THE PUBLIC PROTECTOR SOUTH AFRICA ANNUAL PERFORMANCE PLAN 2019-2020 - AWS
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
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
Public Protector Vision 2023
Public Protector South Africa Annual Performance Plan
2019-2020 Financial Year
TAKING THE SERVICES OF THE PUBLIC PROTECTOR TO THE GRASSROOTSFOREWORD 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 1As 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 3Official 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 AFRICAContents
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 5Part 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 AFRICA1.5 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 7Aspirations • 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 AFRICARisk 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 9Departments, 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 11In 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 1062015/16 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 7103.2 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 2019/20 154. 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 AFRICAStrategic 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 17SO: 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 AFRICAAudited 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 AFRICAQuarterly 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 classificationProgramme 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 167Programme 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.
234.2 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 AFRICASO 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 25Audited 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 2021Audited 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
27Strategic 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 challengesReconciling 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 411Programme 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 31Strategic 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 AFRICAAudited 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
33Audited 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 2022Quarterly 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
35Strategic 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 2020You can also read
