departments, 90 Provincial Government Departments, 258 Municipalities and
countless other State Institutions, including State-Owned Enterprises.

Limited office space also continues to be a challenge. This has resulted in a deterioration
of working conditions with several employees being forced to share offices and some
offices not meeting the basic requirements of the Occupational Health and Safety
Act. Security in various offices has also become a major risk and several break-ins
and muggings have been reported in Provincial and Regional Offices. This is a matter
of serious concern. Due to financial constraints, Public Protector South Africa has
not been able to relocate high risk Provincial Offices with required urgency. Over
the medium term, PPSA will explore the option of procuring state-owned buildings
including rentals.

The institution is a member of the African Ombudsman Mediators Association (AOMA),
where the Public Protector holds the position of President. AOMA’s role is to strengthen
the Ombudsman Institutions in Africa to become among the best in the world. AOMA
established the African Ombudsman Research Centre (AORC). AORC’s main role is to
support AOMA’s goals of promoting ombudsmanship, good governance, the rule of
law and human rights in Africa. Secondly, AORC seeks to develop the capacity and
knowledge of AOMA members. AORC is funded by the Department of International
Relations’ (DIRCO’s) African Renaissance Fund. The Public Protector is the chairperson
of AORC.

2.3    Revisions to legislative and other mandates
2.3.1. AMENDMENT OF THE PUBLIC PROTECTOR ACT.

The Public Protector engaged the Department of Justice in 2018 on the amendment of
the Public Protector Act. One of the main objectives of the proposed amendment is to
allow the Public Protector to charge and recover the fees and expenses from a State
institution against which a complaint has been lodged and an adverse finding against
such an Organ of State has been made by the Public Protector.

Such a step will allow the Public Protector to supplement its income with the view to
improve both liquidity as well as capacity in respect of the vast number of unfunded
positions on the approved structure.

The formula and the modalities on how the fees and costs will be recovered from the
Organ of State have not yet been developed, but it is anticipated that the fees shall
only be charged against an Organ of State in which the Public Protector has made
adverse findings.

 10        THE PUBLIC PROTECTOR SOUTH AFRICA
The amendment of the Public Protector Act will not only assist in the improvement of
the financial liquidity of PPSA and its capacity constraints, but also encourage Organ of
State to comply with the legislation to avoid incurring irregular, fruitless and wasteful
expenditure, which expenditure maybe recoverable from the responsible employee in
terms of the PFMA regulations

Considering the importance of PPSA’s mandate to the ordinary citizens of the Republic
and the undesirable effect this financial crisis has on the general public, we are also
engaging National Treasury to support our proposal to amend the Public Protector Act.

2.3.2. IMPACT OF RECENT AND PENDING COURT CASES ON LEGISLATION
       INFORMING THE PP’S MANDATE.

The proposed amendments to the Public Protector Act also seek to align the provisions
of the Act to current jurisprudence that influenced or clarified the mandate and
powers of the Public Protector.

This includes amendments to establish a process for the National Assembly (and other
organs of state) to set up appropriate mechanisms to deal with reports submitted to
it in terms of section 8(2)(b)(iii) of the Public Protector Act read with sections 181(3),
42(3) and 55(2) of the Constitution. (In line with the judgment of the Constitutional
Court in the matter of Economic Freedom Fighters v Speaker of the National Assembly
and Others; Democratic Alliance v Speaker of the National Assembly and Others [2016]
ZACC 11)

The amendments further seek to consolidate the position of the Public Protector as
highlighted by the Courts by clarifying and establishing an appropriate civil procedure
to deal with conduct that constitutes contempt of the Public Protector as envisaged in
section 9 (a) and (b) of the Act.

The process is ongoing and the outcome of pending judicial reviews before the High
court, as well as the matter in the Constitutional Court will be monitored to determine
if additional amendments to the PP Act might be required.

2.3.3. EXECUTIVE MEMBERS’ ETHICS ACT NO. 82 OF 1998

The Public Protector had raised the review of the Executive Members’ Ethics Act No 82
of 1998 (the EMEA) as far back as 2010. The Executive Members’ Ethics Amendment
Bill, 2011 was subsequently drafted to amend the EMEA, primarily to regulate the
procedure to be followed by the Public Protector when reporting on conduct of the
President. The Bill was published for public comment but was however, not submitted
to Parliament.

                                             ANNUAL PERFORMANCE PLAN 2019/20         11
In 2016, the State of Capture Report No. 6 of 2016/17 was released. The remedial
action required the EMEA to be reviewed to contain better guidance on avoiding
conflict of interest, clearly define the responsibilities of those in authority regarding
whistle-blowers and whistleblowing and to draft a code of ethical conduct applying to
all employees of the state.

The Speaker of Parliament subsequently referred the matter to the Portfolio Committee
Justice and Correctional Services (the Portfolio Committee) to implement the remedial
action.

The Public Protector has subsequently, in engagements with Parliament and with the
Cabinet, alluded to the fact that the EMEA needs to be reviewed as a whole, to deal
with other areas of concern where the Public Protector experienced challenges with
its enforcement and implementation.

The Public Protector is monitoring the current review process by the Portfolio
Committee with the view to engage the Committee and the Department of Justice on
the anticipated draft EMEA Amendment Bill.

