ANNUAL PERFORMANCE PLAN -2019/20 - Centre For Public Service Innovation - CPSI
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ANNUAL
PERFORMANCE
PLAN -2019/20
Centre For Public Service Innovation
1
CPSI | Annual Perfomance Plan 2019/2020
TABLE OF CONTENTS
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CPSI | Annual Perfomance Plan 2019/2020
MINISTER’S FOREWORD 2
DEPUTY MINISTER’S STATEMENT 5
EXECUTIVE DIRECTOR’S OVERVIEW 9
OFFICIAL SIGN-OFF 11
List of acronyms 12
PART A: STRATEGIC OVERVIEW
1. Updated Situational analysis 14
1.1. Performance environment 14
1.2. Organisational environment 15
2. Revisions to legislative and other mandates 17
Part B: Programme and sub-programme plans 22
PART B: Programme 1: Administration 22
3.1. Strategic objective annual targets for 2019/20 22
3.2. Programme performance indicators and annual targets for 2019/20
3.3. Quarterly targets for 2019/20 24
4. Programme 2: Public Sector Innovation 27
4.1. Strategic objective annual targets for 2019/20 27
4.2. Performance indicators and annual targets for 2019/20 29
4.3. Quarterly targets for 2019/20 38
Part C: Links to other plans 44
1. Links to the long-term infrastructure and other 44
2. Conditional grants 44
3. Public entities 44
4. Public-private partnerships 44
Annexure A: TECHNICAL INDICATOR DESCRIPTIONS 46
TECHNICAL INDICATOR DESCRIPTIONS FOR STRATEGIC OBJECTIVES 46
PROGRAMME PERFORMANCE TECHNICAL INDICATOR DESCRIPTIONS 48
PROGRAMME 1: ADMINISTRATION 48
PROGRAMME 2: PUBLIC SECTOR INNOVATION 49
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CPSI | Annual Perfomance Plan 2019/2020
MINISTER
FORWARD
In his maiden State of the Nation Address (SONA),
President Ramaphosa pronounced
2018 as a watershed year – a defining moment in our
history, a year of hope and renewal where measures
will be introduced to set the country on a new path
of growth, employment and transformation. Using
his infamous ‘thuma mina’ rallying cry, he called
upon the whole of government to seize this moment
of hope and renewal, and work collaboratively Most departments struggle with recurring
to make a meaningful difference in the lives of challenges where existing solutions and resources
all citizens while importantly guarding against the are not adequate. Innovation, creativity and
possible erosion of all the socio-economic gains openness to change can however become a
that have been realised over the years. catalyst for radical transformation. This can only
take place if innovation is institutionalised as part of
As a precursor for this envisaged positive direction the greater effort to transform the public service for
the President emphasised the importance of robust high performance and productivity.
and effective partnership model, whose key thrust
lies in social partners working together to achieve Innovation is firmly rooted at the centre of public
a social compact with key drivers of economic sector reform and transformation as an enabler
recovery. These multi-sectorial partnerships should and a catalyst for growth, development and
include as key role players, government, the transformation leading to the establishment
private sector, SMMEs, civil society and the youth in of a strong and capable state. In line with the
particular whose visionary outlook and passion will President’s recommendation, the Public Service
help in the pursuance of higher levels of economic and administration Portfolio would have to initiate
growth and investment as envisaged in Vision 2030 a process to review the configuration, number and
as contained in the National Development Plan size of national government departments to ensure
(NDP). The National Development Plan centres that it is optimally suited to meet the needs of the
around the establishment of an efficient and people and ensure the most efficient allocation of
effective public sector that can ably deliver on the public resources.
needs of the citizens.
Furthermore, based on the resolutions taken at the
The NDP critically outlines some key 54th national conference of the African National
recommendations in the form of major adjustments Congress, the transformation and modernisation of
both in policy and operations to achieve public administration should deal comprehensively
performance levels to further accelerate delivery with human resource development, capacity
on our developmental agenda. These include building and professionalization of the public
strengthening of inter-governmental relations for administration and establishment of necessary
integrated, collaborative and seamless service systems and processes.
delivery at all levels. Most importantly it demands
a permissive enabling environment where Within the portfolio, the National School of
“Innovation should start to become pervasive Government must play a central coordinating role in
across state, business and social sectors”, where professionalising the public service by capacitating
“innovation focus on improved public services employees in all spheres of government, providing
and on goods and services aimed at low-income support for talent management as well as guidance
sectors”. Government institutions are urged to fully for appointments, succession planning and career
leverage innovation as one of the main building- development.
blocks for a capable state.
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CPSI | Annual Perfomance Plan 2019/2020
However, we will continue to look upon the CPSI Our portfolio of Public Service and Administration
to dispatch its responsibility which is of unparalleled acknowledges the critical contribution by the
significance in the transformation of the public CPSI towards strengthening government service
service. By virtue of its mandate, the CPSI is entrusted delivery through innovation. More than that, we
with a key responsibility of engendering the culture recognise the need to support the organisation in
of innovation in the public sector, particularly in its endeavour to create a conducive environment
relation to its work ethos. It is meant to overhaul and fertile ground for innovation through the
the state in its various processes and system, its creation of innovation friendly policies and other
structural configuration, its operational model and support mechanisms.
even more important, its key priorities or outcomes.
The ultimate objective behind all this, is to facilitate Innovation is one of the critical ways that we can
the development of an enabling environment that leverage upon to ensure that our country rises
is ideal for innovation to thrive and becomes a beyond the many socio-economic challenges
catalyst for improved service delivery performance that plague our people to deliver value for many in
terms of quality services.
