Presentation on the Strategic Plan (2015-19),

Annual Performance Plan and

Budget (2015-16)

21 April 2015

Content

1. Overview 2. Role of the CPSI within the National System of Innovation3. CPSI Transition4. Service delivery model / Approach5. Goals of the CPSI6. Strategic Positioning CPSI to Address Service Delivery Challenges7. Organisational Structure8. Highlights 2014/159. CPSI Annual Performance Plan 2015/1610. Budget

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1. Overview

• In terms of the Public Service Act, the Minister for Public Service and Administration is, among others, responsible for Innovation in the Public Service

• The CPSI was established in 2001 as a Section 21 Company (not for profit company)

• In 2008 became first Government Component to be listed as per amended Public Service Act of 2007 with Executive Director as Accounting Officer (HoD) reporting to the Executive Authority

• From Outsourcing model to building capacity within government, permanent posts, appropriate accommodation to include Multi-Media Innovation Centre

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Overview (2)

The CPSI is a facility of the ‘whole of government’

• established to entrench and drive the culture and practice of innovation in the public sector (solution-focussed public sector)

– In response to identified service delivery challenges

– In line with government’s priority outcomes as articulated in the National Development Plan

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2. Role within National System of Innovation (Chapter 1 & 3 of NDP)

• Integrated national system driven by Dept. of Science and Technology, comprising of– National Advisory Council on Innovation (NACI)– Technology Innovation Agency (TIA) ensuring that IP from

government funded R&D is retained– Provincial Entities (Innovation Hub)– Science Councils, Tertiary institutions (University R&D)

• The CPSI bridges the gap between science & technology innovations and service delivery innovations– Develop of S&T solutions in partnership with NSI institutions– Noting that not all innovations are S&T related

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3. CPSI Transition

• Since 2007 the CPSI had a shared services agreement on corporate services with the DPSA (governed by an MoU).

• The arrangement worked well but challenges, including auditing challenges, were experienced around reporting and accounting as the National Treasury only recognised one accounting officer as CPSI funding was ring-fenced within a sub-programme in the DPSA budget.

• On advice from National Treasury & AG and with the support of the previous Portfolio committee, approval was granted to the DPSA to transfer funds to CPSI. The Executive Director therefore became accountable in terms of the PFMA from 1 April 2015.

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CPSI Transition (2)

• CPSI established systems and processes (as required by the PFMA) to receive a Transfer as of 1 April 2015.

• Additional funding (R3,6mil) was appropriated to establish a simplified corporate services structure, secure additional accommodation and implement transversal systems and required ICT infrastructure.

• An assurance letter was issued to the DPSA subject to the provisions of Section 38 (1) (j) of the PFMA.

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CPSI Transition (3)

• Building Internal Capacity– Strengthening Corporate Services to serve the core business of

the organisation• CFO now within organisation• Improved internal efficiency (streamlining of processes and

shortened approval routes)

– Strengthening Technical Skills • Additional ICT skills • Additional Resource for Replication (Project Management

Capacity) • Stakeholder Engagement and Marketing

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4. Service Delivery Model / Approach

Work in partnership with service delivery sectors to identify challenges relating to government priorities (Chapters 4 – 14 of NDP):

• CPSI identifies challenge & confirm with service delivery institutions - or service delivery institutions approach CPSI with challenge

• Setting up integrated stakeholder teams (incl. NSI, NGOs) to interrogate the challenge(s), explore innovative service delivery solutions and funding model - leverage funding from Private Sector

• Oversee/lead testing and piloting – ensure in line with government legislation, mandate/s, identified needs

• Ensuring ownership is appropriately allocated for mainstreaming and sustainability

HANDOVER TO SERVICE DELIVERY INSTITUTION! MINISTER TO MINISTER9

5. Goals of the CPSI (Strategic Plan)

STRATEGIC OUTCOME ORIENTED GOALS • Finding, developing and promoting the replication of

service delivery innovations.

• The culture and practice of innovation entrenched for improved, effective and efficient public service delivery.