 12        THE PUBLIC PROTECTOR SOUTH AFRICA
3.      Overview of the 2019/2020 Budget and MTEF Estimates
                                  3.1     Expenditure Estimates

                                                                  2015/16    2016/17    2017/18        2018/19              2019/20    2020/21    2021/22
                                                                   Audited    Audited    Audited   Approved      Adjusted    Budget     Budget      Budget
                                  Expenses                        Outcome    Outcome    Outcome      budget       Budget    Estimate   Estimate    Estimate
                                  Rand thousand                      000        000        000         000          000        000        000         000
                                  Administration                    80 062    113 519    149 285    118 002      133 027     123 962    133 672    138 641
                                  Investigations                   153 873    174 673    181 991    180 395      181 650     185 232    192 719    204 255
                                  Stakeholder Management             3 330      5 275     13 937     12 965       12 685      13 432     13 979     14 815
                                  Total                           237 265    293 467    345 213    311 362    327 362       322 626    340 370    357 710

                                  Economic classification                -          -          -          -                        -          -           -
                                  Current payments                237 265    293 467    345 213    311 362    327 362       322 626    340 370    357 710
                                  Compensation of employ-
                                                                  171 244    202 513    238 927    250 132    250 132       257 122    267 216    283 404
                                  ees
                                  Goods and services               59 074     85 370    100 669     52 889       69 927      62 504     69 990     70 967
                                  Of which 1                             -          -          -          -             -          -          -           -
                                  Advertising                            -          -       575        440            64        448        473         499
                                  Assets less than R5 000                -          -        70           -             -          -          -           -
                                  Audit costs                            -          -      3 774      4 200        3 400       4 123      4 350      4 589

ANNUAL PERFORMANCE PLAN 2019/20
                                  Bank charges                           -          -       101        100           100        100        106         111
                                  Bursaries (employees)                  -          -       168        400           400         50         53          56

13
                                  Catering: internal activities          -          -          -        53            53         95        100         106
2015/16    2016/17    2017/18        2018/19              2019/20    2020/21    2021/22

14
                                                                      Audited    Audited    Audited   Approved      Adjusted    Budget     Budget      Budget
                                    Expenses                         Outcome    Outcome    Outcome      budget       Budget    Estimate   Estimate    Estimate
                                    Rand thousand                       000        000        000         000          000        000        000         000
                                    Communication                       1 902      2 158      2 695       918         2 318       2 010      2 121      2 237
                                    Computer services                   7 427     11 357     13 942     11 000       15 420      13 572     14 318     15 106
                                    Consultants                         7 618     10 737      4 026       851         1 651       1 267      1 337      1 410
                                    Lease Payments                     11 710     16 549     18 652     14 453       14 873      14 553     15 353     16 198
                                    Legal fees                              -          -     20 458      4 000       15 210      10 000     10 550     11 130
                                    Non life insurance                      -          -          -          -             -          -          -           -
                                    Printing and publication                -          -      1 521        20            90        250        264         278
                                    Repairs and maintenance               22        546        557         30            30        100        106         111

THE PUBLIC PROTECTOR SOUTH AFRICA
                                    Training and staff development      1 071      1 125      2 003       600           100        150        158         167
                                    Travel and subsistence              3 877      9 494      7 536      3 153        2 403       2 762      2 914      3 074
                                    Venues and facilities                   -          -      1 099       450           170           -          -           -
                                    Cleaning service                   14 774     23 212       666        550           550        718        757         799
                                    Municipal services                      -          -      3 857      4 400        4 190       5 045      5 322      5 615
                                    Stationery                              -          -      2 681      1 060        1 130        700        739         779
                                    Other operating expenses                -          -     14 429      4 481        5 845       4 693      9 000      6 622
                                    Depreciation                       6 292      5 257      4 361      7 303        7 303       3 000      3 164      3 339
                                    Losses from sale of fixed
                                                                        306          59      1 066           -             -          -          -           -
                                    assets
                                    Interest                            349        268        190       1 038              -          -          -           -
                                    Total Expenditure                237 265    293 467    345 213    311 362    327 362       322 626    340 370    357 710
3.2    Relating expenditure to trends to Strategic outcomes oriented
       goals

The 2019 MTEF provides for a budget of R322.6 million in 2019/20 and is expected to
grow to R357.7 million in 2021/22.

Programme 2 continues to be the largest cost driver accounting for 57% of the total
PPSA budget allocation. This will allow the organisation to strive for a 100% finalisation
rate of cases within the approved turnaround times.

The personnel expenditure accounts for R257.1 million (80%) in 2019/20 and goods
and services for R62.5 million (19%), of which R57.2 million is allocated to contractual
obligations.

The Public Protector South Africa is committed to achieving its strategic vision (vision
2023) by allocating R634 000 to conduct 208 outreach clinics across the country in
2019/20.

                                             ANNUAL PERFORMANCE PLAN 2019/20         15
4.      Part B: Programme and sub-programme plans
4.1     Programme 1: Administration
Strategic Outcome Oriented Goal 3: An effective and efficient people driven
organisation

Strategic Outcome     An effective and efficient people driven organisation
Oriented Goal 3
Goal statement        An effective and efficient organisation that consistently achieves at least 90% of its
                      intended targets
Strategic Risk/s      Insufficient funding to fulfil the mandate of the institution
                      Operational/institutional inefficiencies (human capital/infrastructure in terms of ICT, etc.)
                      High attrition rate
Contributing          Unfavourable economic conditions, leading to budget cuts
Factor/s
                      Historical conditions, where the institution is funded as if it still relies on the Department of
                      Justice for corporate support services
                      Nature of the work, where we do not have control over the number of cases received
Risk Mitigation       Staff attraction and retention through improved conditions of service
                      Team building initiatives
                      Keep on engaging relevant government structures to request for funding

                      Develop and implement Information Communications Technology to optimally support
SO: 4
                      business objectives
Objective             To improve identified Information Communications Technology infrastructure and
statement             capacity
                      Information Communications Technology infrastructure is not fully capacitated to
Baseline
                      support institution's needs
                      Limited ICT capacity to service all PPSA needs
Risk
                      Security and other threats to loss of data and records
Contributing          Inadequate ICT infrastructure in some offices
Factors
Risk Mitigation       Upgrading of infrastructure to support IT systems
                      Enhancing existing ICT competencies on ICT governance