The CPSI has to ensure that government
succeeds in meeting its constitutional obligation I thus endorse this Annual Performance Plan and
of delivering services to citizens in accordance restate my commitment to supporting the CPSI in
with our developmental agenda. This requires the its endeavour to implement it
ability to leverage the best available innovative
solutions generated within the public sector and
also internationally from other countries to ensure -------------------------------------------------------------------------
enhanced citizen satisfaction. --
Ms A Dlodlo, MP
For the CPSI to have much impact in driving Minister for the Public Service and Administration
innovation in the public service, it will rely on strong
partnerships and collaborations across all public
sector institutions. This not only reaffirms the CPSI’s
relevance within the portfolio and the public sector
at large. Most critically, it better positions the CPSI at
the forefront in entrenching innovation in the entire
public sector to help in unearthing and exploiting
innovative, more efficient and effective solutions
as well as replicating them where need arises to
prevent wasteful usage of scarce government
resources.
Through its outstanding work, the CPSI has
continued to reassure us as a portfolio of the
existence of untapped capacity for innovation
and innovative thinking in the public service. As a
result, this Annual Performance Plan binds the CPSI
to a list of critical initiatives and programmes which
will ensure its relevance and impact as a driver of
innovation to improve service delivery in the public
service. Accordingly, we will continue to look up to
the CPSI creating meaningful impact through such
critical initiatives and projects such as the Annual
CPSI Public Sector Innovation awards, the CPSI
Public Sector Innovation Conference and many
others.
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CPSI | Annual Perfomance Plan 2019/2020
DEPUTY MINISTER
STATEMENT
There are certain key expectations that all citizens
have from their government. Chief of these would
be the capacity by government to intervene
with vital services as and when citizens call. This
mandatory obligation which is enshrined in our
Constitution, is summed up in the key priorities
that government has set for itself and further
echoed in the targeted outcomes of the National
Development Plan.
Although this behind-the-scene work of the CPSI
At the heart of the National Development Plan is often goes unnoticed, what does not go unnoticed
Vision 2030. This, constitutes a shared commitment is a 22% increase in theatre utilization, a 67%
by all public institutions to work together to fight reduction in gender-based violence or an increase
poverty, improve citizen access to education, in matric pass rate from 53% to 92%. These are all
healthcare, job opportunities and to combat results from projects advised by and supported by
crime. the CPSI but implemented by public servants and
social innovators themselves across the country.
In our efforts to further move the Public Service
Forward, the Centre for Public Service Innovation The replication project that flows from the Annual
(CPSI) continues to unearth innovation that would Public Sector Innovation Awards that is coordinated
ensure that the most vulnerable among us are by the CPSI, is going from strength to strength. Most
pulled up and not pushed away. importantly, the programme
continuously builds confidence amongst South
The CPSI plays a critical role to help the public Africans in their government by ensuring that
sector to appreciate the value of innovation as public servants deliver quality frontline services
a key enabler of improved service delivery and by thinking out-of-the-box. It is with this very
governance. South Africa compares favourably objective in mind that the CPSI works together with
with other developing nations. However, even so, district level and academic hospitals in seeking
as a country, we have to challenge ourselves to solutions to the challenges they encounter. One
work even harder to fast track the delivery of vital innovation that was successfully replicated at Bheki
services to the citizens in line with government’s Mlangeni Hospital and also serving patients from
national priority areas. neighbouring Chris Hani Baragwanath Hospital,
is the high-volume cataract theatre that has
There is a growing concern that the public service tripled the number of cataract operations being
is not evolving with the times and therefore is performed.
lacking in innovation in the delivery of services.
I am pleased to reassure you that we are closing The CPSI continues to spark the flames of innovation
this gap and new innovative measures will gain among more and more public servants through the
momentum in this current financial year. use of the Multi Media Innovation Centre (MMIC).
The MMIC is a virtual and safe space in which public
Through the CPSI, we will intensify our efforts to create servants interactively generate ideas to resolve
enabling environments for innovation to thrive service delivery challenges and unencumbered
and a culture of innovation within departments inside-the-box thinking that leads to innovation.
and especially at service delivery points. It is of
critical importance to empower our teachers, In 2015, the CPSI and the Innovation Hub successfully
doctors, nurses, police officers and frontline officials piloted the Memeza Safety Programme within the
to embrace the future technology to become Diepsloot community, in Gauteng. Memeza, which
innovative in their own fields of expertise. means “shout” in isiZulu, works through a network of
alarms that are installed in households in low income
residential areas. The smart alarms are in turn
linked to South African Police Service (SAPS) sector
policing vehicles, police stations and community
policing forums. The programme involves the active
participation of 45 police stations, 2000 households
and now also in 23 schools across Gauteng and
the North West provinces.
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CPSI | Annual Perfomance Plan 2019/2020
Since 2015, we have witnessed drastic reductions in One of these vital engagements is the Open Government
crime, in particular gender-based violence in those Partnership, of which South Africa together with
areas where the Memeza alarm system is operative and Brazil, Indonesia, Mexico, Norway, Philippines, United
a 100% prevention of theft of ICT equipment in schools Kingdom and United States is a founder member. The
where it was installed, as it serves as a deterrent to would- Open Government Partnership is a global multilateral
be thieves. Most importantly, the connection of alarms initiative that aims to secure concrete commitments
to local police stations has positively impacted on the from governments to promote transparency, empower
response time to acts of crime by reducing the rate from citizens, fight corruption, and harness new technologies
48 hours to 7 minutes. to strengthen governance.
In the 2018/2019 financial, the Centre for Public Service An important area in the CPSI’s work lies in its participation
Innovation is intent on doubling its efforts in recognising in various international forums on the continent and
and supporting the many innovation trailblazers that overseas. The continued engagement of the organisation
we believe are within the Public Service. Importantly, in various structures on issues of innovation at international
we need to provide the resources for our “in-house” level affords South Africa a vital opportunity to benchmark
innovators to thrive. The CPSI is now finalising a funding on many areas of socio-economic development and
model for public sector innovation and to make it easier governance. In addition, the public sector continues to
for government to procure innovation from our booming benefit from the assurance of growth and development
number of social innovators from the lessons learnt, profound international expertise
and in-depth knowledge gained from various places in
Furthermore, we will accelerate our efforts to introduce the world.