Achieving these goals by: Unearthing, encouraging, rewarding, showcasing, piloting &

facilitating the replication and mainstreaming of innovation in the public sector

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6. Strategic Positioning of CPSI to Address Service Delivery Challenges

• Strong focus on Unearthing & replicating existing innovations

– CPSI Awards programme a main feeder (at least two projects per year)

– Emphasis on replication projects as authentication and validation (as part of the Innovation Value Chain towards mainstreaming)• eLearning in Eastern Cape

– teachers with scarce skills such as Mathematics and Science teach up to six classes in six different schools in real-time, all classes are able to interact with the same teacher, access the same study material, using interactive boards, screens and cameras

– Correctional Services investigating replication

• Pharmacy Automation (Pharmacy Dispensing Unit)– Automated dispensing – eliminate errors, stock loss, expiring stock – Maximise efficiency of scarce skills (pharmacists can now consult,

interact, do rounds)– Maponya Mall

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Strategic Positioning of CPSI to Address Service Delivery Challenges (2)

• Pursuing the formation of the Ministerial Innovation Forum (Political Sponsorship remains a challenge – impacts on level of commitment to innovation by officials)– Greater participation and commitment by MECs– To unlock funding for public sector innovation ( Funding Model)– Improve intergovernmental relations and buy-in – Support replication and mainstreaming

• Strengthening partnerships with:– with service delivery departments and local government (SALGA,

Cities)– NSI institutions to develop new solutions– private sector and NPOs– Stakeholder management capacity to solicit support for replication

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Strategic Positioning of CPSI to Address Service Delivery Challenges (3)

• Continue Driving Innovation Pilot Projects (Short and Medium Term)

– Honeydew Nerve Centre with SAPS ( Multi-year)• Pro-active and real-time policing model• Integrating existing systems into one dashboard

– Memeza Household and Community Alarm with TIH & SAPS (Pilot launched in 40 households in Diepsloot) • Phase 2: 560 more• Gauteng: provincial initiative (Community Safety, Education, Soc.

Dev)

– The Helen Joseph Energy Efficiency Project with Health (& Tirelo Bosha funding)• Reducing energy costs with at least 25% and redirecting expenditure

to maintenance• Developing a model for other hospitals to replicate

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Strategic Positioning of CPSI to Address Service Delivery Challenges (4)

• Enabling environment – creating environment for innovation to thrive in departments • Public Sector Innovation Conference

– Platform for innovators to engage– Sharing of innovative practices for replication

• Public Sector Innovation Awards– Unearthing for replication– Recognition and encouragement– Building repository for sharing of best practices and academic

programmes

• Sector specific workshops to enhance the uptake and mainstreaming of award-winning public sector innovations– First workshop: Health Sector

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7. Organisational Structure

8. 2014/15 Highlights (Programme 1)

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• Putting Systems and Processes in place to receive a transfer:– Delegations (PSA & PFMA) finalised– Governance committees established (e.g. EXCO, Budget, Risk,

ICT, BSC & BAC)– BAS, Logis, PERSAL training and installation (all components, all

staff sharing corporate responsibilities to maintain a lean staff compliment whilst ensuring segregation of duties)

– Internal policies developed (Phase 1), second phase commenced

– New MoU (sharing of Legal Services, IA, donor coordination) with DPSA reviewed, en route for approval

2014/15 Highlights (Programme 2)

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• Pilot projects: – Cooperative Inland Waterways: Toolkit for inland waterways

safety piloted and developed, including:• Cellphone-based incident management system (now implemented

throughout DWS)• Design and construction of vessel wash bays - containment strategy for

alien invasive species• Job creation at each wash bay site• Zoning and demarcation system (enabler for Operation Phakisa)• Regional integration (Chapter 7, NDP): Lesotho to replicate

– Partnership with NSI: Memeza launch and pilot already showing positive results)• Household alarm (developed with NSI), piloting in 40 households (phase

1) Linked to SAPS Sector Policing Vehicle and Community Policing Forum• Gauteng making it a provincial programme

2014/15 Highlights (Programme 2)

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• Replication Projects:– Implementation of tele-radiology at Helen Joseph Hospital and

