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Centre for Public Service Innovation Presentation to Portfolio Committee on Public Service and Administration

21 April 2010. Centre for Public Service Innovation Presentation to Portfolio Committee on Public Service and Administration. Centre For Public Service Innovation. Established in 2001 by Minister for Public Service & Administration as Section 21 company.

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Centre for Public Service Innovation Presentation to Portfolio Committee on Public Service and Administration

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  1. 21 April 2010 Centre for Public Service InnovationPresentation to Portfolio Committee on Public Service and Administration

  2. Centre For Public Service Innovation • Established in 2001 by Minister for Public Service & Administration as Section 21 company. • In 2008 became the first Government Component through the Public Service Act as amended in 2007. • Allows for the creation of an entity dedicated to a specific mandate to deliver with as little as possible bureaucratic constraints. • DPSA is the principal department. • Final stage in the administrative process, the publishing of a Notice in the Gazette, in process and submission with Ministry.

  3. CPSI Mandate & vision Mandate - drawn from the Public Service Act: Minister is “responsible for establishing norms and standards relating to transformation, reform, innovation and any other matter, to improve the effectiveness and efficiency of the public service and its service delivery to the public”. Public Service Act of 1994 as amended in 2007 Thus: • Provide the Minister with independent, diverse, and forward-looking research findings and advice on innovative service delivery. • Enhance public service transformation and reform through innovation partnerships and projects. • Support the creation of an enabling environment for innovation within the structures and agencies of the South African government (encouraging, learning and rewarding). • A solution-focussed effective and efficient Public Sector through Innovation Vision - Inspired by government’s priorities:

  4. Work streams at CPSI • Four work-streams (comprehensive sub-programmes with strong matrix arrangements) • CD: Research & Development • To investigate and recommend sustainable models and solutions for innovative service delivery 2. CD: Solution Support & Incubation • To test and pilot, demonstrate, and mainstream Innovative solutions (ICT and non-ICT) for the public sector 3. CD: Enabling Environment • To entrench a culture of innovation in the Public Sector 4. D: Programme Management • To provide internal corporate support, ensure compliance and manage the shared services arrangement with the DPSA

  5. Strategic Value • Important facility for the whole of government to enhance government’s response to service delivery and governance challenges. • Mandated to form cross-sector partnerships – can circumvent turfs, territorialism, silos and facilitate collaboration across sectors and spheres as it is located at arms-length from policy-making department • Ability to facilitate and mobilise donor funding for testing and piloting of innovative solutions. • Serve as platform for unlocking private sector, NGOs and academia support for addressing the priorities of government through allocations from social responsibility budgets, research or in-kind contributions.

  6. Our Approach • Work with government sectors and the recipients of the services to identify and confirm the root causes of challenges relating to government priorities. • Set up integrated stakeholder teams to interrogate the challenge, explore potential solutions and appropriate funding model • Ensure Intellectual property issues are dealt with. • Oversee testing and piloting – ensure in line with government legislation whilst challenging outdated rules and regulations. • Ensure ownership is appropriately allocated for policy mainstreaming, replication and sustainability.

  7. Highlights - 2009/10 • Own accommodation secured • own corporate identity and branding within the Portfolio • create a work environment conducive to creative thinking and innovation • create space for the first Multi-media Public Sector Innovation Centre on the continent • Incorporate smart building features & strong energy efficiency measures • ICT backbone in place • Third Innovation Conference - August 2009 • attracted more than 400 public sector delegates and significant international interest. • Outcome of conference: led to numerous value adding engagements and establishment of partnerships with national and provincial departments and local government • Launch of Journal: Ideas that Work

  8. Highlights - 2009/10 • Awards Programme • Value add • Changing mindsets and behaviour by encouraging public service and challenging themselves to think and act differently • Unlocking creativity stimulate idea generation • Unearth existing innovations for learning and replication • Building repository of innovative and best practices • Unlocking of support • Internal recognition leading to improved resource allocation • Stimulate private sector and donor interest in and support for service delivery projects • E.g. support from IT Association’s interest and responding commitments by IT companies - pursuing IT as enabler of innovation • Support promised to one of the Special Awardees - Mr Mathole by one of the companies attending Ceremony • Annual launch: partnering with a province and with the ICT Industry