 16            THE PUBLIC PROTECTOR SOUTH AFRICA
Strategic Initiatives   Implementation of King IV code
                        Implementation of ISO/IEC 38500 standard
                        Implementation of COBIT
                        Implementation of the Case Management System (CMS)
                        A business continuity plan will be finalised to ensure plans are put in place to ensure
                        that in an event that any of the Public Protector offices is destroyed, documents will be
                        accessible and work of the office will continue

SO: 5                   Secure office accommodation
Objective               To implement a new approach to acquiring office accommodation as a cost saving
statement               measure
Baseline                13 out of 19 office accommodation is leased
Risk                    Excessive rental payments on leasing
Contributing            Renting privately owned office buildings as opposed to state-owned buildings
Factors
Risk Mitigation         Engage DPW to identify state-owned buildings and houses to rent
                        Utilise MOU with the Department of Justice to use magistrates courts and DoJ houses
                        as outreach clinics
Strategic Initiatives   Secure state-owned buildings/office accommodation

SO: 6                   Implement an institutional effectiveness turnaround approach to improve efficiencies
Objective               Improve optimal use of business processes (Re-engineer the institution to deliver on its
statement               legislative mandate)
                        The current organisational/institutional arrangement does not effectively support its
Baseline                operations
                        Standard Operating procedures are in place and being implemented
Risk                    Non-alignment of the institution to support effective implementation of its mandate

Contributing            Limited/inadequate resources to implement the restructuring
Factors                 Lack of human capital in certain units
Risk Mitigation         Capacitation of certain units
                        Implementation of the revised communication strategy
Strategic Initiatives   Development and implementation of an institutional effectiveness turnaround approach
                        Develop critical outstanding policies/strategies
                        Filling of vacant positions and seek additional funding from National Treasury

                                                         ANNUAL PERFORMANCE PLAN 2019/20                      17
SO: 7                   Obtain Clean Audit
Objective               Obtain a clean audit annually
statement
Baseline                Unqualified audit opinion with matters of emphasis
Risk                    Reputational risk due to failure to obtain a clean audit
                        Inadequate internal control environment
Contributing
                        Culture of non-compliance not effectively dealt with
Factors
                        Challenges of financial viability and sustainability
Risk Mitigation         Tighten implementation of controls
                        Constant monitoring of implementation of action plans to address audit findings
                        Request for additional funding/ formal partnerships( MOUs) with Department of Justice
Strategic Initiatives   Develop action plans and monitor implementation

 18            THE PUBLIC PROTECTOR SOUTH AFRICA
Audited Performance                                                               Medium targets
                                                                                                                    Estimated
                                  Strategic                             2016/17
                                                     Performance                       2017/18 Audited             Performance         2019/20           2020/21           2021/22
                                  Objective                             Audited
                                                     Indicator                         Performance                   2018/19           Target            Target            Target
                                                                        Performance
                                  Implement an       Percentage of      N/A            N/A                   The service delivery      Approval          100%              100%
                                  institutional      development                                             model of the turnaround   and 100%          implementation    implementation
                                  effectiveness      and                                                     strategy was developed.   implementation    of the approved   of the approved
                                  turnaround         implementation                                                                    of phase 2 of     and funded        and funded
                                  approach           of a turnaround                                                                   the turnaround    turnaround        turnaround
                                  to improve         strategy                                                                          strategy          strategy          strategy
                                  efficiencies                                                                                         (organisational
                                                                                                                                       structure)
                                  Develop and        % of               N/A            Video conferencing,   Hard drive encryption     N/A               100%              100% Case
                                  implement          implementation                    integrated            was implemented at                                            Management
                                  Information        of ICT                            telephone             100%                                        Case              system training,
                                  Communications     infrastructure                    management                                                        Management        pilot deployment
                                  Technology                                           system were not                                                   System            at Head Office
                                  to optimally                                         implemented and                                                   acquisition,      and deployment
                                  support business                                     e-mail encryption                                                 customization,    at all offices
                                  objectives                                           was implemented                                                   data cleansing
                                                                                                                                                         and migration
                                  Obtain clean       Obtain a clean     N/A            Obtained              A clean audit strategy    Review and        Achieve a clean   Achieve a clean
                                  audit              Audit                             unqualified audit     was developed, approved implement the       audit opinion     audit opinion
                                                                                       opinion               and implemented           approved clean    annually          annually
                                                                                                                                       audit strategy
                                                                                                             The institution sustained
                                                                                                             an unqualified audit
                                                                                                             opinion with 1 emphasis

ANNUAL PERFORMANCE PLAN 2019/20
                                                                                                             of matter
                                                                                                             The number of audit
                                                                                                             findings was reduced

19
                                                                                                             by 50%
Audited Performance                                                               Medium targets

20
                                                                                                                Estimated
                                    Strategic                        2016/17
                                                    Performance                     2017/18 Audited            Performance          2019/20           2020/21           2021/22
                                    Objective                        Audited
                                                    Indicator                       Performance                  2018/19            Target            Target            Target
                                                                     Performance
                                    Secure office   Number of        N/A            A Project Plan        The institution engaged   Secure 2 state-   Secure 3 state-   Secure 4 state-
                                    accommodation   state-owned                     to implement the      DPW and received a list   owned office      owned office      owned office
                                                    office                          recommendations       of vacant state-owned     accommodation     accommodation     accommodation
                                                    accommodation                   of the feasibility    buildings that could
                                                    secured                         study (for            potentially be secured
                                                                                    in-sourcing of
                                                                                    infrastructure) was
                                                                                    developed

