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SCOPE OF PRESENTATION

PUBLIC PROTECTOR’S PRESENTATION TO THE PORTFOLIO COMMITTEE ON JUSTICE AND CONSTITUTIONAL DEVELOPMENT: STRATEGIC PLAN AND BUDGET Thursday 02 May 2013 Presented by Adv. Thuli Madonsela Public Protector. SCOPE OF PRESENTATION. Introduction Past year 2012/13 at a glance (unaudited),

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SCOPE OF PRESENTATION

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  1. PUBLIC PROTECTOR’S PRESENTATION TO THE PORTFOLIO COMMITTEE ON JUSTICE AND CONSTITUTIONAL DEVELOPMENT: STRATEGIC PLAN AND BUDGET Thursday 02 May 2013Presented by Adv. Thuli MadonselaPublic Protector

  2. SCOPE OF PRESENTATION • Introduction • Past year 2012/13 at a glance (unaudited), • Lessons learned • Changes in the Strategic Plan • Trends of maladministration for noting by Parliament • Key areas of investment • Budget overview • Conclusion and a word of gratitude

  3. INTRODUCTION • The Public Protector is honoured and grateful for the opportunity to present the Strategic Plan of the office to Parliament and for Parliament's on-going support • The strategic vision underpinning the Strategic plan remains as articulated in the Public Protector Vision 2020 • The strategic thrust also remains the same, however we reviewed the sub-strategic objectives • The review was informed by our internal environment and the changing context of the nature of our work

  4. INTRODUCTION Cont… • The baseline study focusing on stakeholder views on the Public Protector’s week also informed the strategy.

  5. PAST YEAR AT A GLANCE (Unaudited) • 23 350 new complaints received • 10 183 complaints carried over from the previous financial year. • 20 153 complaints finalised • 13 085 carried over to the 2013/2014 • 48 524 778 people reached in pursuit of accessibility and trust • Improvement in thoroughness of investigations

  6. PAST YEAR AT A GLANCE (Unaudited)

  7. Lessons learned • Need to engage with state lawyers to unlock delays • Need for round table and protocol for integrity agencies • Need for enhanced investigations capacity in terms of numbers and skills • Mobile offices and satellite officesrealistic option for accessibility • Regional offices: There is a plan to open new offices, prioritising them based on population figures and need.

  8. Lessons learned • BASELINE SURVEY RESULTS • Awareness of the office:77% • Awareness of Provincial Offices 57% • Satisfaction With The Handling Of The Complaint: 63% • Correcting State Wrongs: 69% • Driving Improvements In Government Systems: 68%

  9. CHANGES IN THE STRATEGIC PLAN • As stated Strategic actions remain mostly unchanged; slight changes in response to the following: • Feedback received from Parliament regarding efficiency rationalization of service centres • Reviewed footprint including relocating some of the regional offices; • Relocate Siyabuswa office to Emalahleni; • Relocate Vryburg office to Klerksdorp • Open relocated office from Mabopane to Germiston) • Establish and launch Regional offices in Thohoyandou, Port Elizabeth and Pietermaritzburg

  10. CHANGES IN THE STRATEGIC PLAN Cont… • Four balanced scorecard perspectives were adopted as follows: • Stakeholder Perspective • Internal Processes Perspective • Financial Resources Perspective • People Skills and Culture Perspective • Sub Strategic Objectives collapsed from 28 to 18

  11. CHANGES IN THE STRATEGIC PLAN Cont… 3. Accessible to and trusted by all persons and communities • Put up signage on at least 50% of Public Protector buildings • Signage on roads • Produce and distribute corporate video for corporate branding • Conduct a survey on the Public Protector South Africa’s compliance with internal Customer Service Charter with a view to improve the service experience of complainants

  12. CHANGES IN THE STRATEGIC PLAN Cont… 4. Prompt Justice including Remedial action • Map, re-engineer and automate all identified business process by 31 March 2014, with a special focus on improving efficiency in our key processes • Turnaround times for investigation of early resolution cases were revised as follows: • 50% of the complaints resolved within 3 months; • 30% of the complaints resolved within 4 months • 20% of complaints resolved within 6 months. • Conduct training for organs of state on the Public Protector Rules

  13. CHANGES IN THE STRATEGIC PLAN Cont… 5. Promotion of good governance in the conduct of all state affairs • Identify, investigate and resolve 1 own initiative investigation per branch • Inclusion of AORC/AOMA Initiatives including hosting of General Assembly by July 2013 • Appointment of international relations and parliamentary manager • Through AORC, conduct at least 2 workshops on AU shared values with identified African states • Create a database on Ombudsman/Public Protector jurisprudence

  14. CHANGES IN THE STRATEGIC PLAN Cont… 6. An efficient and effective organisation • 80% of strategic objectives achieved within 5.1% budget variance • 7. Optimal performance and service focused culture • Purpose driven organisation roll out/team building

  15. TRENDS OF MALADMINISTRATION FOR NOTING BY PARLIAMENT • There is an increase in service delivery complaints • There is an increase in complaints relating to corruption • Increase in protected disclosures and EMEA cases • RDP systemic investigation shows continuing RDP housing challenges in areas of planning, procurement, allocation of houses

  16. TRENDS OF MALADMINISTRATION FOR NOTING BY PARLIAMENT Cont… • Other areas with bulk complaints include police (brutality), health, worker’s compensation and local government

  17. KEY AREAS OF INVESTMENT • Public outreach to improve accessibility in response to survey • Trainee investigators: The office introduced a formal training for investigators through the trainee investigator programme • Case Management System: We are finalising the procurement to make case management better in terms of accurate reporting and regular feedback to complainants • Video conferencing: The video conferencing is up and running. It will assist with cost saving in terms of reducing travelling for meetings. • Integrated Financial Management System: Procurement of the system was finalised. Therefore, financial and HR systems will be electronically based. • Call centre: The call centre is up and running and the Toll Free number will be staffed soon, where advise will also be given to complaints. There will a formal launch to popularise it. It will also assist with turnaround times in acknowledgement of complaints.

  18. BUDGETALLOCATION 2013 – 2016

  19. BUDGET ALLOCATION

  20. BUDGET ALLOCATION (Continue)

  21. BUDGET ALLOCATION (Continue)

  22. BUDGET ALLOCATION (Continue)

  23. BUDGET ALLOCATION (Continue)

  24. BUDGET ALLOCATION (Continue)

  25. BUDGET ALLOCATION (Continue)

  26. BUDGET ALLOCATION (Continue) *Budget allocation to provinces is proportional to the population statistics as per the Census 2011

  27. BUDGET ALLOCATION (Continue)

  28. BUDGET ALLOCATION (Continue)

  29. CONCLUSION AND A WORD OF GRATITUDE • Significant progress made in balancing swiftness with thoroughness and in expediting accessibility. Significant challenges for state regarding maladministration • Parliamentary support sincerely appreciated • Organs of state that supply information on time appreciated • Public support, including ongoing dialogue on maladministration, good governance and role of Public Protector • Financial support from Justice/Treasury and Parliament

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