  9. Highlights - 2009/10 • Awards Programme (continued) • 7th Annual Innovation Awards Ceremony - November 2009 • 103 entries, 15 projects awarded in 5 categories • Replication of 2-3 finalists started in 2009 with GTZ support • Baseline study on Auxiliary Nursing • Men on Side of Road - engagement with Labour • Pula-madibogo School Network - ITA support • Linked Helen Joseph Hospital with network • Journal: Ideas that Work • Importance of Knowledge Management in Innovation • Need to record and share local and international best practices • Stimulate ideas and creativity across sectors • Launch edition (August 2009) • Distributed 10 000 copies • Feedback positive - from various levels in PS • CAPAM requested republishing selected articles • Overwhelming response on UNPAN Portal

  10. Highlights - 2009/10 • Assistive device for visually impaired teachers • Partnered with Department of Basic Education, VI teachers, and South African National Council of the Blind • Consulted broadly (incl. Meraka Institute, ICT industry) • Identified appropriate device and required enhancements • Secured funding for and are awaiting device for piloting • UNPAN Portal • CPSI: On-line Regional Centre (ORC) for SADC Region • Established the SADC network of UNPAN contributors • led to increased participation by SADC countries • Learning platform for officials • CPSI Uploaded the second highest number of items to portal in 2009 • Launch edition of CPSI Journal Ideas that Work was amongst the 50 most read documents in the world on the portal. • CPSI rewarded in the form of a Special Award for Knowledge Management by the United Nations on 23 June 2009. • Innovation Training module • Piloted, reviewed, revised with PALAMA and ready to be NQF aligned

  11. Highlights - 2009/10 • Facilitating role in departments • Intensive promotion of Innovation amongst departments and institutions • Time and resource consuming to visit across country • AAPSIA • In December 2009 Minister requested by CAMPS to champion the All Africa Public Service Innovation Awards thematic area • Translated into continent-wide programme managed by CPSI • intensive engagement with AU member states • Serving priority outcome 12: Better Africa, better World • Existing partnerships strengthened • Microsoft - Now organising CPSI Awards Call for Entries Event with ICT industry and sponsor Ceremony • GTZ continues support for replication of innovative projects that entered for the Awards and CPSI Conference. • SITA and Meraka supports ICT related innovations

  12. Highlights - 2009/10 • New partnerships established • NACI: CEO served a term on NACI board, linking the NSI with service delivery related challenges • DST & CSIR: CPSI invited by DST on study tour to Germany on Renewable Energy Technology, leading to a joint initiative of CPSI, CSIR and DST on skills development for unemployed graduates in the field of renewable energy technology • New ICT and other private sector partners pledged support for the Awards programme, priority projects and piloting. CPSI in process of formalising partnerships and costing of projects • IDC: CPSI to link new innovations developed through IDC funding to service deliver challenges

  13. Alignment with Outcomes • The work plan for the medium term (next slides) are aligned with government’s strategic priority to build an efficient, effective and development oriented public service (Outcome 12). In particular, the following outputs: • Effective Systems, structures and processes • Develop public sector cadres • Contribute towards improved public service and administration in Africa and international arena • In line with its cross-cutting nature, the CPSI is also responding to the seven priority outcomes as articulated by the President, in particular: • Quality basic education • All people in SA are and feel safe • Decent employment through inclusive economic growth • Skilled and capable workforce to support an inclusive growth plan • Vibrant, equitable, sustainable rural communities contributing towards food security for all • Responsive, accountable, effective and efficient Local Government System • And also two other outcomes, namely: • Protect and enhance our environmental assets and natural resources • Create a better SA, a better Africa and a better World

  14. Workplan - 2010/11

  15. Workplan - 2010/11

  16. Workplan - 2010/11

  17. Workplan - 2010/11

  18. Workplan - 2010/11

  19. Major Cost Drivers • Cost Drivers • Piloting of projects, ICT and knowledge platforms (content) • Funding scenario • 2010/11 Allocation from the Vote: R14,2m (up from R11,7 from 2009/10 due to additional allocation from DPSA savings for lease) • Require an additional estimated R2m for capacity & R3m for operations, at least R4m for testing and piloting • Mitigation • Shared services with DPSA • As Government Component we are able to secure additional funding for projects through partnerships - can’t use PFMA • Future potential for funding through exploiting own IP, consulting and KM products

  20. Budget (2010/11)

  21. CAPACITY - Motivation submitted to DPSA to lift moratorium

  22. Organisational structure Executive Director PMO (2) D (Vacant) DD PA Research and Development (4) CD D: Researh (Vacant) DD:Innovation Research Administrator Solution Support & Incubation (4) CD D: Sollution Support (vacant) D: Incubation Administrator Enabling Environment (3+2) CD DD AD (Marketing & Comm) Contract (UNPAN) (Vacant) Contract (AAPSIA)

  23. SIYABONGA!

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