Digitalization across all government processes. At the
center of this Digitalization program is the ability of One of these vital engagements is the Open Government
government institutions to collect, analyze and share Partnership, of which South Africa together with
data as well as information with the aim of improving Brazil, Indonesia, Mexico, Norway, Philippines, United
customer experience and service delivery. Kingdom and United States is a founder member. The
Open Government Partnership is a global multilateral
Five e-enablement services have already been identified initiative that aims to secure concrete commitments
and delivered by various Departments in the system. from governments to promote transparency, empower
These include among others, but not limited to: citizens, fight corruption, and harness new technologies
-The e-Matric solution, which allows for re-marking of to strengthen governance.
matric results as well as registration for learners wanting to
finalize their matric. This year, President Ramaphosa re-appointed The
- The Person Identification and Verification Application Minister for Public Service and Administration to serve as
(PIVA) that verifies a person’s identity against the South Africa’s Special Envoy to the Open Government
Department of Home Affairs records using fingerprints Partnership (OGP). This brings an opportunity for us to
was developed and was first implemented in the South continue the work of building platforms that enable
African Police Service (SAPS). The PIVA is being rolled out partnerships between government and civil society.
across institutions in the justice and security cluster.
- The Integrated Case Management System, which is part The Open Government principles mirror our public service
of the IJS and allows all the relevant JCPS Departments reform ethos, which include: Transparency, Oversight and
and entities to capture and deal with a case in a single Participation (TOP) through which we hope to improve
and integrated manner. governance and service delivery to our people.
- C-Filling to ensure that employers are able to register
and contribute towards their employees for the injury on The South African government is fully committed
duty (IOD) compensation insurance. In the event of an to putting more efforts on transforming its various
IOD, employers are also able to lodge a claim online. governance and administrative processes and systems
to uphold the principles of transparency, accountability
An important area in the CPSI’s work lies in its participation and clean governance. Open government is central to
in various international forums on the continent and this as it promotes free citizen-access and use of certain
overseas. The continued engagement of the organisation government and privately held data or information.
in various structures on issues of innovation at international
level affords South Africa a vital opportunity to benchmark We profoundly congratulate the CPSI for its immense
on many areas of socio-economic development and contribution in driving innovation and stimulating
governance. In addition, the public sector continues to creativity and forward-thinking in the public sector. As
benefit from the assurance of growth and development we continue on our profound commitment to strengthen
from the lessons learnt, profound international expertise government’s capacity to deliver on our key priority
and in-depth knowledge gained from various places in areas, we will continue to look up to the CPSI for practical
the world. solutions that will improve the lives of our citizens.
---------------------------------------------------------------------------
Dr C Pilane-Majeke, MP
Deputy Minister for the Public Service and Administration
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CPSI | Annual Perfomance Plan 2019/2020
EXECUTIVE
DIRECTOR’S
OVERVIEW
This Annual Performance Plan (APP) outlines the
work of the Centre for Public Service Innovation for
the financial year 2019/2020. It provides detailed
account of all the activities and programmes of the The National Development Plan (NDP) places
organisation, including such operational details as the establishment of robust government-wide
when and how such targets and outcomes would partnerships at the very centre of our success in the
be achieved in part to fulfil its 2015-2020 Strategic delivery of government’s developmental agenda
Plan. or Vision 2030; Vision 2063 of the African Charter
and the UN’s Sustainable Development Goals
These key documents as mentioned above, (SDGs).
particularly the CPSI’s 2015-2020 Strategic plan, are
based on and thus importantly support the strategic It is of critical importance that our government
mandate of the Public Service and Administration achieves these key targets, hence the urgency
portfolio of which the CPSI is a key member. Outcome to prioritise new and innovative ways to ensure
12 of the strategic plan defines as a key responsibility successful sustainable economic growth and social
of the portfolio “contributing towards the building of development.
an efficient, effective and development oriented
public service”. As our government carries out its constitutional
responsibility to deliver services to citizens in
As a member of the portfolio, the CPSI is obliged to accordance with our developmental agenda,
work towards fulfilling this important public sector our success will to a large extent depend on our
commitment, which is encapsulated in the Public ability to leverage the best available innovative
Service and Administration Act of 1994 (as amended). solutions generated within the public sector and
According to its strategic mandate, the CPSI has to also internationally from other countries to ensure
inculcate and promote the culture and practice of enhanced citizen satisfaction through accessible
innovation in the public sector primarily to improve vital quality services. Therefore, the CPSI uses
service delivery and to contribute towards building various platforms and networks to encourage
an efficient, effective and development oriented sharing of lessons, and information on innovation
public service through innovation. trends nationally, across Africa and internationally.
The mandate of the CPSI positions the organisation
as a key player in the transformation of the public Our legacy as an organisation, which we are
service. Through the CPSI, innovation has to determined to carry forth into the future, involves
permeate and overhaul the state in its various hosting various key workshops such as the CPSI
processes and system, its structural configuration, its Annual Public Sector Innovation Conference to
operational model and even more important, its key afford public servants locally a robust and effective
priorities or outcomes. The overall objective of the information learning and sharing opportunity and
CPSI is to facilitate the development of an enabling a platform to collectively explore for innovative
environment where innovation can thrive as a service delivery solutions. ON the international
catalyst for improved service delivery and a building stage, we have for a number of years been
block for a progressive public sector of the future. hosting international workshops such as the SADC-
UNPAN network that provides an ideal opportunity
Using its government-wide and cross-sectorial reach for the CPSI to share benchmark in terms of
and influence the CPSI work involves unlocking, our performance regionally. It is also an ideal
entrenching and nurturing innovation in the public opportunity to share innovative practices with SADC
service as a whole. The CPSI works with a multiplicity neighbouring countries for learning and replication
of partners both in the public and private sector, and to contribute our own, unique stories to the
academia and civil society, to unearth, develop growing global knowledge repository on public
and implement inno¬vative ideas to improve public administration and public sector innovation.
sector service delivery.
Our cross-sectoral partnerships model that
include government institutions, business and
the community which provides exciting and
mutually beneficial ventures allows us to leverage
financial and/or intellectual cap¬ital in support of
government priorities.