THE PUBLIC PROTECTOR SOUTH AFRICA
Quarterly Targets for Programme 1

                                                            Performance                                                                                                                2019/20
                                  Strategic Objective                           2019/20 Target          Quarter 1          Quarter 2            Quarter 3            Quarter 4
                                                            Indicator                                                                                                                  Budget
                                  Implement an              Percentage of       Approval and 100%       Consult with       Approval of the      50%                  100%              R0
                                  institutional             development and     implementation          management         organisational       Implementation       Implementation
                                  effectiveness             implementation      of phase 2 of the       and labour on      structure            of the funded        of the funded
                                  turnaround approach       of a turnaround     turnaround strategy     the proposed                            organisational       organisational
                                  to improve efficiencies   strategy            (organisational         organisational                          structure            structure
                                                                                structure)              structure
                                  Obtain clean audit        Obtain a clean      Review and              Review the clean   25%                  75%                  100%              R0
                                                            Audit               implement the           audit strategy     implementation       implementation       implementation
                                                                                approved clean audit                       of the clean audit   of the clean audit   of the clean
                                                                                strategy                                   strategy             strategy             audit strategy
                                  Secure office             Number of          Secure 2 state-owned Identify 1 suitable    Identify 1           Enter into a lease   Occupy            R0
                                  accommodation             state-owned office office accommodation state-owned office     suitable state-      agreement with       two state-
                                                            accommodation                           accommodation          owned office         the state entity     owned office
                                                            secured                                                        accommodation        owning the office    accommodation
                                                                                                                                                accommodation

                                  Reconciling performance targets with the Budget and MTEF

                                  Programme 1: Administration
                                                                              2015/16       2016/17         2017/18             2018/19                     2019/20      2020/21       2021/22
                                                                               Audited        Audited         Audited      Approved          Adjusted        Budget         Budget       Budget
                                  Expenses                                    Outcome        Outcome         Outcome         budget           Budget        Estimate       Estimate     Estimate

ANNUAL PERFORMANCE PLAN 2019/20
                                  Rand Thousand                                  000             000                000        000              000             000              000        000
                                  Administration                               80 062       113 519         149 285        118 002        133 027           123 962      133 672       138 641

21
                                  Economic classification
Programme 1: Administration

22
                                                                     2015/16    2016/17    2017/18        2018/19              2019/20    2020/21    2021/22
                                                                      Audited    Audited    Audited   Approved      Adjusted    Budget     Budget     Budget
                                    Expenses                         Outcome    Outcome    Outcome      budget       Budget    Estimate   Estimate   Estimate
                                    Rand Thousand                       000        000        000         000          000        000        000        000
                                    Current payments                  80 062    113 519    149 285    118 002    133 027       123 962    133 672    138 641
                                    Compensation of employ-
                                                                      31 962     42 103     58 829    63 563        63 563      64 266     66 645     70 799
                                    ees
                                    Goods and services                41 153     65 832     84 839    46 098        62 161      56 696     63 863     64 503
                                    Of which 1
                                    Advertising                             -          -       570        440            64        448        473        499
                                    Assets less than R5 000                 -          -        70           -             -                     -          -

THE PUBLIC PROTECTOR SOUTH AFRICA
                                    Audit costs                             -          -      3 774      4 200        3 400       4 123      4 350      4 589
                                    Bank charges                            -          -       101        100           100        100        106        111
                                    Bursaries (employees)                   -          -       168        400           400         50         53         56
                                    Catering: internal activities           -          -                   30            30         95        100        106
                                    Communication                        833        747       1 066       369           369        750        791        835
                                    Computer services                   7 427     11 357     13 942     11 000       15 420      13 572     14 318     15 106
                                    Consultants                         7 580     10 185      3 978       851         1 651       1 267      1 337      1 410
                                    Lease Payments                      7 996     13 772     14 500     14 453       14 873      14 553     15 353     16 198
                                    Legal fees                              -          -     20 458      4 000       15 210      10 000     10 550     11 130
                                    Non life insurance                      -          -                     -             -                     -          -
                                    Printing and publication                -          -      1 431        20            90        250        264        278
                                    Repairs and maintenance                3        546        471         30            30        100        106         111
                                    Training and staff development      1 071      1 125      2 003       600           100        150        158        167
Programme 1: Administration
                                                                    2015/16      2016/17      2017/18          2018/19              2019/20    2020/21     2021/22
                                                                      Audited      Audited     Audited     Approved      Adjusted    Budget      Budget      Budget
                                  Expenses                           Outcome      Outcome     Outcome        budget       Budget    Estimate    Estimate    Estimate
                                  Rand Thousand                         000          000          000          000          000        000         000         000
                                  Travel and subsistence                1 469        4 888       3 891        1 123        1 123       1 009      1 064       1 123
                                  Venues and facilities                     -            -         982            -             -                      -           -
                                  Cleaning service                     14 774      23 212          666          550          550        718         757         799
                                  Municipal services                        -            -       3 857        4 400        4 190       5 045      5 322       5 615
                                  Stationery                                -            -       1 512          700          770        331         349         368
                                  Other operating expenses                  -            -      11 399        2 832        3 791       4 135      8 411       6 001
                                  Depreciation                         6 292       5 257        4 361        7 303        7 303       3 000      3 164       3 339
                                  Losses from sale of fixed
                                                                        306            59       1 066             -             -                      -           -
                                  assets
                                  Interest                              349          268          190        1 038              -                      -           -
                                  Total Expenditure                  80 062      113 519      149 285      118 002     133 027      123 962    133 672     138 641

                                  Performance and expenditure trends

                                  The targets set for the MTEF in relation to securing office accommodation as well as implementation of the funded organisational
                                  structure will be implemented from the baseline. That is, the implementation of the organisational structure is based on the same
                                  compensation of employees as there will be movement of employees within the institution into positions better commensurate

ANNUAL PERFORMANCE PLAN 2019/20
                                  with their skills and experience. Securing of state-owned office accommodation will be funded from the lease payments vote.
                                  The clean audit strategy is implemented by PPSA employees, thus the absence of a specific budget to achieve the target.