Rahima Moosa Hospital•Sending radiology images to specialists rather than the patient (saving, time, travel costs and importantly reduce the risks associated with transporting critically injured patients)

– eLearning model•Funding secured for replication of an adapted version in the Eastern Cape

2014/15 Highlights (Programme 2)

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• Successful hosting of CPSI Public Sector Innovation Awards– Platform for unearthing of innovations for replication and the

recognition & encouragement whilst building a repository for sharing of best practices

– As part of the recognition programme the CPSI facilitate entries into international awards programmes:

– Gauteng Education – 2014 United Nations PSA Winner– GDARD Animal Health Project (2013 CPSI Winner) – 2014 AAPAM

winner

• UN Public Administration Network Portal (UNPAN)– Online Platform for sharing information on public sector innovation, financial

management and administration– One of top three online regional centres

2014/15 Highlights (Programme 2)

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• Multi-Media Innovation Centre (432 visitors)• Hosted Cities (Tshwane, Johannesburg), Provincial & National departments

(Correctional Services, Home Affairs, StatsSa, DPSA, Health), International delegations (Kenya, Namibia)

• Innovation Capacity building• Innovation training module (with NSG) – Four training sessions held

Strategic Objective Performance Indicator Performance target 2015/16Consolidate and monitor the implementation of the performance plans in line with the organisation’s strategic priorities and statutory reporting regulations

Compliance with statutory reporting requirements on organisation performance

Quarterly performance reports submitted to MPSA, DPSA, DPME and National TreasurySubmit the organisation's Performance Plan and Annual Report for tabling in Parliament and submission to DPSA, DPME, the Auditor General and the National Treasury

To develop and implement Corporate Resource Management policies, procedures, plans or strategies to ensure organisational compliance, effectiveness and efficiency

Number of CRM policies, procedures and strategies identified, developed and implemented

Identify, develop and implement at least two CRM policies, procedures, plans or strategies

Programme performance indicators and annual targets for 2015/16 (SM & CRM)

9. Annual Performance Plan 2015/16Programme 1

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Strategic Objective Performance Indicator Performance target 2015/16To provide effective financial and supply-chain management by monitoring the organisation's expenditure and ensuring compliance with statutory reporting requirements.

Compliance with statutory reporting requirements on financial and supply chain management

Quarterly financial reports submitted to the MPSA, DPSA and the National Treasury

Submit the organisation's medium term expenditure framework input to the DPSA and the National Treasury

Submit the organisation's Adjusted Estimates of National Expenditure to the DPSA and the National Treasury

Submit the organisation's Estimates of National Expenditure to the DPSA and the National Treasury

Submit the Organisational Procurement Plan and Consultancy Reduction Plan to the DPSA and the National Treasury

Programme performance indicators and annual targets for 2015/16 (OCFO)

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Strategic Objective Performance Indicator Performance target 2015/16

To provide effective financial and supply-chain management by monitoring the organisation's expenditure and ensuring compliance with statutory reporting requirements.

Number of financial or supply chain management policies or procedures identified, developed and implemented

Identify, develop and implement at least two Financial or Supply chain management policies or procedures

Programme performance indicators and annual targets for 2015/16 (OCFO)

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Strategic Objective Performance Indicator Performance target 2015/16

To investigate service delivery challenges to identify solutions for possible development, adaptation, piloting and/ or replication, in partnership with the relevant stakeholders

Number of specific service delivery challenges investigated to determine root causes and identify possible solutions

At least three service delivery challenges investigated and possible solutions identified

Number of identified service delivery challenges submitted to stakeholders to develop solutions.