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CPSI | Annual Perfomance Plan 2019/2020
The Annual CPSI Public Sector Innovation
Awards Programme which is now in its 16th year,
has helped in showcasing and celebrating
ex¬cellence in terms of innovative projects from
public officials across the three spheres of our
government. In addition, the Awards Programme
further encour¬ages the replication of innovative
projects thereby preventing wastage of resources
through unnecessary reinvention of the wheel.
The innovative projects are further featured at the
Public Sector Innovation Conference with an aim
of encouraging to promote form cross-sectoral
partnerships for replication of solutions to service
delivery challenges.
As the CPSI, we acknowledge the unique and
important role that we can play and the sort of
impact that we can make in building an effective,
efficient and development oriented public service
using innovation.
---------------------------------------------------
Ms Q Delwa
Acting Executive Director
Centre for Public Service Innovation
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CPSI | Annual Perfomance Plan 2019/2020OFFICIAL SIGN-OFF
It is hereby certified that this Annual Performance Plan: Was developed by the management of the
Centre for Public Service Innovation under the guidance of Ms A Dlodlo, MP, Minister for Public Service
and Administration;
•Was prepared in line with the revised Strategic Plan of Centre for Public Service Innovation; and
•Accurately reflects the performance targets which Centre for Public Service Innovation will en
deavour to achieve given the resources made available in the budget for 2019/20 year.
Ms DN Mavikane
Official responsible for Planning
__________________________
Ms A C Snyman
Chief Financial Officer
___________________________
Ms Q Delwa
Acting Executive Director
____________________________________
Dr C Pilane-Majake, MP
Deputy Minister for the Public Service and Administration
APPROVED BY:
Ms A Dlodlo, MP
Minister for the Public Service and Administration
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CPSI | Annual Perfomance Plan 2019/2020LIST OF ACRONYMS
AAPAM African Association of Public Administration and Management
AAPSIA All Africa Public Sector Innovation Awards
AENE Adjusted Estimates of National Expenditure
AFS Annual Financial Statements
AGSA Auditor General of South Africa
CAPAM Commonwealth Association for Public Administration and Management
CEPA Committee of Experts on Public Administration
CPSI Centre for Public Service Innovation
CRM Corporate Resource Management
DPME Department of Performance Monitoring and Evaluation
DPSA Department of Public Service and Administration
ED Executive Director
ENE Estimates of National Expenditure
FOSAD Forum of South African Directors-General
MMIC Multi-Media Innovation Centre
MPSA Minister for the Public Service and Administration
MTEF Medium Term Expenditure Framework
NDP National Development Plan
NGO Non-Governmental Organisation
NSI National System of Innovation
OECD Organisation for Economic Co-Operation and Development
OGP Open-Government Partnership Open-IX Open Innovation Exchange
PFMA Public Finance Management Act
PSA Public Service Act
PSC Public Service Commission
SADC Southern Africa Development Community
SCM Supply-Chain Management
SDGs Sustainable Development Goals
TIH The Innovation Hub
UK United Kingdom
UN United Nations
UNDP United Nations Development Programme
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CPSI | Annual Perfomance Plan 2019/2020Part A:
Strategic Overview
12
CPSI | Annual Perfomance Plan 2019/2020Part A: Strategic Overview
1.Updated Situational analysis
1.1.Performance environment The CPSI will also work with DPSA and DPME to
assess what the outstanding projects are for the
Treasury implemented cost containment measures MTSF period and identify possible solutions to
and also reduced budgets of many departments. assist in fast-tracking implementation. In addition,
The Reserve Bank has projected that the South in response to the demand for a more responsive
African economy will grow, which requires that all and forward-looking public sector, the CPSI has
Government Departments and entities have to partnered with the UNDP to champion Foresight
focus on their core business and to also start with in the public service, in particular on the provincial
assessing the impact of their programmes and and local government level.
projects. It must be noted that in the second quarter
of 2017, the unemployment rate was recorded Innovation requires both leadership and
at 27,7%. The increase in the unemployment rate management abilities, enablement and
resulting in less revenue for the fiscus in the form encouragement. While leadership focuses on
of Tax revenues places additional demands on creating a strong vision, showing will and persistence
government, “do more with less”. in overcoming the barriers and having the courage
to involve many voices in the process, on the other
Of importance, the emphasis should be on hand, management should focus primarily on
preventing duplication, ‘re-inventing of the wheel’
or escalation of costs for the state to deliver services 1.2.Organisational environment
and to ensure sharing of ideas and replication
and mainstreaming of innovative solutions. One The CPSI and its organisational Structure The
such area is the growing number of malpractice CPSI is established in terms of Section 7A and
and medical litigation claims in the public health listed in Schedule 3A of the Public Service Act,
sector as a result of the Road Accident Fund 1994, as amended, and is an organ of state. The
increasing the number of direct claims that it administration and operational arrangements
settles. In 2017, RAF achieved a 33% year-on- (Notice 700) pertaining to the CPSI were published
year increase in the number of direct settlements in Government Gazette Vol 555 no. 34562 of 2
reducing malpractices that it had experienced September 2011. The responsibility for public sector
over a number of years. Medico-legal liability for innovation is vested in the Minister for Public Service
all provincial health departments (based on 2016 and Administration. The functions of the CPSI are
departmental Annual Financial Statements) now to:
exceeds R40 billion with Gauteng and Eastern •Provide the Minister with independent, diverse,
Cape the highest at R13,4 billion). and forward-looking research findings and advice
on innovative service delivery with a specific focus
Through the various programmes, including of government’s priorities.
the development, piloting and replication of •Enhance public service transformation and reform
innovative solutions unearthed through the Awards through innovative partnerships and projects.
programme, the CPSI will continue to support •Support the creation of an enabling environment
institutions to implement appropriate and cost- for innovation within the structures and agencies
effective solutions. of the South African government (encouraging,
learning and rewarding).