23
4.2     Programme 2: Investigations
Strategic Outcomes Oriented Goal 1: Prompt services delivered to all persons
and institutions in order to promote and maintain good governance

Strategic Outcome       Prompt services delivered to all persons and institutions in order to promote
Oriented Goal 1         and maintain good governance
Goal statement          Deliver prompt services to all persons and institutions in order to promote and
                        maintain good governance in state affairs
Strategic Risk/s        Inability to implement the legislative mandate
                        Inability to meet Action 101 and 103 of Chapter 14 of the NDP
                        Increased litigation (completed cases taken on judicial review) due to binding
                        nature of PPSA remedial action
Contributing Factor/s   Lack of responses from organs of State
                        Increased number of complex matters
                        Abuse of review process by organs of State
Risk Mitigation         Ensure adherence to Investigation Plans
                        Encourage skills transfer by delegating responsibilities to senior investigators
                        More stringent internal review process
                        Use hard powers such as subpoenas, to encourage organs of State to
                        cooperate

SO 1                    Investigate and finalise reports promptly
Objective Statement     Eliminate a backlog of 2 years and older cases, investigate and finalise 30
                        formal reports annually and adhere to defined turnaround times in finalising
                        investigations
Baseline                Formal reports were not included in the 2017/18 Strategic Plan, however, 34
                        reports were finalised before the end of the year
                        The institution has a backlog of cases that are 2 years and older
                        Some cases are not finalised within stipulated turnaround times
Risk Description        Inadequate funding to procure services of specialised skills such as archi-
                        tects, quantity surveyors, doctors, etc.
                        Inadequate cooperation from organs of State
Contributing Factors    Not using the hard powers in many cases
Risk Mitigation         Continuous monitoring and evaluation of cases under investigation
Strategic Initiatives   Rationing the number of formal reports to be produced in line with capacities
                        within specific branches and provinces
                        Use hard powers such as subpoenas, to encourage organs of State to
                        cooperate

 24          THE PUBLIC PROTECTOR SOUTH AFRICA
SO 2                    Promote a culture of good governance
                        To promote the culture of good governance in state affairs through dialogues
Objective statement
                        and engagements with 10 institutions annually
                        Activities to promote good governance undertaken include Good Governance
Baseline
                        Week and conducting systemic investigations
Risk                    Limited or no cooperation from targeted institutions
Contributing Factors    The binding remedial action of the Public Protector
Risk Mitigation         Ensure that during engagements with organs of state, agreements are
                        reached
Strategic Initiatives   Arrange meetings with organs of state

                                                  ANNUAL PERFORMANCE PLAN 2019/20                25
Audited Performance                                                                        Medium targets

26
                                                                                                                      Estimated
                                    Strategic                                2016/17             2017/18             Performance
                                    Objective          Performance Indicator Audited             Audited                               2019/20 Target                   2020/21 Target        2021/22 Target
                                                                                                                       2018/19
                                                                             Performance         Performance
                                    Investigate and    Number of cases          N/A              N/A               N/A                 Finalise 7000 cases per          Finalise 7000         Finalise 7000
                                    finalise reports   finalised                                                                       annum                            cases per annum       cases per annum
                                    promptly           Number of                N/A              N/A               36 formal reports   Finalise and publish 56          Finalise and          Finalise and
                                                       investigation reports                                       were finalised      investigation reports by 31      publish 56            publish 56
                                                       finalised and                                                                   March 2020                       investigation         investigation
                                                       published                                                                                                        reports by 31         reports by 31
                                                                                                                                                                        March 2021            March 2022
                                                       Percentage of            N/A              N/A               The percentage      Finalise 100% of cases           Finalise 100%         Finalise 100%
                                                       adherence to                                                of adherence to     within the following             of cases within       of cases within
                                                       turnaround times in                                         turnaround times    turnaround times:                the following         the following

THE PUBLIC PROTECTOR SOUTH AFRICA
                                                       finalisation of cases                                       was:                ER: 6 months (as at 1            turnaround times:     turnaround
                                                                                                                   ER: 90%             April 2019)                      ER: 6 months          times:
                                                                                                                                                                        SD: 12 months         ER: 6 months
                                                                                                                   SD: 100%            SD: 12 months (as at 1
                                                                                                                                                                        GGI: 24 months        SD: 12 months
                                                                                                                   GGI: 100%           October 2018)
                                                                                                                                                                                              GGI: 24 months
                                                                                                                                       GGI: 24 months (as at 1
                                                                                                                                       October 2017)
                                                       Percentage of 2       N/A                 N/A               60% of 2 years      Finalise 100% of 2 years         Finalise 100%         Finalise 100%
                                                       years and older cases                                       and older cases     and older cases by 31            of 2 years and        of 2 years and
                                                       finalised                                                   were finalised      March 2020                       older cases by 31     older cases by
                                                                                                                                                                        March 2021            31 March 2022
                                                       Investigation            1 systemic       6 systemic        7 systemic          Identify and investigate 2       Finalise 2 systemic   Identify and
                                                       and finalisation         investigation/   investigations    investigations      systemic investigations /        investigations        investigate
                                                       of systemic              intervention     / interventions   / interventions     interventions                    / interventions       2 systemic
                                                       investigations/          was finalised    were finalised    were finalised                                       identified in         investigations /
                                                       interventions                                                                                                    2019/20 by 31         interventions
                                                                                                                                                                        March 2021
Audited Performance                                                                         Medium targets
                                                                                                                      Estimated
                                  Strategic                                2016/17              2017/18              Performance
                                  Objective          Performance Indicator Audited              Audited                                  2019/20 Target                 2020/21 Target      2021/22 Target
                                                                                                                       2018/19
                                                                           Performance          Performance
                                  Promote a       Number of dialogues N/A                       10               10 dialogues            10 dialogues held with         10 dialogues held   10 dialogues
                                  culture of good held with organs of                           consultations    were held with          organs of State on sys-        with organs of      held with
                                  governance      State on systemic                             were held        organs of State         temic challenges by 31         State on systemic   organs of State
                                                  challenges                                    with organs                              March 2020                     challenges by 31    on systemic
                                                                                                of State                                                                March 2021          challenges by 31
                                                                                                                                                                                            March 2022