At least one identified challenge with no available solution posted on the OpenIX Exchange to initiate a development process

To develop case studies of selected service delivery innovations, for dissemination through the CPSI's knowledge platforms and products

Number of case studies developed for dissemination through the CPSI's knowledge platforms and products

At least 5 case studies related to service delivery innovations developed for dissemination

Programme performance indicators and annual targets for 2015/16 (R&D)

11. Annual Performance Plan 2015/16Programme 2

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Strategic Objective Performance Indicator Performance target 2015/16To pilot with service owners, demonstrate to public servants, and facilitate the replication, in identified sectors, of innovative models and solutions that improve service delivery

Number of innovative service delivery solution initiated for piloting with service owners over a short-term period

At least one new pilot initiated to address service delivery challenges

Number of innovative service delivery solution initiated for piloting with service owners over a multi-year period

At least one new pilot initiated to address service delivery challenges

Number of visits to the Multi-media Innovation Centre by public sector officials and other partners

At least 300 public sector officials and other partners visited the MMIC

Upgrading of equipment and updating content the Multi-media Innovation Centre

Assessment of the MMIC equipment and content requirements for possible upgrading and updating in 2016/17

Number of innovative projects facilitated for replication

Two CPSI award winning and/or other innovation projects identified, facilitated and supported for replication

Programme performance indicators and annual targets for 2015/16 (SSI)

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Strategic Objective Performance Indicator Performance target 2015/16To promote a culture of innovation in the public sector to enhance service delivery through sustaining and managing knowledge programmes, products and platforms

Number of finalist innovation projects or programmes recognised in Annual CPSI Public Sector Awards Ceremony to encourage and promote innovation in the public sector

At least four projects per category identified and recognised in a formal awards ceremony

Knowledge on public service innovations shared and exchanged through the Annual Public Sector Innovation Conference to encourage learning and replication

Host the Annual Public Sector Innovation Conference to share at least five innovative best practices and a panel of experts’ discussion held.

Number of editions of the “Ideas that Work” : The South African Public Sector innovation Journal published to encourage learning

Vol 6 Issue 1 and 2 of the “Ideas that Work” : The South African Public Sector innovation Journal published with at least 5 case studies and copies disseminated to the public sector, academia and stakeholders

Number of workshops on Leading Innovation in the Public Service to build capacity in the public service held

Two workshops held and attended by public officials

Programme performance indicators and annual targets for 2015/16 (EE).

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Strategic Objective Performance Indicator Performance target 2015/16

Participate in regional and international innovation programmes for learning, sharing and profiling of South African innovations to strengthen good governance initiatives

Number of content items on Innovation, Public Administration and Finance, uploaded onto the UNPAN Portal as the SADC Online Regional Centre to contribute to the strengthening of public administration and good governance initiatives

Upload 1200 content items on innovation, public administration and finance onto the UNPAN Portal

UNPAN SADC regional workshop hosted to maximize SADC's content contribution to the UNPAN Portal

Host a UNPAN SADC regional workshop attended by representatives from SADC countries

Number of country visits conducted to create awareness on UNPAN

Conduct two SADC country visits

Number of South African innovation projects supported to enter into International Awards Programmes

Enter at least eight South African public service innovation projects into International Awards Programmes

Number of regional and international innovation programmes participated in for learning, sharing and profiling of South African innovations to strengthen good governance initiative

Participate in at least two regional and international programmes

Programme performance indicators and annual targets for 2015/16 Conti..

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12. Appropriated Budget: 2015/16

Economic classification Administration'R'000

Innovation'R'000

Total'R'000

Current payments 13 919 14 991 28 910 Compensation of employees 6 252 8 702 14 954

Goods and services 7 667 6 289 13 956

Transfers and subsidies 24 - 24 Departmental agencies and accounts 24 - 24

Payments for capital assets 69 - 69

Machinery and equipment 69 - 69

Total 14 012 14 991 29 003

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Budget (2)

• Average growth rate of 10.8 % from 2014/15 to 2017/18 – initial higher growth to provide for corporate services capacity

• Compensation of Employees is 48.7% (R14,9mil) of total budget allocation

• Building lease is 27.86 % (R3,8mil) of Goods and Services allocation (R13,9mil)

YearAppropriation

R'000Increase

% IncreaseR'000

2014/15 25 304 14.62% 3 6992015/16 29 003 10.66% 3 0912016/17 32 094 7.29% 2 3402017/18 34 434

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Thank You

Siyabonga

Ke a leboga

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