Departments and sectors are also realising that
current planning trajectories are not sufficient to In order to fulfill the above mandate, the CPSI is
ensure that the objectives of the NDP or Sustainable structured in two programmes and headed by an
Development Goals (SDGs) are achieved. Current Executive Director as the Accounting Officer in
planning and budgeting processes that adopt a order to achieve its strategic outcome centered
linear process do not account for the uncertainties, goal, namely “the culture and practice of
volatility, and complexities of the current service innovation entrenched in the public sector”
delivery environment.
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CPSI | Annual Perfomance Plan 2019/2020Programme 1: administration
In partnership with the UNDP, the component
This programme provides strategic leadership, strengthened internal capacity for Foresight in
management, and support services to the order to provide forward-looking guidance and
organisation. advice on planning towards achieving the NDP. In
the coming year, this capacity will be leveraged
This programme consists of a cohort of skeleton to support a number of initiatives, nationally,
staff, headed by the CFO with the responsibility provincially (Eastern Cape) and regionally (SADC).
of ensuring statutory compliance and strategic
management. Some functions, such as Internal The Solution Support and Incubation Component
Audit and Legal Advisory Services, are rendered on has directed its focus to adapt and replicate
a Shared Services basis by the DPSA. These services innovations unearthed through the annual Public
are governed by a MoU. Sector Innovation Awards programme. The
Component further demonstrates innovative
The organisational structure has 30 posts on its fixed practices and introduces innovation tools and
establishment and another 4 donor-funded posts. methods to public officials through the Multi-Media
All the posts are currently filled. Innovation Centre (MMIC). Both these initiatives
will be under significant pressure as the General
The CPSI’s budget is located within the budget Budget Support funded project manager post
appropriation of the DPSA. The current budget for replication ended on 31 March 2017, whilst for
structure is according to the organisational MMIC it will end in March 2019. The Component
structure. will, therefore, have only one official responsible for
both replication projects and the MMIC as of 1st
April 2019.
Programme 2: public sector innovation
The Enabling Environment Component will continue
This programme drives service delivery innovation its efforts to inculcate the culture of innovation
in line with government priorities and has three through various knowledge sharing programmes
components, aligned to the CPSI’s functions as and platforms. The Annual Public Sector Innovation
articulated in the Notice, namely Research and Awards Programme has matured into both a
Development, Solution Support and Incubation; recognition and feeder programme, in particular,
and Enabling Environment. to ensure that innovations are mainstreamed into
Being challenge driven, the focus of Research the public sector through dedicated replication
and Development is on understanding the root initiatives.
causes of service delivery challenges and develop
new solutions in partnership with stakeholders in The programme will continue to recognise
the National System of Innovation. These new innovators within government. Since 2017 the CPSI
solutions are then tested and piloted with the is, in particular, recognising “trailblazers,” those
service owners. The component currently only has young developers within government who are
two staff members at deputy director level to fulfill developing in-house solutions that reduce cost and
the research and development responsibilities. increase effectiveness.
Human resource limitations thus restrict the number
of challenges that can be investigated and the The sharing of case studies on innovative practices
number of development initiatives that can be will continue through The South African Public
facilitated at any given moment. Learning from Sector Innovation: Ideas that Work. In this regard,
the investigation of previous challenges and the reporting on the development and publishing
piloting of potential solutions, it has become clear of case studies has also been streamlined and
that the investigation of a challenge and the reported only under this sub-programme and not
subsequent process of development, testing and also under Research and Development where
piloting of potential solutions cannot be separated. most of the case studies are developed.
As such, the two outputs (investigation of challenges
and piloting), will in future be reported on as one In addition, although uploads to the UNPAN Portal
process with an annual target. on behalf of SADC will continue, the CPSI will no
longer report on the number of uploads as this is too
operational. Following the continent-wide success
of the Foresight for Development programme, the
focus will be on using the SADC-UNPAN Network to
strengthen thought-leadership on key public sector
innovation-related topics.
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CPSI | Annual Perfomance Plan 2019/20202.Revisions to legislative and other mandates
3 Overview of 2019/20 budget and medium term expenditure framework (mtef)
Estimates
3.1 Expenditure estimates
Audited outcome Adjusted Medium-term
Rand Thousand 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
Administration 13,344 17,909 18,327 19,908 20,986 22,353 23,694
Public Sector Innovation 14,711 13,498 14,195 16,122 17,451 18,616 19,752
Total for Programmes 28,055 31,407 32,522 36,030 38,437 40,969 43,446
Economic classification
Current payments 27,300 29,127 32,016 35,504 37,881 40,383 42,828
Compensation of
11 588 14 169 15 593 18 360 19 425 20 902 22 470
employees
Salaries and wages 12,510 13,827 15,967 17,399 18,721 20,125 21,433
Social contributions 1,659 1,766 2,079 2,026 2,181 2,345 2,496
Social contributions 1,659 1,766 2,079 2,026 2,181 2,345 2,496
Administrative fees 96 105 89 197 215 228 240
Advertising 1,053 146 172 221 357 377 399
Minor assets 140 222 9 169 92 97 102
Audit costs: External 740 1,447 1,783 1,599 1,684 1,744 1,805
Bursaries: Employees - - - - - - -
Catering:
Departmental 76 148 171 114 126 132 139
activities
Communication
327 327 331 399 421 445 470
(G&S)
Computer services 670 749 904 2,296 1,818 1,917 2,018
Consultants: Business
142 597 484 515 796 840 886
and advisory services
Contractors 1,200 992 965 950 773 819 868
Consumable supplies 301 344 331 359 367 387 407
Consumables:
Stationery, printing 243 349 210 345 352 371 391
and office supplies
Operating leases 2,277 2,791 3,707 4,000 4,332 4,570 4,821
Property payments 269 431 968 307 323 341 360
Travel and subsistence 2,516 2,755 2,144 2,358 2,753 2,947 3,146
Training and
85 212 109 215 248 262 279
development
Operating payments 973 698 695 695 754 782 823
Venues and facilities 2,023 1,221 898 1,340 1,568 1,654 1,745
Travel and subsistence 2 253 2 516 2 755 2 688 2 886 3 037 3 204
15
CPSI | Annual Perfomance Plan 2019/2020Audited outcome Adjusted Medium-term
Rand Thousand 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
Transfers and
- 1 - 27 1 1 1
subsidies
Departmental
agencies and - - - 1 1 1 1
accounts
Departmental
agencies (non- - - - 1 1 1 1
business entities)
Households - 1 - 26 - - -
Other transfers to
- 1 - 26 - - -
households
Payments for capital
755 2,279 497 499 555 585 617
assets
Buildings and other
- 806 - - - - -
fixed structures
Buildings - 806 - - - - -
Machinery and
506 1,277 497 232 262 276 291
equipment
Software and other
249 196 - 267 293 309 326
intangible assets
Payments for financial
- - 9 - - - -
assets
Total economic
28,055 31,407 32,522 36,030 38,437 40,969 43,446
classification
3.2 Relating expenditure trends to strategic
outcome-oriented goals
The CPSI’s mandate, as reflected in its strategic The three strategic priorities are operationalised
objectives, is to drive and entrench innovation in through three sub-programmes in Programme 2:
the public sector. The CPSI’s plays an important role Public Sector Innovation, which forms the core
in creating a culture and support the practice of business of the CPSI. These sub-programmes are
innovation which leads to improving service delivery based on an integrated value-chain that are
at the coal face. As such, Outcome 12: Improved interdepended in achieving the organizational
efficiency and effectiveness of the public service is mandate and deliverables.