                                  Quarterly Targets for programme 2

                                  Strategic          Performance                                                                                                                              2019/20
                                                                             2019/20 Target          Quarter 1           Quarter 2             Quarter 3                   Quarter 4
                                  Objective          Indicator                                                                                                                                Budget
                                  Investigate and    Number of cases         Finalise 7000 cases     Finalise 2000       Finalise 2000         Finalise 1500 cases         Finalise 1500      R0
                                  finalise reports   finalised               per annum               cases               cases                                             cases
                                  promptly           Number of               Finalise and publish    Finalise and        Finalise and          Finalise and publish 10     Finalise and       R0
                                                     investigation           56 investigation        publish 16          publish 16            investigation reports       publish 14
                                                     reports finalised       reports by 31 March     investigation       investigation                                     investigation
                                                     and published           2020                    reports             reports                                           reports

ANNUAL PERFORMANCE PLAN 2019/20
27
Strategic          Performance                                                                                                                 2019/20

28
                                                                            2019/20 Target         Quarter 1         Quarter 2         Quarter 3                 Quarter 4
                                    Objective          Indicator                                                                                                                   Budget
                                    Investigate and    Percentage of        Finalise 100% of       Finalise 100%     Finalise 100%     Finalise 100% of cases    Finalise 100%     R0
                                    finalise reports   adherence to         cases within the       of cases within   of cases within   within the following      of cases within
                                    promptly           turnaround times     following turnaround   the following     the following     turnaround times:         the following
                                                       in finalisation of   times:                 turnaround        turnaround                                  turnaround
                                                                                                                                       ER: 6 months
                                                       cases                                       times:            times:                                      times:
                                                                            ER: 6 months (as at
                                                                                                                                       SD: 12 months
                                                                            1 April 2019)          ER: 6 months      ER: 6 months                                ER: 6 months
                                                                                                                                       GGI: 24 months
                                                                            SD: 12 months (as      SD: 12 months     SD: 12 months                               SD: 12 months
                                                                            at 1 October 2018)
                                                                                                   GGI: 24 months    GGI: 24 months                              GGI: 24 months
                                                                            GGI: 24 months (as
                                                                            at 1 October 2017)
                                                       Percentage of 2      Finalise 100% of       Finalise 25%      Finalise 30%      Finalise 20% of 2 years   Finalise 25%      R0

THE PUBLIC PROTECTOR SOUTH AFRICA
                                                       years and older      2 years and older      of 2 years and    of 2 years and    and older cas-es by the   of 2 years and
                                                       cases finalised      cases by 31 March      older cas-es by   older cases by    end of the quarter        older cases by
                                                                            2020                   the end of the    the end of the                              the end of the
                                                                                                   quarter           quarter                                     quarter
                                                       Investigation        Identify and           Identify one      Investigate       Identify one systemic     Investigate       R0
                                                       and finalisation     investigate            systemic          the identified    investigations/           the identified
                                                       of systemic          2 systemic             investigation/    systemic          intervention              systemic
                                                       investigations/      investigations/        intervention      investigation/                              investigations/
                                                                                                                                       Investigate the
                                                       interventions        interventions                            intervention                                interventions
                                                                                                                                       identified systemic
                                                                                                                                       investigation/
                                                                                                                                       intervention
                                    Promote a          Number of dia-       10 dialogues held      2 dialogues       3 dialogues      2 dialogues held with      3 dialogues       R0
                                    culture of good    logues held with     with organs of         held with         held with organs organs of State on         held with
                                    gov-ernance        organs of State      State on systemic      organs of State   of State on      systemic challenges        organs of State
                                                       on sys-temic         challenges by 31       on systemic       systemic chal-                              on system-ic
                                                       challeng-es          March 2020             challenges        lenges                                      challenges
Reconciling performance targets with the Budget and MTEF

                                  Programme 2: Investigations
                                                                  2015/16    2016/17    2017/18        2018/19              2019/20     2020/21     2021/22
                                                                   Audited    Audited    Audited   Approved      Adjusted     Budget      Budget      Budget
                                  Expenses                        Outcome    Outcome    Outcome      budget       Budget     Estimate    Estimate    Estimate
                                  Rand Thousand                       000        000        000        000          000         000         000         000
                                  Investigations                  153 873    174 673    181 991    180 395    181 650       185 232     192 719     204 255
                                  Economic classification
                                  Current payments                153 873    174 673    181 991    180 395    181 650       185 232     192 719     204 255
                                  Compensation of employ-
                                                                  136 719    157 252    166 901    174 169    174 169       180 043     187 245     198 479
                                  ees
                                  Goods and services               17 154     17 421     15 090      6 226        7 481       5 189       5 474       5 775
                                  Of which 1
                                  Advertising                            -          -         4           -             -                       -           -
                                  Catering: internal activities          -          -                   23            23                        -           -
                                  Communication                      1 063      1 411      1 629       549         1 949       1 260       1 329       1 402
                                  Consultants                          38        178         48           -             -                       -           -
                                  Lease Payments                     3 714      2 777      4 152          -             -                       -           -
                                  Printing and publication               -          -        61           -             -                       -           -
                                  Repairs and maintenance              19           -        86           -             -                       -           -

ANNUAL PERFORMANCE PLAN 2019/20
                                  Travel and subsistence             2 070      4 201      3 306      1 915        1 165       1 134       1 196       1 262

