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CPSI Strategic Plan 2015-19: Innovating Public Service Delivery

This presentation outlines the CPSI's strategic plan for 2015-19, including their role within the National System of Innovation, transition process, service delivery model, goals, strategic positioning, and budget.

johnparks
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CPSI Strategic Plan 2015-19: Innovating Public Service Delivery

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  1. Presentation on the Strategic Plan (2015-19),Annual Performance Plan and Budget (2015-16) 21 April 2015

  2. Content • Overview • Role of the CPSI within the National System of Innovation • CPSI Transition • Service delivery model / Approach • Goals of the CPSI • Strategic Positioning CPSI to Address Service Delivery Challenges • Organisational Structure • Highlights 2014/15 • CPSI Annual Performance Plan 2015/16 • Budget

  3. 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

  4. 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

  5. 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

  6. 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.

  7. 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.

  8. 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

  9. 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 MINISTER

  10. 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

  11. 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

  12. 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

  13. 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 (& TireloBosha funding) • Reducing energy costs with at least 25% and redirecting expenditure to maintenance • Developing a model for other hospitals to replicate

  14. 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

  15. 7. Organisational Structure

  16. 8. 2014/15 Highlights (Programme 1) • 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

  17. 2014/15 Highlights (Programme 2) • 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

  18. 2014/15 Highlights (Programme 2) • Replication Projects: • Implementation of tele-radiology at Helen Joseph Hospitaland RahimaMoosaHospital • 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

  19. 2014/15 Highlights (Programme 2) • 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

  20. 2014/15 Highlights (Programme 2) • 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

  21. 9. Annual Performance Plan 2015/16 Programme 1 Programme performance indicators and annual targets for 2015/16 (SM & CRM)

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

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

  24. 11. Annual Performance Plan 2015/16 Programme 2 • Programme performance indicators and annual targets for 2015/16 (R&D)

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

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

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

  28. 12. Appropriated Budget: 2015/16

  29. 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)

  30. Thank You Siyabonga Ke a leboga

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