achieved through innovation whilst also achieving
significant savings for the government. The organization’s main cost drivers (such as
traveling and accommodation) over the medium
As such the CPSI established a number of knowledge term are bound to the mandate of the CPSI. As
platforms and products, serve as a cost-effective a cross-cutting facility of government, the CPSI
way of sharing lessons and knowledge across the works with all spheres of government and has to
public sector to transform and embed efficiency reach out to government institutions which are
and effectiveness in service delivery. located across the country. The CPSI does not
operate and run projects from the office only. The
The CPSI further contributes actively to the testing and piloting of new solutions happen at
development and identification of new innovative the service delivery points where challenges have
solutions that address very specific service delivery been identified. The validation and assessment
challenges. These new innovative solutions, of innovative solutions identified through the CPSI
along with the innovations unearthed through the Awards Programme involve traveling to service
knowledge platforms, feed into the replication sites.
programme where projects are further facilitated
for mainstreaming throughout the public service to
improve service delivery.
16
CPSI | Annual Perfomance Plan 2019/2020The Replication Programme also involves traveling The thought leadership on innovation further
to sites where the projects are being implemented. extends into SADC where the CPSI has been tasked
The Replication Programme ensures the wider to represent South Africa, as a member state of the
impact of piloted and implemented innovations. United Nations and the African Union, on public
In addition, entrenching the culture of innovation sector innovation. These engagements not only
involves reaching out to public officials, going to contribute to a better African and a Better World
their departments, their strategic planning sessions, but also enables the CPSI to, through South-South
workshops, and meetings. Through the years learning, to bring relevant innovations back to the
the substantive cost-benefit of this approach South African public sector. Through partnerships
have been well demonstrated where replicated with international institutions such as the UNDP
projects achieve savings far larger than the CPSI’s and OECD, SA has also been able to keep abreast
operational budget. with developments in the public sector innovation
space. The CPSI has further been able to leverage
During the current MTSF, the focus shifted to these relationships to obtain financial support for
replication, and specifically in the Health sector some CPSI programmes.
which has been prioritized over the medium term.
This focus on the Health Sector, using the sector- The CPSI became an independently, separately
specific workshop model, directly resulted in the accountable entity on 1 April 2015 and thus
implementation of new solutions that contributed receiving a transfer through the DPSA. This transfer
to significant financial savings by hospitals. The payment requires the CPSI to adhere to the
workshops capacitate hospital CEOs and other requirements as set out in the PFMA (Section 38 (j)).
senior decision-makers to replicate innovations An amount of R9 million was specified in the 2015/16
discovered through the Awards Programme. financial year to capacitate the organization to
have the human resources and systems in place
A growing community of practice annually be accountable for a transfer. However, only R3
convenes through the CPSI’s Public Sector million was allocated to the CPSI; this has a ripple
Innovation Conference, established to entrench effect in the subsequent financial years.
the culture of innovation through knowledge In addition to the R6 million shortfall, the National
sharing. This annual initiative creates a platform Treasury decreased the CPSI’s budget during the
where public servants, political leaders, and 2017 MTEF process. These cuts place enormous
innovation experts engage and provide thought pressure on the CPSI’s budget of R34 million.
leadership. Continuous decreases through a “one-size-fits-
all” approach are putting the CPSI at risk of not
being able to sustain its performance, maximize
its impact and ensure compliance with the PFMA
and Treasury Regulations. The compliance burden
on the CPSI is most noticeable in that one of the
main cost drivers is Audit costs which contribute
to 8 percent of the operational allocations. The
CPSI budget is thus skewed by these compliance-
related main cost driver’s vis-à-vis to the actual
mandate of the organization.