                                  Cleaning services                 10 250     8 854      1 859       1 730        1 930       1 868       1 971       2 079

29
                                  Stationery                             -          -     1 168        360           360         369         389         411
Programme 2: Investigations

30
                                                                       2015/16      2016/17      2017/18           2018/19              2019/20     2020/21     2021/22
                                                                         Audited      Audited      Audited     Approved      Adjusted     Budget      Budget      Budget
                                    Expenses                            Outcome      Outcome      Outcome        budget       Budget     Estimate    Estimate    Estimate
                                    Rand Thousand                          000          000           000          000          000         000         000         000
                                    Other operating expenses                   -            -        2 777        1 649        2 054         558         589         621
                                    Depreciation                               -            -            -            -             -                       -           -
                                    Total Expenditure                  153 873      174 673      181 991      180 395     181 650       185 232     192 719     204 255

                                    Performance and expenditure trends

                                    The biggest cost driver for PPSA investigations is compensation of employees since it is the investigative staff that is responsible
                                    for investigating, finalising cases and referring the matters. It can also be noted that the communication budget has an allocation

THE PUBLIC PROTECTOR SOUTH AFRICA
                                    of R1.26 million, which is mainly used for telephone costs, courier and postal services among others. Communication with
                                    complainants and organs of State through the abovementioned tools of trade is critical to ensure that investigations are carried
                                    out efficiently.
4.3          Programme 3: Stakeholder Management
Strategic Outcome Oriented Goal 2: Accessible Public Protector Services

Strategic Outcome       Accessible Public Protector services
Oriented Goal 2
Goal statement          Public Protector services accessible to persons and communities in local
                        languages throughout all municipal districts
Strategic Risk          Under funding
                        Office location
Contributing Factor/s   Vast geographic areas in provinces, making reaching communities difficult
Risk Mitigation         Negotiate with organs of state to utilise their existing buildings to house PPSA

SO 3                    Ease of access to Public Protector services
Objective statement     To ensure that Public Protector services are accessible to persons and com-
                        munities, especially in rural areas
Baseline                More than 84 clinics were conducted per province
Risk                    Limited access to Public Protector offices because of location
                        Budgetary constraints to expand the number of clinics
Contributing Factors    Limited access in terms of providing services for persons with disabilities
                        Limited access to information by the public on the role of the Public Protector
                        Challenge in communicating to all complainants in all official languages
Risk Mitigation         Tailor make information to suit the needs of people with disabilities
                        Collaborate with other State institutions to make Public Protector services
                        available in areas that are remote
                        Piggy back on existing communication platforms of government (e.g. GCIS)
                        Formulate a business case for funding
Strategic Initiatives   Implementation of the revised outreach plan

                                                  ANNUAL PERFORMANCE PLAN 2019/20                     31
Strategic Outcome       Oversight institutions and public complaints mechanisms strengthened
Oriented Goal 4
Goal statement          To play a leading role in strengthening fellow administrative oversight institu-
                        tions in the country and rest of Africa
Strategic Risk/s        Inconsistent investigation approach or methods
                        Competition with specialised investigating entities
                        Placing reliance on the outcomes of cases investigated
Contributing Factor/s   Each ombudsman institution operating under different set of laws, policies
                        and procedures
Risk Mitigation         Enforce Memorandum of Agreements and/or Service Level Agreements

                        Strengthen the role of ombudsman institutions and assist to establish internal
SO 8
                        complaints handling mechanisms within organs of state
                        Strengthening of the role of ombudsman institutions in SA and Africa through
Objective statement     bilateral engagements (AOMA and AORC activities) as well as to assist organs
                        of state establish internal complaints handling mechanisms
                        PPSA is a member of AOMA and supports AORC in activities that support
Baseline
                        other ombudsman institutions in Africa
Risk                    Limited or no cooperation from ombudsman institutions or organs of state
Contributing Factors    Limited financial resources
Risk Mitigation         Offer support that is requested and agreed on
Strategic Initiatives   Support AORC operations to assist ombudsman institutions in Africa
                        Make a contribution at AOMA meetings
                        Support organs of State in establishing internal complaints handling mecha-
                        nisms

 32          THE PUBLIC PROTECTOR SOUTH AFRICA
Audited Performance                                       Estimated           Medium targets
                                  Strategic
                                                   Performance           2016/17 Audited   2017/18 Audited   Performance
                                  Objective                                                                                      2019/20 Target       2020/21 Target        2021/22 Target
                                                   Indicator             Performance       Performance       2018/19
                                  Ease of access   Number of             N/A               815 clinics       At least 234     Conduct 208 clinics Conduct 208 clinics Conduct 208 clinics
                                  to Public        outreach clinics                        were conducted    clinics were     across the country across the country across the country
                                  Protector        conducted across                        across the        conducted across by 31 March 2020 by 31 March 2021 by 31 March 2022
                                  services         the country                             country           the country
                                                   Number of             N/A               N/A               9 Public Protector Conduct 9             Conduct 9             Conduct 9
                                                   Public Protector                                          roadshows were Public Protector          Public Protector      Public Protector
                                                   roadshows                                                 conducted          roadshows             roadshows             roadshows
                                                   (including national                                                          (including national   (including national   (including national
                                                   events) conducted                                                            events) by 31         events) by 31         events) by 31
                                                                                                                                March 2020            March 2021            March 2022
                                                   Number of radio       N/A               N/A               A minimum of 4      Conduct 2 radio      Conduct 2 radio       Conduct 2 radio
                                                   slots conducted                                           radio slots were    slots per province   slots per province    slots per province
                                                                                                             conducted per       per annum            per annum             per annum
                                                                                                             province

ANNUAL PERFORMANCE PLAN 2019/20
33
Audited Performance                                                           Medium targets