17
CPSI | Annual Perfomance Plan 2019/2020Part B:
Strategic Overview
18
CPSI | Annual Perfomance Plan 2019/2020PART B: PROGRAMME AND SUB-PROGRAMME PLANS
4.PROGRAMME 1: ADMINISTRATION
This programme provides strategic leadership, overall management of and support to the
organisation
4.1.STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2018/19
5 -Year Audited/ Actual performance Estimated Medium-term targets
Strategic Sub-
strategic
Objective programme 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
target
Effective Strategic Unqualified - - - Unqualified Unqualified Unqualified Unqualified
corporate Management audit audit audit audit audit
governance outcomes on outcomes outcomes on outcomes on outcomes on
Corporate financial and financial and financial and financial and
Resource non-financial non-financial non-financial non-financial
Management information information for information for information for
2018/19 2019/20 2020/21
19
Office of the
Chief Financial
Officer
CPSI | Annual Perfomance Plan 2019/20203.2. Programme performance indicators and annual targets for 2018/19
5 -Year Programme Estimated
Audited/ Actual performance Medium-term targets
strategic performance performance
target indicator 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
Unqualified 1.1 Number of - - - 4 Quarterly 4 Quarterly 4 Quarterly 4 Quarterly
audit quarterly financial reports financial reports financial reports financial reports
outcomes on consolidated submitted to submitted to submitted to submitted to
financial and financial and MPSA, DPSA MPSA, DPSA MPSA, DPSA MPSA, DPSA
non-financial non-financial and National and National and National and National
information reports free Treasury and Treasury and Treasury and Treasury and
from material non-financial non-financial non-financial non-financial
misstatements reports reports reports reports
submitted submitted to submitted to submitted to submitted to
to MPSA, MPSA, DPSA, MPSA, DPSA, MPSA, DPSA, MPSA, DPSA,
DPSA, DPME DPSA, DPME, DPSA, DPME, DPSA, DPME, DPSA, DPME,
and National and National and National and National and National
Treasury as Treasury as Treasury as Treasury as Treasury as
per required per required per required per required per required
timeframes timeframes timeframes timeframes timeframes
20
1.2 Percentage - - - 100% 100% 100% 100%
of external Implementation Implementation Implementation Implementation
audit of external audit of external audit of external audit of external audit
CPSI | Annual Perfomance Plan 2019/20203.3. Quarterly targets for 2019/20
Programme Annual Target Quarterly targets Quarterly targets
Reporting
Indicator ID performance
period
indicator 2019/20 1st 2nd 3rd 4th
1. 1 Number of Quarterly 4 Quarterly Fourth quarter First quarter Second quarter Third quarter -
quarterly financial reports financial report financial report financial report financial report
consolidated submitted to submitted to submitted to submitted to submitted to
financial and non- MPSA, DPSA MPSA, DPSA MPSA, DPSA MPSA, DPSA MPSA and
financial reports and National and National and National and National National
free from material Treasury and Treasury and Treasury and Treasury and Treasury and
misstatements non-financial non-financial non-financial non-financial non-financial
submitted to reports report submitted report submitted report submitted report submitted
MPSA, DPSA, submitted to to MPSA, DPSA, to MPSA, to MPSA, to MPSA, DPME,
DPME and MPSA, DPSA, DPME and DPSA, DPME DPSA, DPME and National
National Treasury DPME, and National Treasury and National and National Treasury by 31
as per required National by 30 April 2019 Treasury by 31 Treasury by 31 January 2020
timeframes Treasury as July 2019 October 2019
per required
timeframes
21
-
1.2 Percentage of Quarterly 100% - First quarter Second quarter Third quarter -
external audit Implementation financial report financial report financial report
recommendations of external audit submitted to submitted to submitted to
implemented MPSA, DPSA MPSA, DPSA MPSA and
CPSI | Annual Perfomance Plan 2019/2020
and National and National National
Treasury and Treasury and Treasury and
non-financial non-financial non-financial
report submitted report submitted report submitted
to MPSA, to MPSA, to MPSA, DPME,
DPSA, DPME DPSA, DPME and National
and National and National Treasury by 31
Treasury by 31 Treasury by 31 January 2020
July 2019 October 20194.4 Reconciling performance targets with the Budget and MTEF: Programme 1: Administration
Subprogrammes
Audited Adjusted Medium-term
RAND THOUSAND 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
Strategic Management 4,335 3,698 3,677 3,749 4,130 4,418 4,697
Corporate Resource
5,949 9,583 8,936 9,851 10,266 10,934 11,604
Management
Office of the Chief
3,060 4,628 5,714 6,308 6,590 7,001 7,393
Financial Officer
Total 13,344 17,909 18,327 19,908 20,986 22,353 23,694
22
CPSI | Annual Perfomance Plan 2019/2020Economic Audited Adjusted Medium-term
classification
RAND THOUSAND 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
Current payments 12,627 16,108 17,898 19,612 20,430 21,767 23,076
Compensation of
6,165 7,827 9,258 9,917 10,659 11,459 12,203
employees
Salaries and wages 5,421 6,935 8,135 8,808 9,464 10,174 10,835
Social contributions 744 892 1,123 1,109 1,195 1,285 1,368
Goods and services 6,462 8,281 8,640 9,695 9,771 10,308 10,873
Administrative fees 23 40 38 28 26 27 28
Advertising 478 - 20 7 11 12 13
Minor assets 140 205 5 153 71 75 79
Audit costs: External 740 1,447 1,783 1,599 1,684 1,744 1,805
Catering: Departmental
17 39 26 44 47 49 52
activities
Communication
272 198 183 244 258 273 288
(G&S)
Computer services 584 745 904 1,580 1,135 1,234 1,335
Consultants: Business
142 597 484 343 399 421 444
and advisory services
Contractors 17 93 6 - - - -
Consumable supplies 75 209 97 117 124 131 138
Consumables:
Stationery, printing 182 184 177 198 205 216 228
and office supplies
Operating leases 2,277 2,791 3,707 4,000 4,332 4,570 4,821
Rental and hiring - - - - - - -
Property payments 80 431 377 307 323 341 360
Transport provided:
- - - - - - -
Departmental activity
Travel and subsistence 824 987 676 666 736 769 810
Training and
48 72 34 133 142 150 158
development
Operating payments 398 127 116 176 178 191 205
Venues and facilities 165 116 7 100 100 105 109
Transfers and subsidies - 1 - 27 1 1 1
Departmental
agencies and - - - 1 1 1 1
accounts
Departmental
agencies (non- - - - 1 1 1 1
business entities)
Households - 1 - 26 - - -
Other transfers to
- 1 - 26 - - -
households
Payments for capital
717 1,800 429 269 555 585 617
assets
Buildings and other
- 806 - - - - -
fixed structures
Buildings - 806 - - - - -
Machinery and
468 966 429 170 262 276 291
equipment
Other machinery and
468 966 429 170 262 276 291
equipment
Software and other
249 28 - 99 293 309 326
intangible assets
Payments for financial
- - - - - - -
assets
Total 13,344 17,909 18,327 19,908 20,986 22,353 23,694
23
CPSI | Annual Perfomance Plan 2019/2020Part B:
Programme and
sub-programme
plans
24
CPSI | Annual Perfomance Plan 2019/2020Performance and expenditure trends
The performance targets are accommodated in the allocated budget with the exception of the cost associated with the office accommodation which compromises 41.2
percent of the Programme’s Goods and Services budget allocation per annum. The allocation to Programme 1: Administration amounts to 55 percent of the total organisation’s
allocation over the medium term. The Programme’s allocation increases with 6 percent over the medium term.