34
                                                                                                                   Estimated
                                    Strategic
                                                         Performance           2016/17 Audited   2017/18 Audited   Performance
                                    Objective                                                                                          2019/20 Target          2020/21 Target          2021/22 Target
                                                         Indicator             Performance       Performance       2018/19
                                    Strengthen           Number of bilateral   N/A               A bilateral       A bilateral         Enter into              Enter into              Enter into
                                    the role of          agreements                              agreement was     agreement was       1 bilateral             1 bilateral             1 bilateral
                                    ombudsman            entered into                            entered into      entered into with   agreement with          agreement with          agreement with
                                    institutions         annually                                with the Health   the Tax Ombud       an ombudsman            an ombudsman            an ombudsman
                                    and assist to                                                Ombudsman                             institution or assist   institution or assist   institution or assist
                                    establish internal                                                                                 an organ of state       an organ of state       an organ of state
                                    complaints                                                                                         to strengthen its       to strengthen its       to strengthen its
                                    handling                                                                                           internal complaints     internal complaints     internal complaints
                                    mechanisms                                                                                         handling                handling                handling
                                    within organs of                                                                                   mechanisms by 31        mechanisms by 31        mechanisms by 31
                                    state                                                                                              March 2020              March 2021              March 2022
                                                         Percentage of         N/A               N/A               The Public          Public Protector        Public Protector        Public Protector

THE PUBLIC PROTECTOR SOUTH AFRICA
                                                         AORC board                                                Protector chaired   to chair 100% of        to chair 100% of        to chair 100% of
                                                         meetings chaired                                          all scheduled       scheduled AORC          scheduled AORC          scheduled AORC
                                                         by the Public                                             AORC board          board meetings by       board meetings by       board meetings by
                                                         Protector                                                 meetings            31 March 2020           31 March 2021           31 March 2022
                                                         Percentage of         N/A               N/A               The Public          Public Protector        Public Protector        Public Protector
                                                         AOMA meetings                                             Protector           to attend 100% of       to attend 100% of       to attend 100% of
                                                         attended by the                                           attended all        scheduled AOMA          scheduled AOMA          scheduled AOMA
                                                         Public Protector                                          scheduled AOMA      meetings by 31          meetings by 31          meetings by 31
                                                                                                                   meetings            March 2020              March 2021              March 2022
Quarterly Targets for programme 3

                                  Strategic        Performance
                                                                      2019/20 Target        Quarter 1             Quarter 2             Quarter 3              Quarter 4          2019/20 Budget
                                  Objective        Indicator
                                  Ease of access   Number of          Conduct 208 clinics Conduct 52 clinics      Conduct 52 clinics    Conduct 52 clinics     Conduct 52         R634 000
                                  to Public        outreach clinics   across the country across the country       across the country    across the country     clinics across
                                  Protector        conducted across   by 31 March 2020 per quarter                per quarter           per quarter            the country per
                                  services         the country                                                                                                 quarter
                                                   Number of Public   Conduct 9             Conduct 1             Conduct 4             Conduct 3              Conduct 1          R1 069 109
                                                   Protector road-    Public Protector      roadshow including    roadshows by the      roadshows by the       roadshow by
                                                   shows (including   roadshows             the following         end of the quarter    end of the quarter     the end of the
                                                   national events)   (including national   national event:       including the         including the          quarter
                                                   conducted          events) by 31         Youth Day             following national    following national
                                                                      March 2020                                  events: Mandela       event: International
                                                                                                                  day, National         Human Rights day
                                                                                                                  Women’s day and
                                                                                                                  Heritage day
                                                   Number of radio    Conduct 2 radio       Conduct 3 radio       Conduct 8 radio       Conduct 5 radio        Conduct 2 radio    R100 000
                                                   slots conducted    slots per province    slots by the end of   slots by the end of   slots by the end of    slots by the end
                                                                      per annum             the quarter           the quarter           the quarter            of the quarter

ANNUAL PERFORMANCE PLAN 2019/20
35
Strategic            Performance

36
                                                                             2019/20 Target          Quarter 1               Quarter 2           Quarter 3            Quarter 4          2019/20 Budget
                                    Objective            Indicator
                                    Strengthen           Number              Enter into              Identify an             Negotiate with      Conclude and         Implement          R0
                                    the role of          of bilateral        1 bilateral             ombudsman               the identified      sign the bilateral   the bilateral
                                    ombudsman            agreements          agreement with          institution to enter    ombudsman           agreement            agreement
                                    institutions         entered into        an ombudsman            into a bilateral        institution/organ
                                    and assist to        annually            institution or assist   agreement with or       of state and
                                    establish internal                       an organ of state       identify an organ       draft a bilateral
                                    complaints                               to strengthen its       of state to assist in   agreement
                                    handling                                 internal complaints     strengthening its
                                    mechanisms                               handling                internal complaints
                                    within organs of                         mechanisms by           handling
                                    state                                                            mechanisms
                                                         Percentage of       Public Protector        Public Protector        Public Protector    Public Protector     Public Protector   R153 400
                                                         AORC board          to chair 100% of        to chair any            to chair any        to chair any         to chair any
                                                         meet-ings chaired   scheduled AORC          scheduled AORC          scheduled AORC      scheduled AORC       scheduled

THE PUBLIC PROTECTOR SOUTH AFRICA
                                                         by the Public       board meetings by       board meeting           board meeting       board meeting        AORC board
                                                         Protector           31 March 2020                                                                            meeting
                                                         Percentage of       Public Protector        Public Protector        Public Protector    Public Protector     Public Protector   R346 600
                                                         AOMA meetings       to attend 100% of       to attend any           to attend any       to attend any        to attend any
                                                         attended by the     scheduled AOMA          scheduled AOMA          scheduled AOMA      scheduled AOMA       scheduled
                                                         Public Protector    meetings by 31          meeting                 meeting             meeting              AOMA meeting
                                                                             March 2020
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