4.Programme 2: Public Sector Innovation
This programme drives service delivery innovation in the Public Sector in line with government priorities.
There are three sub-programmes
•Research and Development establishes the knowledge base in support of the programme to inform the selection,
development testing and piloting of potential innovative models and solutions.
•Solution Support and Incubation facilitates the incubation, demonstration, replication and mainstreaming of innovative
solutions for the public sector.
•Enabling Environment nurtures and sustains an enabling environment, which entrenches a culture and practice of
innovation in the public sector through innovative platforms and products.
25
Audited/ Actual Medium-term
CPSI | Annual Perfomance Plan 2019/2020
Strategic Sub- 5 -Year strategic target Estimated performance
Indicator ID performance targets
Objective programme
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
Improve the Research and 2.1 Research and - - Research and Research and Research and Research and Research and
effectiveness Development development Development Development Development Development Development
and efficiency of potential of potential of potential of potential of potential of potential
of public innovative innovative innovative innovative innovative innovative
sector service models and models and models and models and models and models and
delivery solutions solutions solutions solutions solutions solutionsAudited/ Actual Medium-term
Strategic Indicator 5 -Year strategic target Estimated performance
performance targets
Objective ID
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
Research and 2.2 Number of - - - Two (2) Two (2) Two (2) Two (2)
Development Innovative innovative innovative innovative innovative
of potential Solutions solution solution solution solutions
innovative developed developed developed developed developed
models and to address
solutions service delivery
challenges
2.3 Revised Pocket - - - Pocket Guide to Pocket Guide to - -
Guide to Innovation in the Innovation in the
Innovation in the South African South African
South African Public Sector Public Sector
Public Sector revised disseminated
disseminated
26
through existing
platforms
CPSI | Annual Perfomance Plan 2019/2020Programme Estimated
strategic Indicator 5 year strategic target Medium-term targets
performance performance
Objective ID
indicator 2015/16 2016/17 2017/18 2018/19 20120/121 20121/22 2022/23
Incubation 2.3 Number of Two (2) CPSI innovationTwo Two (2) CPSI Two (2) CPSI Two (2) Two (2) Two (2)
innovative award-winning (2) CPSI award- award-winning award-winning innovation innovation innovation
of innovative
solutions projects were winning and/or and/or other and/or other solutions solutions solutions
solutions for facilitated for facilitated for other innovation innovation innovation facilitated for facilitated for facilitated for
replication replication: projects projects that were solutions replication replication replication
the public • Saving identified, identified and facilitated for
sector Blood, Saving facilitated supported for replication
Lives project and supported replication were
was facilitated for replication: not initiated.
and initiated at • Saving The replication
Bertha Gxowa Blood, Saving of the Revenue
Hospital Lives was Enhancement
• replicated at Far Project was
Dietetics project East, Tembisa identified and
was facilitated and Laratong supported but
for replication Hospitals; the project could
at Mokopane • not be initiated
Hospital in the High Volume due to late
Waterberg Cataract approvals in the
District project was implementing
replicated ate departments in
Bheki Mlangeni Limpopo.
Hospital Mpumalanga
27
Tele-Radiology
(link between
Mpumalanga
and Gauteng
CPSI | Annual Perfomance Plan 2019/2020
Department
of health) was
identified as a
project to be
replicated, a
project Charter
and Plan
developed but
could not be
initiated due
to leadership
changes at
the Gauteng
Department of
Health. The project
was handed over
to a new personProgramme Estimated
5 -Year strategic Indicator Audited/ Actual performance Medium-term targets
performance performance
target ID
indicator 2015/16 2016/17 2017/18 2018/19 2019/20 20120/21 2021/22
person in February
2018 which
affected the
implementation
plan. Gauteng
further intended
to merge the
project with a
larger initiative,
contributing to the
delay into the new
financial year.
2.4 Number of A total of 333 A total of 165 A total of 569 - Pocket Guide Revised Pocket Revised Pocket
public sector public sector public sector officials and other to Guide to Guide to
officials officials and officials and partners Innovation in Innovation in Innovation in
and other other partners other partners the the the
partners visited and used visited and South African South African South African
capacitated the MMIC. The used the MMIC. Public Sector Public Sector Public Sector
on innovation visitors included The included revised disseminated disseminated
tools, amongst others, amongst others,
processes City of Tshwane, SADC/UNPAN
28
and NSG, City of delegates,
approaches Johannesburg, Members of
through the Technology the Portfolio
MMIC Innovation Committee
Agency, Civilian on Public
CPSI | Annual Perfomance Plan 2019/2020
Secretariat Service and
of Police, The Administration
UNDP, SAHRC, and the
SALGA Office of the
Public Service
Commission
Nurtures an 2.5 Number of Six (6) Six (6) Six (6) Six (6)
knowledge knowledge knowledge knowledge knowledge
enabling
platforms platforms hosted platforms platforms platforms
environment hosted to to unearth, hosted to hosted to hosted to
unearth, demonstrate, unearth, unearth, unearth,
for innovation demonstrate, share, demonstrate, demonstrate, demonstrate,
in the public share, encourage share, share, share,
encourage and award encourage encourage encourage
sector and award innovation in the and award and award and award
public sector innovation innovation innovation
in the public in the public in the public
sector sector sectorYou can also read
